Near East University
Faculty Of Economics &
Administrative Sciences
MAN - 101 Introduction To Business
Week 5
Tuğberk KAYA
tugberk.kaya@neu.edu.tr
Human Resource Management (HRM)
HRM is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. (Dessler, 2008)
‘HRM comprises a set of policies designed to maximize organizational
integration, employee commitment, flexibility and quality of work.’ (Guest, 1987)
‘The management of work and people towards desired ends’ (Purcel et. al,
2003)
Four key activities:
Selection,
Performance management, Reward,
Development
(Fombrum, Tichy, Devanna 1984)
Why HR is important?
Aims of HRM
Old
Employment Model
Inflexible High Conflict Low Productivity
New
Employment Model
Flexible
Low Conflict
High Performance
HR Manager Proficiencies
1.
HR Proficiencies:
Employee Selection
Training
Compensation
2. Business Proficiencies:
Merge business objectives with employee objectives.
Strategic planning
Production
Marketing
Finance
HR Manager Proficiencies
3. Leadership
Leading teams effectively
Change management 4. Continuous Learning:
-Research and apply recent trends in the industry.
Job Analysis
‘The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for.’
Why Job Analysis is required?
In order to produce information used for job
description and job specifications.
Definitions
Job Description:
‘A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities.’
Job Specifications:
‘A list of a job’s human requirements, required
education, skills and personality.’
Functions of HR Manager
By job analysis HR Manager collets following information;
Work activities
Human Behaviours
Machines, tools, equipment and work aids
Performance standards
Job context
Human Requirements
Why job analysis is important?
Recruitment and Selection
Compensation
Training
Performance Appraisal
Discovering Unassigned Duties
Personal Planning & Forecasting
Personal Planning (PP) is about deciding what positions the firm will have to fill and how to fill them.
PP can include all jobs from cleaning staff to CEO.
Executive jobs can also be selected by succession planning.
Personal Planning should derive from the firm’s strategic
plans.
Forecasting Personal Needs
Simple method; forecast revenue then estimate size of staff required to achieve this sales volume.
Trend Analysis: study of a firm’s past employment needs over a period of years to predict future needs.
Ratio Analysis: A forecasting technique for determining future staff needs by using ratios between, for example, sales volume and number of employees need.
The Scatter Plot: A graphical method used to help identify the
relationship between two variables.
The Training Process
Training
The process of teaching new employees the basic skills they need to perform their jobs.
The strategic context of training
Performance management: the process employers use to make sure employees are working toward organizational goals.
Web-based training
Distance learning-based training
Cross-cultural diversity training
The Training and Development Process
1. Needs analysis
Identify job performance skills needed, assess prospective trainees skills, and develop objectives.
2. Instructional design
Produce the training program content, including workbooks, exercises, and activities.
3. Validation
Presenting (trying out) the training to a small representative audience.
4. Implement the program
Actually training the targeted employee group.
5. Evaluation
Assesses the program’s successes or failures.
Performance appraisal
Evaluating an employee’s current and/or past performance relative to his or her performance standards.
The process employers use to make sure employees are working toward organizational goals.
Performance management
Needs and Motivation
Abraham Maslow’s Hierarchy of Needs
Five increasingly higher-level needs:
physiological (food, water, sex)
security (a safe environment)
social (relationships with others)
self-esteem (a sense of personal worth)
self-actualization (becoming the desired self)
Lower level needs must be satisfied before higher level needs
can be addressed or become of interest to the individual.
Herzberg’s Hygiene–Motivator theory
Hygienes (extrinsic job factors)
Inadequate working conditions, salary, and incentive pay can cause dissatisfaction and prevent satisfaction.
Motivators (intrinsic job factors)
Job enrichment (challenging job, feedback and
recognition) addresses higher-level (achievement, self- actualization) needs.
The best way to motivate someone is to organize the job so that doing it helps satisfy the person’s higher-level needs.
Needs and Motivation
Instrumentality and Rewards
Vroom’s Expectancy Theory
A person’s motivation to exert some level of effort is a function of three things:
Expectancy: that effort will lead to performance.
Instrumentality: the connection between performance and the appropriate reward.
Valence: the value the person places on the reward.
Motivation = E x I x V
If any factor (E, I, or V) is zero, then there is no motivation to work toward the reward.
Employee confidence building and training, accurate appraisals, and knowledge of workers’ desired rewards can increase employee
motivation.
References
Dessler, G. (2008) Human Resource Management. 11th edn. Harlow: Pearson Education Ltd
Drucker, P. F. (1993) Post-capitalist society. New York: Harper Collins Publishers
Guest, D. (1987), “Human resource management and industrial relations”, Journal of
Management Studies, Vol. 24 No. 5, pp. 503-21. DOI: http://dx.doi.org/10.1108/17410400810867508
DEVANNA, M. A., FOMBRUN, C . and TICHY, N . (1984). 'A framework for strategic human resource management'. In Fombrun, C., Tichy, N. M. and Devanna, M. A. (Eds), Strategic Human Resources Management. New York: WUey.
Hall, E.T. and Hall, M.R. (1990) Understanding cultural differences. London: Nicholas Brealey Publishing
Hofstede, G. and Hofstede, G.J. (2005) Cultures and Organizations: Software of the Mind. 2nd edn. New York: The McGraw-Hill Companies
Mondy, R. (2005) Human Resource Management. Harlow: Pearson Education Ltd
Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003) Understanding the People and Performance Link: Unlocking the Black Box. London: CIPD
Tuckman and Jensen (1977);
https://www.learning.ox.ac.uk/media/global/wwwadminoxacuk/localsites/oxfordlearninginstitute/documents/supportresources/lecturersteachingstaff/de velopmentprogrammes/StagesinGroupDevelopment.pdf
Trompenaars, F. and Hampden-Turner, C. (2011) Riding the Waves of Culture: Understanding Cultural Diversity in Business. 2nd edn. London:
Nicholas Brealey Publishing
