HRM notes
HRM
Explain why HRM is important
First – significant source of competitive advantage
Second, important part of organisational strategies managers have to think about their employees and relationships
Job design, job training, performance management
Way employees treat people significantly affects organisational performance, creating high-performance work practices
Describe the principal roles, functions and outcomes of HRM
Human resource management process – activities necessary for staffing the organisation and sustaining high employee performance
Job analysis – assessment that defines a job and behaviours necessary to perform a job, requires conducting interviews, engaging in direct conversation
Job description – a written statement of what the job holder does/how and why
Job specification – written statement of minimum qualifications a person must possess to perform a job successfully
Recruitment
Process of locating, identifying and attracting capable applicants to an organisation
Aims to increase pool of applicants, meet EEO requirements,
Internal – skills inventory (computer record system), job posting via bulletin boards
External – advertising, educational institutions
Selection – process of screening job applicants to ensure most appropriate candidates are hired
Validity and reliability (consistency in selection methods): interviews, reference checks, physical application tests
Employee learning and development
Orientation for new workers
Training, presentation, group-building methods, hands-on methods
Attempts to build results, return on investment, cognitive/affective outcomes, improve performance
Retaining competent, high performing employees
Performance management – process of establishing performance standards that are used to evaluate employee performance
Performance appraisal – how well an employee is doing his/her job
Performance feedback – data back to employees on effectiveness
Performance appraisal methods
Compensation and benefits
Base
Explain why HRM is important
First – significant source of competitive advantage
Second, important part of organisational strategies managers have to think about their employees and relationships
Job design, job training, performance management
Way employees treat people significantly affects organisational performance, creating high-performance work practices
Describe the principal roles, functions and outcomes of HRM
Human resource management process – activities necessary for staffing the organisation and sustaining high employee performance
Job analysis – assessment that defines a job and behaviours necessary to perform a job, requires conducting interviews, engaging in direct conversation
Job description – a written statement of what the job holder does/how and why
Job specification – written statement of minimum qualifications a person must possess to perform a job successfully
Recruitment
Process of locating, identifying and attracting capable applicants to an organisation
Aims to increase pool of applicants, meet EEO requirements,
Internal – skills inventory (computer record system), job posting via bulletin boards
External – advertising, educational institutions
Selection – process of screening job applicants to ensure most appropriate candidates are hired
Validity and reliability (consistency in selection methods): interviews, reference checks, physical application tests
Employee learning and development
Orientation for new workers
Training, presentation, group-building methods, hands-on methods
Attempts to build results, return on investment, cognitive/affective outcomes, improve performance
Retaining competent, high performing employees
Performance management – process of establishing performance standards that are used to evaluate employee performance
Performance appraisal – how well an employee is doing his/her job
Performance feedback – data back to employees on effectiveness
Performance appraisal methods
Compensation and benefits
Base