Human Resources Management

Third year

2025

Final Revision Part (2)

AG
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 Chapter one: Introduction to Human Resource Management

Terms

1. İs a strategic, integrated and coherent approach to the employment, development and well-
being of the people working in organizations. (Human resource management (HRM))

2. is the process through which an organization ensures that it always has the proper number of
employees with the appropriate skills in the right jobs, at the right time, to achieve
organizational objectives. (Staffing)

3. is the systematic process of determining the skills, duties, and the knowledge required for
performing jobs in an organization. (Job Analysis)

4. is the systematic process of matching the internal and external supply of people with job
openings anticipated in the organization over a specified period. (Human resource planning)

5. is the process of attracting individuals on a timely basis, in sufficient numbers, and with
appropriate qualifications to apply for jobs with an organization. (Recruitment)

6. is the process of choosing the individual best suited for a particular position and the
organization from a group of applicants. (Selection)

7. is a goal-oriented process that is directed toward ensuring that organizational processes are
in place to maximize the productivity of employees, teams, and ultimately, the organization
(Performance management)

8. is a formal system of review and evaluation of individual or team task performance.

(Performance appraisal)

9. is a major HRM function consisting not only of training and development but also of career
planning and development activities, for both the employees on personal level and for the
organization as a whole. (Human Resource Development)

10. is designed to provide learners with the knowledge and skills needed for their present jobs.
(Training)

11. involves learning that goes beyond today's job and has a more long-term focus.
(Development)

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12. is planned and systematic attempts to change the organization with the purpose of
modifying the organization's performance or (corporate culture), typically toward more
behavioral identity. (Organization development (OD))

13. is an ongoing process where HRM is emphasizing that individual sets career goals and
identifies the means to achieve them. Examples of these developmental activities are
mentoring, time management, adaptability, and collaboration .
(Career planning and development)

14. includes the total of all rewards provided to employees in return for their services.
(Compensation)

15. Pay that a person receives in the form of wages, salaries, commissions, and bonuses.
(Direct Financial Compensation (Core Compensation))

16. All financial rewards that are not included in direct compensation, such as paid vacations,
sick leave, holidays, and medical insurance. (indirect Financial Compensation (employee
benefits))

17. Satisfaction that a person receives from the job itself or from the psychological or physical
environment in which the person works. (Nonfinancial Compensation)

18. Businesses are required by law to recognize a union and bargain with it in good faith if the
firm's employees want the union to represent them. When a labor union represents a firm's
employees, the human resource activity is often referred to as labor relations, which handles
the job of collective bargaining (Employee and Labor Relations)

19. comprise the HRM activities associated with the movement of employees within the
organization such as promotions, demotion, termination, and resignation
(Internal employee relations)

20. involves protecting employees from injuries caused by work -related accidents. (Safety)

21. refers to the employees' freedom from physical or emotional illness. (Health)

22. is a group of people who work together to oversee activities that support the organization's
employee. (HR team)

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Notes

1. Human Resource Management Importance:

 Avoid Personnel Mistakes

 To avoid Employees not doing their best.

 To avoid Hiring wrong person for the job
 To avoid Experiencing high turnover
 To avoid Being Courted for discriminatory actions
 To avoid Employee hurt due to unsafe practices.
 To avoid Lack of training and undermine effectiveness
 To Protect the company from unfair practices committed by employees

 Improve profits and performance through the good management of people.: Many
managers have been successful even without adequate plans, organizations, or controls.
They were successful because they had the talent to hire the right people for the right
jobs and then motivate, appraise, and develop them.
 To build up career as an HR manager in large organizations. Those who learn and
know about HRM are better equipped to integrate the firm's human resource activities
(such as pay policies) with the company's strategic needs (such as by tying executives'
incentives to corporate goals).
 HR for small businesses: Most people graduating from college in the next few years
either will work for small businesses or will create new small businesses of their own.
Thus gaining a deeper insight about the techniques of HRM will help them to manage a
small firm's human resources more effectively.

2. Relationship between HRM and Management process

 The management process generally consists of four management activities; planning,

organizing, leading, and controlling.
 The activity of leading involves mainly staffing, selecting, training, motivating,
appraising, and compensating employees. Thus HRM is an authentic part of the
management process,

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3. Human Resource Management Functions

4. Staffing: Successful accomplishment of the staffing function is vital for the

accomplishment of organization's mission

 Job Analysis
 Human resource planning
 Recruitment
 Selection

5. Performance management

 Performance appraisal
 It affords employees the opportunity to capitalize on their strengths and overcome
identified deficiencies, thereby helping them to become more satisfied and
productive employees.

6. Human Resource Development

 Training
 Development
 Organization development (OD)
 Career planning and development

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 For example, Amazon succeeds after changing its vision from being customer centric rather
than profit centric. Netflix is successful because customers can watch all their favorite
motives online through monthly subscription rather than waiting for their DVDs to arrive.
Individual careers and organizational needs are not separate and distinct. Organizations
should assist employees in career planning so the needs of both can be satisfied

7. Compensation
 Direct Financial Compensation (Core Compensation)
 indirect Financial Compensation (employee benefits)
 Nonfinancial Compensation

8. Safety and Health

 These aspects of the job are important because employees who work in a safe
environment and enjoy good health are more likely to be productive and yield long-
term benefits to the organization.

9. Human Resource Research

 Although human resource research is not a distinct HRM function, it pervades all
functional areas, and the researcher's laboratory is the entire work environment.
 When problems occur, human resource research can often find the causes and offer
possible solutions.

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10. Interrelationships of Human Resource Management Functions

 All HRM functional areas are highly interrelated. Management must recognize that
decisions in one area will affect other areas.
 Recruitment Vs Compensation
 Compensation Vs Safety and Healthy

11. Who is an HR professional?

 HR professionals in HR team interact with staff of all levels, ensuring their welfare and
satisfaction with the organization's practices.\

12. HR professionals have many job titles and salaries

A. HR administrator:

 They organize and maintain personnel records of the organization's staff.

 They prepare HR documents and help keeping the internal database up-to-date.
 They may also prepare reports to assist payroll in providing information about
employees.
 Their salaries are about f 22, 440 per year

B. Recruiter:

 They implement recruiting schedules.

 They screen candidates to assess if they are fitting for the job.
 Their salaries are about E 27, 200 per year

C. HR Advisor

 They act as consultants to improve HR processes.

 They can help in mediating and resolving conflict within the company.
 Their salaries are about E 30,850 per year

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D. HR business partner:

 They ensure the alignment of HR operations with organizational objectives.

 They collaborate with the board of directors rather than the internal HR department
 Their salaries are about E 45,300 per year

E. HR manager:

 They primarily examine the training needs.

 They oversee the compliance with the employment regulations regarding disciplinary
processes.
 They also coordinate the payroll processing.
 Their salaries are about 41,600 per year

F. HR assistant:

 They primarily assist HR managers in accomplishing HR-related tasks.

 Examples of these tasks are: preparation of compensation information, absences,
termination, and performance reports.
 Their salaries are about E 22,400 per year

G. HR specialist:

 They primarily help in assessing candidates, determining the best fit for the job,
reviewing CVs, conducting interviews.
 They also help in orienting new employees.
 Some organizations involve them in benefit distribution and employee retention.
 Their salaries are about E 30,550 per year

13. What are the HR professional skills? HR professionals should have the following skills
to be effective in their career:

A) Mediation skills: HR professional should have the ability to resolve conflicts, thus they
have high degree of social intelligence that allow them to understand others.

B) Leadership skills: HR professionals should have the ability to gain the employees' trust,
improve the workplace atmosphere, and help in onboarding new members in the staff.

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C) Effective communication skills:

The HR department is the intermediary between the employees and the organization, thus good
communication is essential. Effective communication involves listening to instructions from
directors and appropriately delivering it through verbal and written means.

D) Talent management

HR professional should have the ability to identify, manage, develop and foster talents in
company. Talent identification is most needed during recruitment to help in choosing the right
candidate.

E) Willingness to learn and adapt

HR professional should be open to gaining new knowledge and skills at any point in their
careers. Most HR professionals often look for new technologies and software that could improve
their productivity.

Questions on chapter one

True or false

1. Human resource management (HRM) İs a strategic, integrated and coherent approach to the
employment, development and well-being of the people working in organizations. (T)

2. HRM covers all the managerial decisions and actions that influence the employee-employer
relationship; with the purpose of maximizing the organizational integration, employee
commitment, flexibility and quality of work (T)

3. HR should hire wrong person for the job (T)

4. Recruitment is the process through which an organization ensures that it always has the proper
number of employees with the appropriate skills in the right jobs, at the right time, to achieve
organizational objectives (F)

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5. Human resource planning is the systematic process of determining the skills, duties, and the
knowledge required for performing jobs in an organization (F)

6. Recruitment is the process of choosing the individual best suited for a particular position and
the organization from a group of applicants. (F)

7. Successful accomplishment of the staffing function is vital if the organization is to effectively

accomplish its mission. (T)

8. Performance management is a goal-oriented process that is directed toward ensuring that

organizational processes are in place to maximize the productivity of employees, teams, and
ultimately, the organization (T)

9. career planning affords employees the opportunity to capitalize on their strengths and overcome
identified deficiencies, thereby helping them to become more satisfied and productive employees
(F)

10. Human Resource Development consisting not only of training and development but also of
career planning and development activities, organization development, and performance
management and appraisal (T)

11. development is designed to provide learners with the knowledge and skills needed for their
present jobs (F)

12. Career planning is planned and systematic attempts to change the organization (corporate
culture), typically to a more behavioral environment. applies to an entire system, such as a company
or a plant (F)

13. Career planning is an ongoing process whereby an individual sets career goals and identifies
the means to achieve them. (T)

14. Compensation includes the total of all rewards provided to employees in return for their
services. (T)

15. employee benefits Pay that a person receives in the form of wages, salaries, commissions, and
bonuses (F)

16. Core Compensation refers to Satisfaction that a person receives from the job itself or from the
psychological or physical environment in which the person works. (F)

17. Businesses are required by law to recognize a union and bargain with it in good faith if the
firm's employees want the union to represent them. (T)

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18. When a labor union represents a firm's employees, the human resource activity is often referred
to as labor relations, which handles the job of collective bargaining (T)

19. Safety refers to the employees' freedom from physical or emotional illness. (F)

20. Human Resource Research pervades all functional areas, and the researcher's laboratory is the
entire work environment. (T)

21. When problems occur, human resource research can often find the causes and offer possible
solutions (T)

22. All HRM functional areas are highly interrelated (T)

23. Managers at every level naturally concern themselves with HRM (T)

24. HR helps to identify and develop the employees necessary for excellent performance (T)

25. HR professionals can change the way they work (T)

26. HR professionals can give the CEO and CFO a powerful understanding of the role that
employees play in the organization and the way it combines with business processes to expand or
shrink shareholder value. (T)

27. Many interrelated factors affect HRM practice within and outside the organization (T)

28. HR professional should be open to gaining new knowledge and skills at any point in their
careers. (T)

29. Most HR professionals often look for new technologies and software that could improve
their productivity. (T)

30. HR professional should have the ability to identify, manage, develop and foster talents in
company. (T)

31. Talent identification is most needed during recruitment to help in choosing the right
candidate. (T)

32. The HR department is the intermediary between the employees and the organization (T)

33. HR professional should have the ability to resolve conflicts, thus they have high degree of
social intelligence that allow them to understand others. (T)

34. HR professionals should have the ability to gain the employees' trust, improve the workplace
atmosphere, and help in onboarding new members in the staff. (T)

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35. HR advisor oversee the compliance with the employment regulations regarding disciplinary
processes. (F)

36. HR administrator screen candidates to assess if they are fitting for the job (F)

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 HRM Between Past and Future

Terms

1. A career page or a section of an employer's website that features job vacancies, terms and
conditions, job benefits, employee reviews for job seekers. (Career sites)

2. It is a data-driven methodology for making human resources decisions about the current and
potential future workforce of an organization. (Talent Analytics Algorithms)

3. means formulating and executing human resource policies and practices that produce the
employee competencies and behaviors the company needs to achieve its strategic aims.
(Strategic human resource management)

4. The extent to which an organization's employees are psychologically involved in, connected
to, and committed to getting their jobs done. (Employee Engagement)

5. Company's strategy and actions to reduce adverse environmental and social impacts resulting
from business operations. (Sustainability)

6. The principles governing the conduct of an individual or a group. (Ethics)

Notes

1. A Brief History of Personnel/ Human Resource Management:

 Personnel Management is not new

 Personnel tasks like (selecting, hiring, training, and motivating) were mostly just part of
every manager's job, something that lasted in most countries until the late 1800s. ·
 Later, labor problems began arising in many of the post-industrial revolution's new
factories. The situation that enforced employers to set up" welfare offices" to manage
personnel activities.
 By 1900, employers set up the first "hiring offices," training programs, and factory
schools. Personnel management had begun. ·
 In these early firms, personnel managers took over hiring and firing from supervisors,
ran the payroll departments, and administered benefits plans.
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  The introduction of new equal employment laws in the 1960s made employers more
reliant on personnel management to avoid discrimination claims. ·
 By the 1970s globalization made gaining a competitive edge through engaged
employees. Therefore, personnel management is becoming increasingly important. ·
 Furthermore, technological trends including mobile and social media are changing
how employers recruit, select, train, appraise, and motivate employees.
 In a sense, a new human resource management is emerging. ·

 Distributed HRM: ·More human resource management tasks are now being redistributed
from central HR department to the company's employees and line managers, ·For example,
At Google, when someone applies for a job, his or her information goes into a system that
matches the recruit with current Google employees based on interests and experiences. In a
process Google calls “crowdsourcing,” Google employees then get a big say in who Google
hires.

2. The Trends Shaping Human Resource Management

 Workforce Demographics and Diversity Trends

 HUMAN CAPITAL
 Digital and Social Media

3. Workforce Demographics and Diversity Trends

 On one hand, the composition of the workforce will continue to change over the next few
years; specifically, it will continue to become more diverse with more women, minority
group members, and older workers in the workforce. ·
 On the other hand, millennials also bring a vast array of skills. They've grown up with
social media and are expert at collaborating online. And, having grown up with Apple
and Google, they're comfortable with innovation.

4. HUMAN CAPITAL:
 One big consequence of such demographic and workforce trends is employers' growing
emphasis on their workers' knowledge, education, training, skills, and expertise—in
other words on their “human capital.” ·
 For managers, the challenge here is that they have to manage such workers differently.
they need new human resource management practices to select, train, and engage these
employees and equipped them with the empowerment to make decisions.
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5. Digital and Social Media:

 Digital and social media tools are changing how people look for jobs, and how
companies recruit, retain, pay, and train employees. In doing so, they've transformed the
practice of human resource management, and created, in a sense, a new human resource
management. Here are some examples:

A) Career sites: A career page or a section of an employer's website that features job
vacancies, terms and conditions, job benefits, employee reviews for job seekers.

B) Recruitment: Is one of the most familiar ways that digital and social media revolutionized
human resource management. For example, managers use LinkedIn to find passive
employment candidates (those not actively looking for jobs), and to check out active
candidates. ·Another site, Gild, lets managers find skilled software engineers by scanning
technology forums to assess the programmers' reputations.

C) Talent Analytics Algorithms: It is a data-driven methodology for making human

resources decisions about the current and potential future workforce of an organization. It
helps managers to improve employee retention, by identifying the factors (such as
experience, career advancement, performance reviews, compensation, and even a surge in
activity on social media sites) that flag high potential employees who are more likely to leave.

6. New Human Resource Management

 Trends that shape the HRM, have created new dimensions for the role of HRM. These
dimensions can be categorized under:

 HR and Strategy
 HR and Performance
 HR and Employee Engagement
 HR and Sustainability
 HR and Ethics

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7. HR and Strategy:

 Today's human resource managers are focusing more on longer term, strategic "big
picture" issues. ·
 Strategic human resource management means formulating and executing human
resource policies and practices that produce the employee competencies and behaviors
the company needs to achieve its strategic aims.

8. HR and Performance:

 Employers also expect their human resource manager/ “people experts” to spearhead
employee performance-improvement efforts, this can be achieved through:

 Ensures that the human resource management function is delivering services

efficiently. For example, using technology to deliver its services more cost-
effectively.
 Human resource manager takes a prominent role in advising top management
about the company's staffing levels, and in setting and controlling the firm's
compensation, incentives, and benefits policies.
 HR manager puts in place the policies and practices that produce the employee
competencies and skills the company needs to achieve its strategic goals.

9. HR and Employee Engagement

 Employee Engagement: The extent to which an organization's employees are

psychologically involved in, connected to, and committed to getting their jobs done. ·
 Managers improve employee engagement by taking concrete steps to do so. These
included new leadership development programs, new employee recognition
programs, improved internal communications programs, a new employee
development program.

10. HR and Sustainability

 Most of people nowadays believe that businesses can't just measure “performance" in
terms of maximizing profits. They argue that companies' efforts should be
“sustainable,” and judged not just on profits, but on their environmental and social
performance as well.

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11. HR and Ethics ·

 The areas of ethics in HRM include safety in the workplace, respect, fairness, privacy,
justifiable treatment of employees.

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 Questions

True or false

1. More human resource management tasks are now being redistributed from central HR
department to the company's employees and line managers (T)
2. The areas of ethics in HRM include safety in the workplace, respect, fairness, privacy,
justifiable treatment of employees. (T)
3. Employee empowerment is the extent to which an organization's employees are
psychologically involved in, connected to, and committed to getting their jobs done. (F)
4. HR manager puts in place the policies and practices that produce the employee competencies
and skills the company needs to achieve its strategic goals. (T)
5. Human resource manager takes a prominent role in advising top management about the
company's staffing levels, and in setting and controlling the firm's compensation, incentives,
and benefits policies. (T)
6. Today's human resource managers are focusing more on longer term, strategic "big picture"
issues. ·(T)
7. Talent Analytics Algorithms helps managers to improve employee retention (T)
8. More human resource management tasks are now being redistributed from central HR
department to the company's employees and line managers (T)
9. Trainability is company's strategy and actions to reduce adverse environmental and social
impacts resulting from business operations (F)
10. In a process Google calls “crowdsourcing,” Google employees then get a big say in who
Google hires. (T)

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 Job Analysis, Job description, and Job Specification

Terms

1. is a process of determining which characteristics are necessary for satisfactory job performance
and analyzing the environmental conditions in which the job is performed. It analyzes the work
content of job & job content of work. (Job analysis)

2. It provides both organizational information (location in structure, authority, etc.) and functional
(what the work is). It addresses important questions like: What should be done? Why it should be
done? Where it should be done? (Job Description)

3. It also known as man or employee specifications is prepared on the basis of job specification. It
specifies the qualities required in a job incumbent for the effective performance of the job
(Job Specifications)

Notes

1. Significance of Job Analysis

A) Manpower Planning: job analysis helps in forecasting manpower requirements based on

the knowledge and skills and quality of manpower needed in organization.

B) Recruitment: A carefully designed job analysis provides information about the sources of
recruitment are to be used to hire employees. For example, job analysis in a retail store about
merchandise sorters tells that village level schools are potential source of recruitment.

C) Selection: Selection of the right candidate to the right job can only be done with the help of
job analysis.

D) Training and Career Development: Job analysis provides valuable information to develop
training programs. It provides information about what skills that are required to train employees
on. It also provides information about various techniques to be used in career development of
employees.

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E) Placement and socialization: After people are selected and trained, they must be placed in
suitable jobs. Also, a clear job analysis guides the process of socializing the employees to
develop sound relationships with all those persons.

F) Compensation: Job analysis provides information as to how much compensation and other
financial and non-financial benefits to be associated with each job.

G) Employee Safety and Welfare: Job analysis details information on working conditions.
Thus, management tries to provide safety and welfare measures that are outlined in job analysis.

H) Performance Appraisal: Performance of employees is appraised based on standard criteria

provided in the job analysis.

I) Counselling: A good job analysis provides information to the superiors about the jobs. They
use this information to guide and counsel employees about their career options, performance,
training requirements and skill up-gradation

2. Components of Job Analysis

 Job Description
 Job Specifications

3. Some of the information in most of the job descriptions

 Job title: title of the job and other identifying information such as wages, salaries, other
benefits
 Summary: summary is written in one or two lines that describes what outputs are expected
from job performers.
 Equipment: a clear statement of tools, equipment and other information required to perform
job effectively.
 Environment: a clear description of the working conditions of the job, the location and other
characteristics of work environment such as hazards, noise, temperature, cleanliness etc.
 Activities: a description about the job duties, responsibilities, and expected behavior on the job.

4. Basic contents of a job specification are as follows:

 Personal characteristics such as education, job experience, age, gender, and language
abilities.
 Physical characteristics such as height, weight, chest, vision, hearing, health, voice poise, and
hand and foot coordination, (for specific positions only).
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 Mental characteristics such as general intelligence, memory, judgment, foresight, ability to
concentrate, etc.
 Social and psychological characteristics such as emotional ability, flexibility, manners, drive,
conversational ability, interpersonal ability, attitude, values, creativity

5. CONDUCTING A JOB ANALYSIS

Step 1: DETERMINE THE PURPOSE OF JOB ANALYSIS

Step 2: identify the jobs to be analyzed
Step 3: Review relevant background data
Step 4: Plan and execute the job analysis project
Step 5: Write the job description and job specification
Step 6: Periodic review

6. DETERMINE THE PURPOSE OF JOB ANALYSIS

 Determining the purpose to which the information will be needed: because this will determine
how you collect the information.
 Data collection techniques:
 Interviewing the employee: range from general questions- unstructured ("Tell me about
your job") to highly detailed questions - structured ones with hundreds of specific items to
check of.
 Questionnaires: Having employees fill out questionnaires to describe their job duties and
responsibilities is another popular job analysis technique.
 Observation: Direct observation is especially useful when jobs consist of observable
physical activities- for example: assembly- line workers and accounting clerks.
 Participant Diary logs: Daily listings made by workers of every activity in which they
engage along with the time each activity takes.

7. Identify the jobs to be analyzed

 After the determination of the purpose of job analysis, Time and resource constraints will
frequently limit the overall number of jobs that can be included in the process. For example,
if the company has a high turnover, the data should be reviewed to determine which divisions
are suffering the most problems.

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 The same is true if the company is expanding or changing dramatically in only a few places.
These are the kind of jobs that are best suited for job analysis.
 When a significant number of people are assigned to the same job, it is necessary to decide
how many will be included in the project. If the number is large, statistical sampling may be
acceptable.

8. REVIEW RELEVANT BACKGROUND DATA

 A successful and effective job analysis typically builds on understanding the job context
through previous data.
 Examining current job descriptions and organizational charts will supply you with the
foundational knowledge that is needed in the analysis.
 Understanding the jobs responsibilities and how they fit into the overall work process is aided
by workflow analysis and process chart.
 A process chart is a graphic or visual representation of the flow of inputs into the process and
the release of outputs. Thus it provides comprehensive view of the entire process and
identification of areas that require operational efficiency.
 Workflow analysis: a detailed study aims to identifying the steps required to complete a
specific task.
 These two Concepts share Some similarities, meanwhile they differ in their focus and
application
 Workflow analysis is task-oriented, while process chart is goal-oriented.

9. PLAN AND EXECUTE THE JOB ANALYSIS PROJECT

 Planning is the key to a successful analysis. A project action plan should start with:

 identify a business process to be redesigned.

 Measure the performance of the existing processes.
 identify opportunities to improve these processes.
 Redesign and implement a new way of doing the work.
 Assign ownership of sets of formerly separate tasks to an individual or a team who use
new computerized systems to support the new arrangement.

 This step involves the execution of the job analysis; in this regard it is important to pay
attention to "Job redesign":
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  Job enlargement: means assigning workers additional same-level activities.
 Job rotation: means systematically moving workers from one job to another.
 Job enrichment: Redesigning jobs in a way that increases the opportunities for the
worker to experience feelings of responsibility, achievement, growth, and recognition.

10. WRITE THE JOB DESCRIPTION AND JOB SPECIFICATION

 Textual work outputs, job descriptions, and job specifications must be developed after the
data has been collected and analyzed.
 Before these documents are finalized, a representative sample of affected employees and
their managers should review them. If any changes to the documents are necessary, they
should be made, and the required final approvals acquired.

11. PERIODIC REVIEW

 Engaging in a systematic periodic evaluation of job descriptions and job specifications is good
HR practice
 Many companies employ a rotating process, in which a component of the organization is
reviewed each year, with the entire organization being reviewed once every three, four, or five
years.
 Managers in the organization section that is being reviewed are required to verify the accuracy
of the job descriptions and job specifications during the evaluation.
 If managers identify that job descriptions are out of date, the job analysis assessment includes
those descriptions. In addition, for review, a random sample of employment is
supplied.

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 Questions

True or false

1. workload analysis is a process of determining which characteristics are necessary for

satisfactory job performance and analyzing the environmental conditions in which the job is
performed. (F)

2. Job analysis analyzes the work content of job & job content of work (T)

3. Job analysis is a vital tool in taking a variety of human resource decisions (T)

4. job analysis helps in forecasting manpower requirements based on the knowledge and skills
and quality of manpower needed in organization. (T)

5. Job analysis provides valuable information to develop training programs (T)

6. Performance of employees is appraised based on standard criteria provided in the job

analysis. (T)

7. Job Specifications describes the ‘Job’ not the ‘Job Holder’; (F)

8. Physical characteristics such as general intelligence, memory, judgment, foresight, ability to

concentrate, (F)

9. Job Description: specifies the qualities required in a job incumbent for the effective
performance of the job (F)

10. Social and psychological characteristics is determined in Job Description (F)

11. Identify the jobs to be analyzed, is the first step in conducting job analysis (F)

12. Engaging in a systematic periodic evaluation of job descriptions and job specifications is
good HR practice (T)

13. Managers in the organization section that is being reviewed are required to verify the
accuracy of the job descriptions and job specifications during the evaluation. (T)

14. Textual work outputs, job descriptions, and job specifications must be developed after the
data has been collected and analyzed. (T)

15. Job enlargement means redesigning jobs in a way that increases the opportunities for the
worker to experience feelings of responsibility, achievement, growth, and recognition (F)

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16. A successful and effective job analysis typically builds on understanding the job context
through previous data (T)

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 Case studies

1. At a manufacturing plant, HR is conducting a job analysis to understand the assembly line

workers' tasks. An HR representative spends a day observing employees as they perform
their duties, focusing on the specific physical tasks each worker completes. This observation
provides insight into the physical requirements and time needed for each task. Which data
collection technique is being used? Observation. The HR representative is using the
observation technique, which is useful when jobs involve observable physical activities,
allowing HR to see the tasks in action.

2. At a tech firm, the HR team wants to gain a deeper understanding of each employee’s role
and responsibilities. To do this, they schedule one-on-one sessions with employees, where
they ask both open-ended questions about job satisfaction and structured questions about
specific daily tasks. This technique allows HR to gather detailed insights into the duties,
challenges, and skills required for each position. Which data collection technique is being
used? Interviewing the Employee. Tech Solutions Ltd. is using the interview technique, which
involves asking both unstructured and structured questions to gain comprehensive insights
into each employee’s responsibilities and experiences in their role

3. At a corporation, managers use job analysis data to support employees in their career
development. By understanding each role in detail, they can provide guidance on potential
career paths, training needs, and performance improvements tailored to individual goals.
Employees feel more supported and clear about their growth opportunities within the
organization. Which vital / essential tool is being used for HRM decisions? Counselling. The
corporation is using job analysis information to guide and counsel employees on career
options, training, and performance needs.

4. At a startup, new employees undergo an orientation program where they’re introduced to

their specific job roles and colleagues. Job analysis data helps managers place employees in
roles that align with their skills and facilitates smoother integration into the team. Which vital
/ essential tool is being used for HRM decisions? Placement and Socialization. The startup
uses job analysis to place employees in appropriate roles and support their socialization
within the company which develops relationships with other people.

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5. In a financial services company, employee performance reviews are based on clear criteria
set out by the job analysis. Managers use these criteria to evaluate employee achievements
and identify areas for improvement, leading to fair and consistent appraisals across all
departments. Which vital / essential tool is being used for HRM decisions? Performance
Appraisal. The company is using job analysis criteria to fairly appraise employee
performance.

6. In a tech startup, HR uses job analysis to forecast future manpower needs based on the skills
required for upcoming projects. By understanding the specific skills and knowledge each role
demands, they can better plan recruitment and training efforts to meet organizational growth.
Which vital / essential tool is being used for HRM decisions? Manpower Planning. The
startup is using job analysis to forecast manpower requirements based on the knowledge, skills
and quality of manpower needed.

7. In a hospital, the HR team analyzes the specific skills and qualifications needed for various
healthcare positions. They use this information to determine the most effective recruitment
sources, such as specialized job boards and industry networks, to attract suitable candidates.
Which vital / essential tool is being used for HRM decisions? Recruitment. The hospital uses
job analysis to provide information about the sources of recruitment to be used to hire
employees.

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 Questions (VIP)

True or false

1. Management is concerned with handling people and activities within organizations (True)

2. Employees are individuals responsible for supervising and handling all the resources of
organization to achieve its goals (False)

3. Organizational resources are assets of organization (True)

4. Organizational goals are the end results that the organization aims to achieve (True)

5. Efficiency means doing the right things (False)

6. Planning is the process that includes defining goals, establishing strategies and developing
plans (True)

7. Function that includes motivating employees, directing others, selecting the most effective
communication channels and resolving conflicts is called organizing (False)

8. Informational roles are roles performed by managers and are concerned mainly with dealing
with people (False)

9. Front line managers are found at the upper level of organization (False)

10. Top managers are responsible of setting goals, plans and making decisions (True)

11. Work with a variety of people can be a double edged weapon for the manager (True)

12. One of the challenges of managers is helping others find meaning and fulfillment in work
(False)

13. Human resource management is a strategic, integrated and coherent approach to the
employment, development and wellbeing of people working in organizations (True)

14. HRM helps managers avoid having employees doing their best (False)

15. Human resource management avoid experiencing high turnover (True)

16. HRM helps building up career as an HR manager in large organizations only (False)

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17. Performance management is the process through which an organization ensures that it
always has the proper number of employees with the appropriate skills in the right jobs at the
right time (False)

18. Recruitment is the process of attracting individuals for all jobs in organization (False)

19. Performance management is a goal oriented process that is directed toward ensuring that
organizational processes are in place to maximize productivity (True)

20. Development is designed to provide learners with knowledge and skills needed for their
present jobs (False)

21. Compensation includes all rewards provided to employees in return for their services (True)

22. indirect financial compensation are pay that person receives in form of wages, salaries and
bonuses (False)

23. Health as a function is related to the physical and psychological well-being of the employee,
while the safety is protecting him against injuries. (True)

24. Employee relations in HR function refers to resolving all types of conflicts in the
organization in a way that the workplace is the entire laboratory for HR manager. (False)

25. Conceptual skills are concerned with the ability to apply specialized knowledge or expertise
through formal education. (False)

26. Resource allocator is responsible for representing the organization at major negotiations
through discussing issues and bargaining with other units. (False)

27. Efficiency refers to getting the most output from the least number of inputs or resources. It
is often referred to as "doing things right," that is, not wasting resources. (True)

28. Personnel tasks like (selecting, hiring, training, and motivating) were mostly just part of
every manager's job, something that lasted in most countries until the late 1800s.(True)

29. Distributed HRM means that more human resource management tasks are now being
restricted to a central HR department rather than the company's employees and line managers.
(False)

30. Workforce demographics and diversity means that people are more heterogeneous in the
workplace in terms of age, gender, racе, ethnicity, and religion. (True)

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31. Majority of organizations nowadays are more inclined towards the staffing of contingent
workers rather than permanent ones, and this refers to human capital. (False)

32. A career page or a section of an employer's website that features job vacancies, terms and
conditions, job benefits, employee reviews for job seekers. This is known as digital recruitment.
(False)

33. Talent Analytics Algorithms is a data-driven methodology for making human resources
decisions about how to improve employee retention. (True)

34. It means formulating and executing human resource policies and practices that produce the
employee competencies and behaviors the company needs to achieve its strategic aims. This is
known as strategic human resource management. (True)

35. Organizational commitment is defined as the extent to which an organization's employees

are psychologically involved in, connected to, and committed to getting their jobs done. (False)

36. Most of people nowadays believe that businesses can't only measure "performance" in terms
of maximizing profits, but also should consider the company's green practices. (True)

37. Ethics are defined as the principles governing the conduct of an individual or a group within
organizations. (True)

38. Job analysis is the process of determining which characteristics are necessary for
satisfactory job performance and analyzing the environmental conditions in which the job is
performed. (True)

39. Job analysis only focuses on developing job specifications and does not involve creating a
job description. (False)

40. A job description provides details about the job holder's personal qualities and is descriptive
of the individual performing the role. (False)

41. The job title includes identifying information such as wages, salaries, and other benefits.
(True)

42. The summary section of a job description consists of a detailed list of job duties and
responsibilities. (False)

43. The equipment section of a job description specifies tools, equipment, and other resources
needed to perform the job effectively. (True)

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44. The environment section of a job description only describes the location of the job but not
the working conditions. (False)

45. Activities in a job description refer to the job duties, responsibilities, and expected behavior
on the job. (True)

46. Job specification outlines the qualities required in a job incumbent for effective job
performance. (True)

47. Personal characteristics in a job specification may include education, job experience, age,
gender, and language abilities. (True)

48. Physical characteristics in a job specification do not include aspects like height, weight,
vision, or hearing requirements. (False)

49. Mental characteristics in a job specification can include traits like general intelligence,
memory, judgment, and foresight. (True)

50. Social and psychological characteristics in a job specification include general intelligence,
memory and judgment. (False)

Cases

1. Mr. Ahmed has the ability to accomplish work with the least amount of wasted time, money
and effort this is called (Efficiency)

2. A car is a form of transportation that is able to move people across long distances to specific
places but it can waste a lot of fuel, this is an example of (Effectiveness)

3. Mr. Amr is responsible for defining the long range vision and goals within the company and
establishing strategies, this function is called (Planning)

4. Mr. Hussein is responsible for distribute resources, delegate tasks and deciding who should
report to whom, this function is called (Organizing)

5. Mrs. Rosana provides both direction and inspiration to those who follow her, she can also
motivate them and resolve their conflicts, this function is called (Leading)

6. Mrs. Souzana is serving as a representative of her organization, she attends social events with
clients and employees, according to management roles, this is called (Figurehead)
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7. Mr. Hossam is responsible for hiring, training, directing and motivating employees to ensure
that they reach objectives effectively, this is an example of (Leader)

8. Mr. Mostafa has a network of relationships with clients so he can gain insights on what their
needs are, this interpersonal role is called (Liaison)

9. Mrs. Hana seeks to collect information related to her organization so she can use customer
feedback to determine how it can improve the existing product line, this informational role is
called (Monitor)

10. The manager wants to develop new product design so the designer asked clients about the
design they want and transmit it to the manager this informational role is called (Disseminator)

11. Mr. Sameh is responsible for attending the annual shareholder’s meeting, at this meeting he
informs the attendees about the results or achievements his team achieved this year, this
informational role is called (Spokesperson)

12. Mrs. Sara is a risk taker, she implements new ideas and promote innovative solutions that
move organization forward, this decisional role is called (Entrepreneur)

13. When your organization or team faces unexpected challenges you are responsible for
solving them, this decisional role is called (Disturbance handler)

14. Mrs. Youmna is responsible for allocating resources and determine how to divide funding
amongst departments based on their needs or goals, this decisional role is called (Resource
allocator)

15. Mr. Sameh has skills on how to get the best deals with suppliers, this decisional role is
called (Negotiator)

16. Mr. Martin is HR manager he is responsible for hiring employees with appropriate skills in
the right jobs at the right time, this function is called (Staffing)

17. Job title is: Sales manager Duties and classification: full time employee Skills and
knowledge: proficient in word program This process is called (Job analysis)

18. Mrs. Souzana is responsible for attracting individuals to apply for specific jobs within the
organization, this process is called (Recruitment)

19. Mr. Michel is responsible for choosing individuals best suited for a particular position from
a group of applicants, this process is called (Selection)

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20. When the company supervisor calls employees to work hard to maximize the productivity
of the organization, this function is called (Performance Management)

21. Mrs. Rose is responsible for reviewing and evaluating employees or teams within
organization, this process is called (Performance Appraisal)

22. Mr. Sameh is responsible for learning employees beyond their today’s job this process is
called (Development)

23. Mr. John is responsible for giving employees’ salaries, bonuses and commissions, this
process is called (Direct financial compensation)

24. Mr. Amr is responsible for giving employees holidays, paid vacations and medical
insurance, this process is called (Indirect financial compensation)

25. Many companies find creative ways to offer employees benefits that make them feel valued
such as employee recognition, this process is called (Non- financial compensation)

26. The field or function that aims to improve communication between management and
employees as well as effectively resolve conflicts that arises in the workplace to build positive
workplace culture is called (Employee and labor relations)

27. Mr. Ahmed is an HR manager & he is responsible for ensuring the safety of employees in
the workplace through providing information on procedures and protocol for any potential
emergency scenarios, this function is called (Safety and Health)

28. Mrs. Souzana is an HR specialist, she is responsible for searching for the problems in the
workplace and Find the causes then offer possible solutions, this function is called
(Human resource research)

29. The skill that help HR manager to deal with different people to resolve conflicts between
employees in the workplace is called (Mediation skills)

30. Mr. Hassan has the ability to gain employees’ trust and improve the workplace atmosphere,
this skill is called (Leadership skill)

31. When the HR works as an intermediary between employees and the organization and
delivering the instructions effectively to the employees, this skill is called
(Effective communication skills)

32. The skill that represent how employees invest in people through recruiting and developing
workforce that is productive as possible, this skill is called (Talent management)

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33. When the HR is able to taking courses outside of traditional education, attending
workshops, knowing one or more foreign languages & having hobbies that revolve around
acquiring new skills, this skill is called (Willingness to learn & adapt)

34. The person whose job is to record data of employees and prepare reports to assist payroll
in providing information about employees, this person is called (HR administrator)

35. The person whose job is to evaluate candidates and assess if they are fitting for the job or
not is called (Recruiter)

36. The experienced human who act as a trusted consultant to managers is called
(HR advisor)

37. The person who ensure the alignment of HR operations with organizational objectives is
called (HR business partner)

38. The person who helps HR manager in accomplishing HR related tasks such as compensation
information, absences and performance reports is called (HR assistant)

39. The experienced person whose job is to reviewing CVs and conducting interviews is called
(HR specialist)

40. Now, the workplace has changed and become more diverse with older worker, freelancers,
minority groups and more woman, this trend in HRM is called
(Workforce demographics & diversity)

41. Career sites which is a source for career information including personalized search agents
and expert advice on all aspects of your job is an example of a new trend in HRM which is
called (Digital and social media)

42. It’s a data driven methodology that helps employers to improve employee retention
(Talent analytical algorithms)

43. The new vision that focus on promoting skills, capabilities, competences and behaviors of
employees in order to achieve the strategic aim of the organization (HR& Strategy)

44. The new vision that focus on improving the performance effort of employees through job
enlargement, job enrichment and job rotation is called (HR& Performance)

45. Core HR responsibility, it plays a vital role in keeping employees loyal and determines the
extent to which an employee are physically involved (HR & employee engagement)

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46. Nowadays, organizations are not only argued based on profits but also argued on their
environmental and social performance (HR& sustainability)

47. HR has the responsibility to ensure the highest levels of organizational ethical code of
conduct, this vision is called (HR& Ethics)

48. It includes an overview and catalog of responsibilities; it also describes the job not the job
holder (Job description)

49. An official document which describes the duties, required knowledge, skills, abilities and
minimum qualifications of state jobs (Job specification)

50. One of the significance of job analysis is that it helps in forecasting the manpower needed
in the organization (Manpower planning)

51. Job analysis helps in choosing the right candidate on the right job, this is called (Selection)

52. Mr. Ahmed as an HR plays a vital role in providing the new employees the right training
programs and skills needed for the job and provide information about various techniques to be
used in career development of employees this is called (Training & career development)

53. Job analysis is responsible for placing employees in the suitable place in the organization,
it also provides the process of hoe the employees can act with all persons in the organization,
this is called (Placement& socialization)

54. Mr. Mazen works as an HR manager, after scanning all the applicant CVs for the empty
vacancy he decided to ask some candidates to meet him in his office for extra information about
their experiences & background, this data collection method is called (Interview)

55. The line manager usually monitor the performance of his subordinate to understand how
they are performing their tasks and how to improve their performance, this data collection
method is called (Observation)

56. Nurses are encouraged to work in different departments periodically, some shifts are in the
emergency room and another shifts are in psychiatric wards, this is an example of job redesign
called (Job rotation)

57. it’s a step of job analysis where the company choose a sample of jobs to be analyzed in
order to minimize the time and resources consumed (Identify the job to be analyzed)

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58. According to the job redesign, when the nurse has the responsibility to take care of patients,
also her job has enlarged to include helping doctors in the operating room, this job redesign is
called (Job enlargement)

Choose

1. The basic functions of the management process include all of the following EХСЕРТ

A) planning.

B) organizing.

C) outsourcing.

D) leading.

2.Which function of the management process requires a manager to establish goals and
standards and to develop rules and procedures

A) planning.

B) organizing.

C) staffing.

D) leading.

3. Jolene, a manager, delegates the authority for a project to Lee, her subordinate. Lee is entitled
to decide which tasks to be done? who will do each task? To whom each employee should be
reporting?

A) staffing.

B) organizing.

C) motivating.

D) leading.

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4) One of the human resource management functions that is concerned with the providing
learners with knowledge and skills needed for their current job.

A) Staffing.

B) Career planning.

C) Development.

D) Training.

5) It is a goal-oriented process that ensures that all the organizational processes are in place to
maximize productivity.

A) Staffing.

B) Performance management.

C) Recruitment.

D) Compensation.

With best wishes

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