Human Resource Managment

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Human Resource Managment

• Chapter 9

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HRM

• Also known as Personnel Mgt
• Ensures the business has the right staff with the
  right skills at the right time, who are committed
  to the business are motivated to give their
  best

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HRM involves

• Managing Industrial Relations (IR)
• Rewarding
• Protecting
• HR Planning
• Recruitment
• Training
• Appraising

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Chapter 9 Revision

• Human Resource Management
• HR Planning- identifying future labour needs
• a) HR forecasting- (expansions, mergers
  recruitment/ training/ lay-offs
• b) HR Audit- survey of skills/ training of
  existing workforce

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2) Recruitment

• Prepare Job Description (title, conditions,
  duties, place of work, responsibilities)
• Prepare Person Specification (experience,
  training/ qualifications reqd., fitness level,
  language skills)
• Find suitable candidates ( inhouse, agencies,
  advertise, personal contacts)
• Screen applicants- (CV, letter of application)
  short listing
• Interview suitable candidates

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3)Training

• Induction/ orientation
• Training- skills reqd to do their present work
• Staff development- additional skills to enable
  them to undertake new challenging work in the
  future
• Multiskilling- wide range of tasks
• On the job
• Off the job

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4) Performance Appraisal

• Setting standards for each worker assessing
  their performance after a period of time.
  Carried out by workers immediate boss.
• Set targets (agreed with boss worker at start)
• Report( worker reports on his work- verbal or
  written)
• Discuss (meeting with boss)
• Result fired, promoted, further training,
  transferred dept

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5) Managing Industrial Relations

• IR the quality of the relations between the
  owners and employees in a business.
• Cooperative
• Leads to high staff morale worker motivation,
  increased productivity, reduced labour t/o, less
  risk of strikes disputes

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Labour Turnover

• Rate at which workers leave a firm
• Reasons for high labour t/o
• - Poor recruitment procedures
• - Poor pay / conditions
• - Discrimination
• - Better opportunities available
• - Bad IR
• - Low Job Satisfaction

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Prevent strikes

• Communications
• Motivate staff- Maslow
• Rewards- financial non financial
• Job Security
• Culture- friendly cooperative
• Grievance procedures

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Effects of Strikes

• Business- Production, sales, profits, future
  sales reputation
• Employees- wages
• Customers- late orders
• Suppliers- delay in receving payment
• Investors- shareholders dividends reduced,
  possible share price fall Lenders interest on
  loan

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• Economy- loss of worker wages reduction of
  spending by workers. Local suppliers loose
  orders,
• Government- Loss of revenue (Paye, Prsi,
  Corporation Tax VAT)

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6) Reward - Financial

• Flat rate
• Time rate
• Piece
• Commission
• Bonus payment
• BIK
• Profit sharing scheme- share part of profits
  through paying extra wages
• Share ownership scheme- free or low priced shares
  offered to workers

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6) Rewarding- Non financial

• Improved Working Conditions
• Working hours holidays
• Work environment
• Social environment
• Job enlargement- different tasks
• Job sharing

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• ) Job enrichement- responsibility, decision
  making control (meaningful work a range of
  tasks)

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Non Financial Rewardsii) Employee Empowerment

• - give workers goal resources allow them
  achieve it however they see fit

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Non Financial Rewardsiii) Industrial Democracy/
employee participation

• Giving workers power to influence management
  decision making
• Consultative councils- forum for reps of workers
  to meet management to discuss with no power to
  implement decisions
• Works councils- reps of workers to input into
  plans co strategy. Make some decisions. Do not
  discuss pay conditions, EU Law- over 1000
  workers must have WC

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• Worker Directors- reps of workers elected to sit
  on the board of directors. Eg An Post

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7) Protecting

• Employee stress- reduce
• Accidents ill-health from workplace
• Discrimination harassment
• Dismissals redundancies,
• downsizing (laying off of workersto cut cost)
• How to down-size Natural Wastage, Voluntary
  redundancies, compulsory redundancies

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Downsizing

• laying off of workersto cut cost
• How to down-size
• Natural WastageReducing size of work-force by
  not replacing workers who leave naturally due to
  retirement, child-birth, new jobs etc..
• Voluntary redundanciesOffered to workers who
  wish to apply to be laid off. Financial packages
  are usually offered to encourage volunteers.
• compulsory redundancies- when not enough staff
  leave through natural wastage voluntary
  redundancy it may be necessary to let workers go
  who do not want to leave.
• Early Retirement- Offer early retirement packages
  to staff near retirement age to save laying off
  young workers with families etc.