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HR Functions
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
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HR Functions
- 1. Module 3: HUMANRESOURCE MANAGEMENT Its Functions and their Interrelationships PANGASINAN STATE UNIVERSITY – GRADUATE SCHOOL DM 212 Human Resource Management and Development MARJOHN P. SANTE Discussant 1-1
- 2. Human Resource Management •Utilization of individuals to achieve organizational objectives • All managers at every level must concern themselves with human resource management • Five functions – Staffing – HR Dev’t – Motivation & Evaluation – Employee Provisions – Industrial Relations 1-2
- 3. Human Resource ManagementFunctions ing aff Hu St m De an ve Re lop so m urc Indu en e t stria Human l Rela Resource 1 luati & Management tion on n vatio s Moti Eva Employee Provisions 1-3
- 4. STAFFING • Human Resource Planning • Job Analysis • Recruitment • Selection Source: flyhightechnologies.com 1-4
- 5. Staffing - Processthrough which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives - Penalties for not being correctly staffed are costly. This is due to Understaffing or Overstaffing. Source: rjstaffing.com 1-5
- 6. Human resource planning- Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time. Future staffing needs will derive from: - sales and production forecasts - technological change - government policies - change in employment practices and others. Source: staffing.medicalsolutions.com 1-6
- 7. • Job analysis- Systematic process of determining skills, duties, and knowledge required for performing jobs in organization - job description is an output of this activity. Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization - main sources of recruitment are: internal, career officers, university appointment board, agencies and advertising source;:techguidesinc.com 1-7
- 8. • Selection -Process of choosing from a group of applicants the individual best suited for a particular position and the organization – This process involves testing the applicants’ aptitude, general intelligence and attainments – The activities involved in this process varies depending on the post being filled. Source: oasiscorporation.com 1-8
- 9. HUMAN RESOURCE DEVELOPMENT • Training • Development • Education (Career Planning & Development) • Organizational Development - within an organization these are necessary in order to: develop workers to undertake higher- grade tasks, provide conventional training to new employees, raise efficiency, meet legislative requirements and inform people 1-9
- 10. • Training -Designed to provide learners with knowledge and skills needed for their present jobs • Development - Involves learning that goes beyond today's job; it has more long-term focus • Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them • Career development - Formal approach used by organization to ensure that people with proper qualifications and experiences are available when needed • Organization Development - Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals 1-10
- 11. MOTIVATION & EVALUATION Financial,Psychological and even Physiological - All rewards that individuals receive as a result of their employment Performance Management & Appraisal -an organization needs constantly to take stock of its workforce and to assess its performance in existing jobs 1-11
- 12. Financial (Compensation) • DirectFinancial Compensation - Pay that person receives in form of wages, salaries, bonuses, and commissions. • Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance. 1-12
- 13. Psychological and Physiological •Non Financial Compensation - Satisfaction that person receives from job itself or from psychological and/ or physical environment in which person works. - The influence of behavioral science discoveries are becoming important not merely because of the widely- acknowledged limitations of money as a motivator, but because of the changing mix and nature of tasks 1-13
- 14. Performance Evaluation • Performancemanagement - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization • Performance appraisal - Formal system of review and evaluation of individual or team task performance 1-14
- 15. EMPLOYEE PROVISIONS Employees who work in safe environment, enjoy good health and welfare are more likely to be productive and Source: fishingforedtech.com yield long-term benefits to organization. 1-15
- 16. Safety and Health •Safety - Involves protecting employees from injuries caused by work-related accidents • Health - Refers to employees' freedom from illness and their general physical and mental well being - the government prescribes strict implementation or observation of the occupational health and safety standards in the different workplaces. 1-16
- 17. Welfare Benefits • FringeBenefits or Perks - are various non-wage compensations provided to employees in addition to their normal wages or salaries. - Examples of these benefits include: housing (employer-provided or employer-paid), group insurance (health, dental, life etc.), disability income protection, retirement benefits, loan benefits, recreational benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of education, and other specialized benefits. 1-17
- 18. INDUSTRIAL RELATIONS • Businessis 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 • Human resource activity is often referred to as industrial relations • Most firms today would rather have a union-free environment 1-18
- 19. INTERRELATIONSHIPS OF HRMFUNCTIONS • All HRM functions are interrelated • Each function affects other areas 1-19