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Pl 3 Functions of HRM

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Different functions of HRM; Interrelationship with other process of managing people in the organization
1st Semester 2020

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Pl 3 Functions of HRM

  1. 1. FUNCTIONS OF HRM Packet Learning 3 Ist Semester 2019
  2. 2. OBJECTIVES •Different functions of HRM •Interre;ationship with other process of managing people in the organization
  3. 3. INTRODUCTION• Efforts to reform the way which governments handle the personnel management function have a long history in the USA as they have struggled with changing political and economic circumstances. These administrative reforms are typically design to reflect new models or emerging paradigms for public management. With each reform, changes, large (tidal waves) or small in the administrative system of the government is implemented and the effects of those changes often last long after the reform itself become a distant memory. Kellough and Nigro (2006). Public expectations are high, effective public management can be difficult.
  4. 4. • A reform index is developed to document the considerable variation among the states in their approach to personnel practices. Several state characteristics are associated with scores on this index, including legislative professionalism, which bears a positive relationship to reform, and the level of unemployment within a state and the proportion of state employees associated with public employee unions, which are both negatively associated with reform. The Act espoused efficiency, as well as the elimination of politics from personnel decisions, effective methods of recruiting and selecting and paying employees Pendleton Act of 1883
  5. 5. HRM Job organization and information Acquisition Maintenance Development Employee’s skills, abilities, and motives must match the job requirements for a satisfactory performance. Job design specifies the tasks to be performed by the individual employees as well as groups within the agency. It set out rules and regulations and establishes working conditions under which tasks are performed Many recruited personnel occupy positions which do not match with their qualifications resulting in poor performance, absenteeism and turnover.
  6. 6. •Job analysis implies a process by which the task and behavior of the employee is investigated in relation to performance of the job. The information obtained from the analysis is used to write job descriptions and establish an employee qualifications for the job. Job descriptions are very useful in the recruitment and selection process
  7. 7. HRM Job organization and information Acquisition Maintenance Development Intially, this starts with the planning of human resources by reviewing the organization’s human resources requirements to: • ensure the required number of employees with the required skills; • Assess its manpower needs in relation to its goals and objectives; • Determine the quantity and quality of work force and ensure competent personnel are employed.
  8. 8. STRATEGIC PLAN FUTURE DIRECTIONS development acquisition Does the SP relate to its plan for staff acquisition and development?
  9. 9. How to retain a competent work force? The process include motivation, compensation administration, rewards and sanctions, performance evaluation, benefits, services, maintenance of discipline and working conditions HRM Job organization and information Acquisition Maintenance Development
  10. 10. This include training and education which are aimed in upgrading knowledge and skills and improving the attitudes of all personnel. It includes career planning & counseling; HRM Job organization and information Acquisition Maintenance Development
  11. 11. MODULE 4: ORGANIZATION LOCATION OF HRM DEPARTMENT
  12. 12. THE SIZE OF HUMAN RESOURCE • Handful of personnel depending on the number of employees and financial resources of the Agency • It is combined with other section like administration, operations and finance Small Agencies • Separate HR functions which tend to be more developmental and specialized. • A separate HR does human planning, job design, analysis and evaluation, performance appraisal and review and organization review. • The staff becomes specialists rather than generalists. Big Agencies
  13. 13. •Many HR units in the bureaucracy do not perform line functions. They are not even integrated into the top management. HR function as a whole is not integral to the functioning of the organization and appears to be a separate concern for line management.

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