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Human Resource Management

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Human Resource Management (MGT501)
Lesson 41
Plans are methods for achieving a desired result.
A technique for experimenting with a real-world situation through a
mathematical model representing that situation. A model is an abstraction of the
real world.
Strategic planning
is the process by which top management determines overall organizational
purposes and objectives and how they are to be achieved.
At times, the firm has no choice but to actually lay off part of its workforce.
Strategic planning:
It is the process by which top management determines overall organizational
purposes and objectives and how they are to be achieved.
Human Resource Information System
HRISs are systems used to collect, record, and store, analyze, and retrieve data
concerning an organization's human resources.
Job Analysis:
Studying and under-standing jobs through the process known as job analysis is a
vital part of any HRM program
Job Specification
A job specification is a document containing the minimum acceptable
qualifications that a person should possess in order to perform a particular job
Job Description
A job description is a written statement of what the jobholder actually does, how
he or she does it, and under what conditions the job is performed.
Job Evaluation
It suggests about the relevant importance of a particular job in organization.
Job Identification
Contains the job title, the FLSA status, date, and possible space to indicate who
approved the description, the location of the job, the immediate supervisor's
title, salary and/or pay scale.
Job Summary
should describe the general nature of the job, and includes only its major
functions or activities.
Human resource planning (HRP):
It is the process of systematically reviewing human resource requirements to
ensure that the required number of employees, with the required skills, is
available when they are needed.
It is the process of attracting individuals on a timely basis, in sufficient numbers
and with appropriate qualifications, and encouraging them to apply for jobs with
an organization.
Job Evaluation
It is used to evaluate the importance of job by considering its contribution
towards achievements of the objectives of organization.
A way of communicating the employment needs within the firm to the public
through media such as radio, newspaper, television, industry publications, and
the Internet.
Yield Ratios:
Yield Ratios help organizations decide how many employees to recruit for each
job opening.
Internal Recruiting Sources:
When job vacancies exist, the first place that an organization should look for
placement is within itself
Out sourcing is the process of transferring responsibility for an area of service
and its objectives to an external service provider instead of internal employee.
Contingent Workers
It is also known as part-timers, temporaries, and independent contractors,
comprise the fastest-growing segment of our economy.
A special form of recruiting that involves placing a student in a temporary job.
Recruiting refers to the process of attracting potential job applicants from the
available labor force.
Selection Process
Selection is the process of choosing from a group of applicants those individuals
best suited for a particular position.
Human Resource Management (MGT501)
Application Blank
Application blank is a formal record of an individual's application for
Refers to the uniformity of the procedures and conditions related to
administering tests. It is necessary for all to take the test under
conditions that are as close to identical as possible.
Achieved when all individuals scoring a given test obtain the same
Provide a frame of reference for comparing applicants' performance
with that of others. A norm reflects the distribution of scores obtained
by many people similar to the applicant being tested. The prospective
employee's test score is compared to the norm, and the significance of
the test score is determined.
The extent to which a selection test provides consistent results. If a test
has low reliability, its validity as a predictor will also be low. To validate
reliability, a test must be verified.
The extent to which a test measures what it purports to measure. If a
test cannot indicate ability to perform the job, it has no value as a
Snap Judgments:
This is where the interviewer jumps to a conclusion about the candidate
during the first few minutes of the interview.
Teaching the corporate culture and philosophies about how to do
In order to reduce the anxiety that new employees may experience,
attempts should be made to integrate the person into the informal
Training is a process whereby people acquire capabilities to aid in the
achievement of organizational goals. It involves planned learning
activities designed to improve an employee's performance at her/his
current job.
Corporate Culture:
The firm's culture reflects, in effect, how we do things around here.
This relates to everything from the way employees dress to the way they
Table of Contents:
  1. INTRODUCTION TO HRM:Growing Importance of HRM, Road Map of the Course
  2. ESSENTIALS OF MANAGEMENT:Concepts and Essential of Management, Managerís Roles
  3. ORGANIZATION AND COMPONENTS OF ORGANIZATION:Open versus Closed Systems, The Hawthorne Studies
  4. PEOPLE AND THEIR BEHAVIOR:Why to work in organizations?, The Goals of Organizational Behavior
  5. INDIVIDUAL VS. GROUP BEHAVIOR:What Are Roles?, Problem solving Team
  6. PERSONNEL MANAGEMENT TO HUMAN RESOURCE MANAGEMENT:Records and Administration, Competitive Advantage
  7. HRM IN A CHANGING ENVIRONMENT:Productivity, New Trends at Work Place
  8. How organization Cultivate a Diverse Workforce, STEPS TOWARD MANAGEMENT OF DIVERSITY
  9. FUNCTIONS AND ENVIRONMENT OF HRM:Compensation and Benefits, Safety And Health, Interrelationships of HRM Functions
  10. LINE AND STAFF ASPECTS OF HRM:Authority, Line versus Staff Authority, Staff Manager
  11. LEGAL CONTEXT OF HR DECISIONS:Doing the Right Thing, Affirmative Action, Unintended Consequences
  12. HUMAN RESOURCE PLANNING (HRP):Benefits of HR Planning, Forecasting Human Resource Availability
  13. STRATEGIC PLANNING AND HRIS:HRís Strategic Role, Human Resource Information System, Common HRIS Functions
  14. JOB ANALYSIS:Purposes of the job Analysis, Questions Job Analysis Should Answer
  15. JOB ANALYSIS:Methods of Collecting Job Analysis Information, Observation, Source of Data
  16. JOB ANALYSIS (CONTD.):SURPLUS OF EMPLOYEES FORECASTED, Diversity through Recruiting Efforts
  17. SOURCES OF RECRUITMENT:ALTERNATIVES TO RECRUITMENT, Quantity of the Applicants, Quality of the Applicants
  18. SELECTION:Initial Screening, Advantages of Successful Screening
  19. SELECTION TESTS:Characteristics of Properly Designed Selection Tests, Guidelines for Conducting an Interview
  20. SELECTION PROCESSÖ CONTD:Background Investigations, Physical Exam, Selecting Managers
  21. SOCIALIZATION:Compensation and Benefits, Team Membership, Stages in socialization Process, Training and Development Trends
  22. TRAINING AND DEVELOPMENT:Learning, Phases of Training, Why Transfer of Training Fails
  23. MAXIMIZING LEARNING:Following up on Training, Repetition, Feedback, Purposes of T & D
  24. CAREER MANAGEMENT:Individual career planning, Career Planning and Development Methods
  25. PERFORMANCE:Determinants of Job Performance, Why is performance measured?, Performance Management
  28. COMPENSATION SYSTEM:Pay, Job Pricing, Compensation: An Overview, Compensation Surveys
  29. BENEFITS:Total Compensation, Discretionary Benefits (Voluntary), Workplace Flexibility
  30. ROLE OF MONEY IN PERFORMANCE OF EMPLOYEES:Types of Pay-for-Performance Plans, Empower Employees
  31. MOTIVATION:The Motivation Process, Motivational Theories, Challenges of motivating employees
  32. OCCUPATION, HEALTH & SAFETY:Physical Conditions, Accident Investigation, Smoking in The work place
  33. STRESS MANAGEMENT:Symptoms of Stress, Managing Stress,
  34. COMMUNICATION IN ORGANIZATION:Burnout, Social Support at Work & Home, Communication in organization, Meetings
  35. TRADE UNIONS:Collective Bargaining, The HRM Department in a Nonunion Setting, Phases of Labor Relations
  36. CONFLICT AND NEGOTIATION:Transitions in Conflict Thought, Individual Conflict Management Styles
  37. POWER AND POLITICS:Sources of Power, Advantages and Disadvantages of PowerPower and Politics in Context
  38. EMPLOYEE RIGHTS AND DISCIPLINE:Contractual Rights, Management Rights, Disciplining Employees,
  39. DISCIPLINE (CONT...):Factors to Consider when Disciplining, Disciplinary Guidelines, Employee Separations
  40. LEADERSHIP:The Leaderís Behavior, Situational Theories of Leadership, Becoming a Leader
  41. REVISION (LESSON 12-21):Plans, Job Specification, Human resource planning, Selection Process, Corporate Culture
  42. REVISION (LESSON 22-26):Training, Case Study Method, Training, Performance
  43. REVISION (LESSON 27-35):Classification Method, Compensation, Empowerment, Mediation
  44. INTERNATIONAL DIMENSIONS OF HRM:Global Corporation, Type of staff members, Approaches to Global Staffing
  45. CONCLUSION & REVIEW:Strategies for Gaining Competitive Advantage, High-performance Work System