ደቡብ አመራር አካዳሚ

South Leadership Academy

Training on
Human Resource
Management
January, 2022
 Self Introduction

 Name
 Educational Background
 Position
 Work Experience
 Life time success
 Missing issues
 Passion
Training Room Norms
Class Manager
Energizer Team
 Daily Reporters

1. Day one:

2. Day two:

3. Day three:

4. Day four:

5. Day five:
 What do you Expect?
What expectations do you have from this training program?
 You
 Facilitator
 Colleagues
 Course
Methods of Facilitation
 Schedule
Training 2:30 - 4:00
Tea break 4:00 - 4:20
Training 4:20 - 6:00

Lunch 6:00 - 8:00

Training 8:00 - 9:30

Tea break 9:30 -9:50
Training 9:50-11:00
• Entry level Assessment
 Outline of the Manual
• Session One: Introduction to Human Resource Management
•Session Two: Human Resource planning
•Session Three: Employee Recruitment and Selection
•Session Four: Training and Development
•Session Five: Compensation and Recognition
•Session Six: Employee Performance Management
•Session Seven: Occupational Safety and Heath
•Session Eight: Grievance Handling
•Session Nine Employee Disciplinary and Action
 The Objective of the Manual
General Objective of the Manual
The overall objective of this manual is to enable trainees to
develop knowledge, skill and abilities on human resource
management, and to improve performance in current and
future jobs.
 Specific objectives
The specific objectives of the training manual are:
• Define Human Resource Management
• Prepare Human Resource Plan
• Describe the process of recruitment and selection
• Explain the importance of training and development
• Explain the significance of compensation and recognition on the
employee achievement
• Identify the employee performance management
• Discuss the occupational health and safety programs
• Explain employee grievance handling and industrial relationship
process
 Session one
Introduction to
Human Resource
Management
Introduction
 Human resource encompasses the people in an
organization- its employees and the human potential
available to the organization.

 It is this resource which is paramount importance to the

success of the organization.
 Introduction cont…

The human resource is becoming a critical competitive

advantage of an organization.

Therefore, to be successful and use the best out of the

organizations employees it needs a modern, sound and

relevant human resource management.

 Session Objectives

At the end of this training session, the trainees will be able

to:
 Define human resource management
 Describe the characteristics of human resource
management
 Discuss the objectives and core values of HRM
 Explain the philosophy of human resource management
 Describe the functions of human resource management
 Appreciate the desirable traits of efficient and successful
HR Manager
Session outline
 Meaning of human resource management(HRM)
 Need for HRM
 Characteristics of HRM
 Objectives and core values of HRM
 Functions of human resource management
 Traits of effective and efficient human resource manager
 Factors affecting HRM
Brain storming
1. What is human resource mean?
2. What do you understand about human resource
management?
 The Meaning of Human Resource
Management(HRM)
 Human Resources refer to the knowledge, skills,
creative abilities, talents, and aptitudes obtained
in the population.
 It refer to the sum total of the inherent abilities,
acquired knowledge and skills as represented in
the talents and aptitudes of its employees.
 Why Does Human Resource is So Critical?

Human resource is so important and critical for two main reasons:

1. Human resource creates and develops other resources.
Resources such as finance, in formation, technology, etc. are the
results of human activities. Also the sustainability of these
resources depends on human resource.
2. Without human resource other resources have no use. Human
beings give blood and flesh to all other resources. Therefore
investing in human resource development will yield a return and
organizations should focus on the procurements, development
utilization, and retentions of human resources.
 People are an organization’s most precious resource.
 The Meaning of (HRM) cont…

 Human Resources Management (HRM)

 It is possible to divide the term into its subparts and
understand it in a simple way.
 Human – people, us
 Resource – assets/costs for organizations
 Management – coordination and control of
organizational resources to achieve set goals.
 The Meaning of (HRM) cont…

•HRM is the management of people working in an

organization, it is a subject related to humans.
• Human resource management is a strategic and
coherent approach to the management of an
organization’s most valued assets – the people working
there who individually and collectively contribute to the
achievement of its objectives.(Armsrong,2006)
 The Need for Human Resource Management

• The main factors which contribute to the need of human

resource management are:-
• To workers' needs: Employees are demanding that organizations
accommodate their personal needs by instituting such programs
as development, flexible work schedules, leave,.
• Increased Complexity of the Manager’s Job: Management has
become an increasingly complex and demanding job for many
reasons, including competition, new technology, expanding
scientific information, and rapid change.
• Legislation and Litigation: The enactment of state laws has
contributed extremely to the proliferation and importance of
human resource functions.
 The Need for HRM…cont

• Consistency: Human resource policies help to maintain

consistency and equity within an organization.
• Expertise: Nowadays there exist sophisticated
personnel activities that require special expertise.
• Cost of Human Resource: Human resource activities
have become increasingly important because of the
high cost of human resource problems.
• problems as absenteeism, tardiness and
discrimination.
 Objectives of HRM

The four main objectives of HRM Dessler, Cole: (1999)

1. Personal objectives (Development of employees)
 providing maximum possible satisfaction to employees of
the organization.
 increasing employees job satisfaction
2. Organizational objectives:(Growth and development
of the organization)
 To help the organization to achieve its objectives by
providing well-trained and highly-motivated employees.
3. Functional Objectives (The development of Human
Resource(HR) function and climate)
 to develop an effective HR function for development and
maintenance of human resource functions.

4. Societal objectives (Objectives for the welfare of the

society)
 To be ethically and socially responsive to the needs of
the society.
 Core Values of HRM

 HR is the most important/critical assets of an

organization.
 An individual is a whole person. He brings all aspects of
his personality, attitudes, traits and behavior to the work
place.
 All people represent the organization.
 People are different from each other.
 Human resources have to be developed and motivated.
 The success of an organization depends upon the
 Characteristics of HRM
Reflection
What are the characteristics of human resource
management?
Main characteristics of HRM
 Comprehensive function: It covers all types of people at
all levels in the organization.
 People-oriented: HRM is concerned with employees as
an individual as well as groups. It is the task of dealing
with human relationship within an organization.
 Action-oriented: focuses on solving personnel problems
rather than on record keeping or procedures. Result focus
 Future-oriented: effective HRM helps organizations meet
its goal.
 Characteristics of HRM cont…

 Challenging function: HRM is a challenging job due to

the dynamic nature of people.
 Continuous function: HRM is an ongoing or never-
ending exercise rather than a ‘one shot’ function.
 Development-oriented: HRM develops full potentials of
potential of employees through rewards, training.
 Pervasive function: Each and every manager is
involved with human resource function.
 Functions of HRM

Group discussion
• Discuss in group the major functions of HRM
The following are functions of HRM

a.Job analysis/design: defining tasks, describing the

job requirements and assigning duties, responsibilities

b.Human Resource Planning (HRP) is the process of

forecasting an organization’s future demand for, and
supply of, the right type of people in the right number.
 Functions of HRM cont…

c. Recruitment and Selection

 Recruitment is the process of generation of applications
or attracting applicants for specific positions through
different sources.
 Selection is thus a means of choosing the ”best-fit” for a
job by using multiple hurdles (barrier) such as screening,
short listing based on marks, tests, and interview.
 Functions of HRM cont…

d. Transfer, Promotion and Demotion

• Transfer is a lateral movement within the same grade, from
one job to another.
• Promotion is the advancement of an employee from one job
level to a higher one, with increase in salary and / or
responsibility.
• Demotion is the opposite of promotion.
e. Performance Appraisal may be understood as the
assessment of an individual’s performance in a systematic way.
 Functions of HRM cont..

h. Counseling is helping the employee to recognize his/her

own strengths and weaknesses.
g. Career Planning involves identifying the right potential
well in time, for development to take over higher
responsibilities.
h. Succession Planning is the process of ensuring a
suitable supply of successors for current and future senior
or key jobs.
 Functions of HRM cont..

i. Compensation: all forms of pay or rewards(financial and non-financial)

j. Human resource development : designed to improve organizational
performance by enhancing the knowledge, attitudes and skills of
employees.
k. Employee Relations: the relationships between management and
labor.
l. Safety and Health Management
•protect organizational members from illness and physical damage.
•Its purpose is to prevent work-related injuries and accidents.
 Functions of HRM
Job
Safety analysis Job
and design
health
manage
Employ ment Job
ee evaluatio
relations n

Human
Compen
resource
sation planning

HRM
Knowled
functio Recruit
ge ns ment
manage and
ment selection

Human Transfer,
resource promotion
developme and
nt demotion

Successio Performanc
e and
n potential
planning appraisal
Career Couns
Desirable Traits/qualities of HR Manager

Reflection

 What are desirable traits/qualities of HR manager?

 Desirable Traits/qualities of HR Manager

Insight in human nature: He/she should be trained in

behavioral sciences and have human skills to build team sprit.
Communication skill: written and oral communication skill
Leadership skills: leading, mobilizing and directing
Personal Integrity: Personal integrity generates trust among
his colleagues
Friendly approach: A manager should be friendly, sympathetic
and tactful.
 HRM and the Environment

•HR program in an organization influenced by external

(outside the organization) and the internal (inside the
organization) environments.
The External Environment
 Laws and regulations: Equal employment opportunity
and human rights legislation, which indirectly affects
recruitment, selection, evaluation,dev’t…..
 Economic forces: all those economic forces, which have
a bearing on the HR function.
 Money and capital markets,
 The External Environment…cont

• Geographic location of the organization: A hospital, plant,

university, or government bureau located in a rural area
confronts different conditions than one located in an urban
area.
• Technological changes: Technological change alters jobs,
creates new skills, makes occupations obsolete and revises
what employees need to learn and to be trained to do.
• Cultural Forces: Culture refers to the complex whole which
includes knowledge, belief, art, morals, laws, customs and
other capabilities and habits acquired by an individual as a
member of a society.
The Internal Environment
 Goals: The goals of organizations differ within and
between departments. The differences arise in the
importance the decision makers place on the different
goals.
 Organizational style: At one extreme is bureaucratic
approach(centralizes decision-making, designs
specialized jobs, departmentalizes by function)
 The Internal Environment…cont
• Nature of the task: describe HRM as the effective
matching of the nature of the task with the nature of
the employee performing the task.
• Work team: Teams play a major role in the life of an
individual. Once a person joins an organization, his or
her experiences are largely influenced by a work team.
• Leadership style and experience: The experience and
leadership style of the operating manager/leader
directly affects HRM activities because many HRM
programs must be implemented at the work unit level.
Summary
Human resource management a management function that helps
managers’ recruit, select, train and develop members for the organization.
•The objective of human resource management is to have highly
committed, eligible/qualified, talented, and happy workers.
•Functions of HRM include job design and job analysis, recruitment/ hiring
and selection, training and development, compensation and benefits,
performance management, managerial relations and labor relations.
 Session Two
Human Resource
Planning
Introduction
• The success of an organization depends largely on the

quantity and quality of its human resource.

• No organization can be successful in the long run

without having the right number and the right kind of

people doing the right jobs at the right time.

 Introduction cont…

• Procurement of the right kind and right number of

personnel is the first operative function of human

resource management.

•Human resource management begins with human

resource or man power planning.
Session Objectives
After completing this session participants will be able to:

• Define human resource planning

• Discuss the objectives of the human resource planning
• Discuss the need for human resource planning
• Prepare human resource plan,
• Describe the benefits of human resource planning
• Identify the factors that affect human resource planning
• Identify the barriers to human resource planning
Session contents
 Meaning of human resource planning,
 Objectives of the human resource planning
 Need for human resource planning
 Process of human resource planning
 Benefits of human resource planning
 Factors affect human resource planning
 Barriers to human resource planning
Reflection
• What is human resource planning?
 Meaning of Human Resource Planning

• Basically Human Resource Planning(HRP) involves the

application of the planning concepts to the human
resource of the organization.
• HRP is the process of determining the number and kind
of human resource required in an organization for a
specific time period in future.

• Human Resource Planning is the process of finding the right

number of people for the right kind of a job, at a right time and
the right place, by forecasting the organization’s demand for and
supply of human resources in the near future.
 Meaning of HRP cont…

• HRP is a process that helps organizations identify

their future HRM needs and how those needs can
be met. Walker.J.W (1980)

• HRP is generally done to enable an organization to

move from the current manpower position to the
desired manpower position.
 Need for Human Resource Planning
Major reasons for the need of HRP
 Employment unemployment situation: is the need for more
effective recruitment and retaining people.
 Technological Change: The myriad changes in organization
technologies, management techniques,
 Organizational Change: changes in organizational environment,
activities and structures.
• Demographic Change: The changing profile of the work force in
terms of age, sex, literacy, technical inputs and social background
has implications for HRP.
 Need for Human Resource Planning cont…

• Skill Shortage: Organizations generally become more complex and

require a wide range of specialist skills that are rare and scare.
• Governmental Influences:

• Legislative Control: Government control and changes in legislation

• Systems Approach:

• Lead Time: The long lead time is necessary in the selection process

and training and deployment of the employee to handle new

knowledge and skills successfully.

Group discussion(time)
• Discuss the benefits of HRP
 Benefits of Human Resource Planning

• helps to forecasting the future needs of the manpower

• it is cost effective, lower HR cost through better HR
management
• better planning for the employee development
• it helps to make the strategic decisions related to the
hiring and training of the manpower.
• Improve the utilization of HR
 Objectives of Human Resource Planning

• Assessing manpower needs for future and making plans

for recruitment and selection.
• Assessing future skill requirements for the organization.
• Determining the training and development needs of the
organization.
• Anticipating surplus or shortage of staff and avoiding
unnecessary retentions or dismissals.
• Controlling wage and salary costs.
• Ensuring optimum use of human resources in the
 Human Resource Planning Process

• HRP is a process of forecasting the organization’s demand for and

supply of manpower needs in the near future. The HRP process
includes;

1. Determining the objectives of human resource planning:

2. Analyzing current manpower inventory: analyze the current

manpower supply in the organization

3. Forecasting demand and supply of human resources: match

the demand for the manpower arising in the future with the supply

or available resources with the organization

 HRP cont…

4. Analyzing the manpower gaps the manpower gaps can

be easily evaluated(demand-hire, supply-remove employee)
5. Implementation plan/action plan: In a case of a deficit,
recruitment, training, interdepartmental transfer plans

6. Evaluation of manpower planning: Finally, the

effectiveness of the manpower planning process is to be
evaluated.
 six phases for human resources planning
• Determining the Objectives of Human Resource
Planning

Analyzing Current Manpower Inventory:

Forecasting Demand and Supply of Human

Resources

Analyzing the Manpower Gaps

Implementation Plan/Action Plan

Evaluation of Manpower Planning

 Guidelines for Making HRP Effective
Some of the suggestions for making HR planning effective are as
given below
 Integration with Organizational Plans; It must be based on the
organizational objectives and plans.
 Proper Organization. To be effective, the planning function should be
properly organized.
 Support of Top Management. To be effective in the long run,
manpower planning must have the full support of the top
management.
 Involvement of Operating Executives. Human resource planning is not
a function of manpower planners only. it requires active participation
and coordinated efforts on the part of operating executives.
• Efficient and Reliable Information System. To
facilitate human resource planning, an adequate
database must be developed for human resources.
• Balanced Approach. The human resource experts
should give equal importance to both quantitative
and qualitative aspects of manpower.
 Promotion should also be considered carefully.
Career planning and development, skill levels,
morale, etc. should be given due importance by the
planners.
 Factors Affect Human Resource Planning

External factors
 Government Policies: labor policy, industrial relations policy, policy
towards reserving certain jobs for different communities.
 Level of Economic Development: will affect the organization’s
ability to attract and keep qualified employees.
 Business Environment: influence the volume and mix of
production and thereby the future demand for human resources.
 Level of Technology: determines the kind of human resources
required.
 Internal Factors
• Organization Policies and Strategies: relating to
expansion, diversification, alliances, etc. determine the
human resource demand in terms of quality and quantity.
• Human Resource Policies: regarding quality of human
resource, compensation level, quality of work life, etc.
influences human resource plan.
• Job Analysis: Job description and job specification
determines the kind of employees required.
Limitations of Human Resource Planning

• The future is uncertain. Technological, political, cultural, etc. that affects

the employment opportunities.

• With the surplus manpower, the organizations try to remove this

imbalance using termination, layoff, and removal of the existing employees.

• It create a sense of insecurity among employees.

• It is time-consuming since it collects the complete information regarding the

personnel requirements of each department.

• The human resource planning is an expensive process.

summary
•Human resource planning is the process of analyzing and identifying the
need for, and availability of human resources so that the organization can
meet its objectives.
•The human resource planning process includes; determining the objectives,
analyzing current manpower inventory, forecasting demand and supply of
human resources, analyzing the manpower gaps and implementation
plan/action.
•There are several factors that affect HRP. These factors can be classified into
external factors and internal factors.
 Session Three
Recruitment and
Selection
Introduction
Recruitment and selection is an important operation in HRM,

designed to maximize employee strength in order to meet the

employer's strategic goals and objectives.

It is process of sourcing, screening, shortlisting and selecting

the right candidates for the required vacant positions.

Session Objectives

After completing this session, participants will be able to:

• Describe what recruitment and selection means
• Discuss the importance of recruitment
• Describe steps in recruitment and selection processes
• Appreciate employee promotion, transfer and separation
method,
Contents of the session
 Meaning of recruitment and selection
 Importance of recruitment
 Recruitment and selection processes
 Promotion, transfer and separation
Brainstorming
• What is recruitment?
• Explain the processes of recruitment in your
organization.
 Meaning of Recruitment

• Recruitment is a 'linking function' - joining together those

people who are seeking jobs with jobs to be filled.

• Recruitment is the process of identifying and attracting

potential candidates from within and outside an
organization to begin evaluating them for future
employment (Armstrong, 2006).
 Meaning of Recruitment cont…

 Recruitment is the process of attracting qualified job

applicants.

 Recruitment involves searching for and obtaining

potential job candidates in sufficient numbers and
quality .
 Aims of Recruitment

• To obtain a pool of suitable candidates for vacant posts

• To use a fair process and be seen as conducting
reasonable process
• To ensure that all recruitment activities contribute to
organization and a desirable organizational image
• To conduct recruitment activities in an efficient and cost-
effective manner
 Recruitment Process

Recruitment process includes:

 Recruitment Planning: setting of objectives or targets
that specify the number and type of applicants to be
contacted.
 Strategy Development :An organization can fill up its
vacancies either through external and internal source.
External sources of recruitment

 recruiting applicants from outside the organization .

 Recruitment Process cont…

Merits of external recruitment

 Wide choice
 Injection of fresh blood
 Motivational force
 Long-term benefits

Demerits of external recruitment

 Expensive
 Time consuming
 De-motivating
 Uncertainty
 Recruitment Process cont…

Internal sources of Recruitment

•recruiting from the organizations pool.
Merits
Economical: No expenses are incurred on advertising.
Suitable: The organization can pick the right-candidates having
the requisite skills
Reliable: the suitability of a candidate for a position.
Satisfying: It motivates them to work hard and earn
promotions.
Demerits
• Limited Choice: forced to select candidates from a limited pool

• Inbreeding: discourages entry for talented people

• Inefficiency: Promotions based on length of service rather than

merit,

 Bone of contention: may lead to infighting among employees

aspiring for limited, higher level positions in an organization .

 Searching

involves two steps which are

 source activation: the approval of recruitment by line
managers.
 Selling: the employment advertisement by newspapers,

TV, Radio, internet etc.

Example of Contents of a job advertisement

•The advertisement should be factual, truthful and relevant and can include the
following:
the job title,
the name of the organization,
the nature of its activity and the location of the job
the aims and responsibilities of the job
the qualifications required and the experience needed
the salary and fringe benefits;
the manner in which applications should be made; for example asking the applicant
to send a CV, or to write or telephone for an application form and further information
The closing date, if there is one, for applications.
 Screening

 Candidate screening is a process of determining whether a

candidate is qualified for the role based on their education,
experience, and information based on their resume.

 The goal of screening candidates is to decide whether to process

them to the next level of hiring or to reject the application
 Eligible applicants will be short-listed. Unqualified applicants will
be removed.
 Selection

 Brain storming
• What is selection means in human resource
management?
• Can you state the steps involved in the
selection process? Share your organization
experience.
 Selection is the process of choosing individuals
who have relevant qualifications to fill jobs in an
organization.
 is a process of putting a right applicant on a right
job.
 is a process of identifying and hiring the
applicants for filling the vacancies in an
organization.
 The Selection Steps and Process

•There is no universal series of steps of selection which would satisfy

all types of organizations. However, the following series of steps is
considered to be standard:
A. Initial screening interview: the initial screening of the application
serves to eliminate any clearly unqualified candidate.
B. Completion of the application form: The application form gives
a job-performance related summary of what applicants have been
doing during their adult life, their skills and their accomplishments.
 Selection process cont….

C. Employment tests: Personnel testing is a valuable way to measure

individual characteristics. There are various types of employment
testing,
 Achievement Test(performance test): it tests answering to certain
questions or practical test.
For example, a Microsoft word writing test may measure the
performance of a secretary in terms of speed, accuracy and
efficiency in computer writing.
 Intelligence Test: it tests word fluency, memory, reasoning, speed
of perception, visualization, etc.
 Personality Test: it tests self-confidence, leadership ability,
patience, etc.
 Selection process cont….

D. Background investigation/ reference checks: To verify the information

provided by the applicant regarding previous employment and experience.
E. Selection Interview: It gives insight about the applicant’s motivation,
personality and overall attitude.

F. Approval by the concerned Authority:

G. Physical/Medical Examination: Physical examination is carried out to

ascertain the physical standards and fitness of prospective employees.
H. Placement( job offer), the candidates are placed on their jobs initially on
probation basis. The probation period may range from three months to two
years.
Employee selection steps and process
 Job Induction /Orientation and Socialization

• Orientation refers to the introduction of the new employee to his

job, to the fellow colleagues and the organization as a whole.
• Socialization is an aspect of orientation concerned with
familiarizing the new recruit with the values, personal relationships
and behavior patterns of fellow workers.
The principal purposes of induction are as follows:
 To reduce the startup cost for the new staff member
 To reduce the amount of anxiety of the new employee
 To reduce employee turnover
 To save time to supervisors
 To develop realistic job expectations, positive attitudes towards the
organization’s system and job satisfaction
 Employee Promotion, Transfer and
Separation

Group discussion
What is promotion?
1. What is the difference between promotion and transfer?
2. What are the reasons for separation of employees?
 Promotion

 Promotion means an improvement in pay, prestige, position and

responsibilities of an employee within his/her organization.
the upward movement of an employee in the organization
Purposes of Promotion
 To motivate employees to higher productivity
 To attract and retain the services of qualified and competent
employees
 To recognize and reward the efficiency of an employee
 To increase the effectiveness of the employee and of the
organization.
 To fill up higher vacancies from within the organization
 Types of promotion

Types of promotion

Horizontal
Promotion Vertical Promotion
-an increase in Dry Promotion
- an increase in
responsibilities responsibility, prestige and - an increase in
pay responsibilities and
and pay status without the
-there is a change in the
-there is no change nature of the job. benefits.
in the nature of the
eg. a shift from functional -no increase in pay
job.
head to the chief executive, or any financial
eg. move from both being very different benefits
lecturer to senior jobs.
lecturer
 Transfer

•Transfer implies movement of an employee to another job at the same

level pay and scale without increase in authority and status.

•Transfer is a horizontal shift of an employee.

Reasons for Transfer
• There is a shortage of staff(transfer from the surplus department to
another department)
• Correction of faulty initial placement of an employee
• To fulfill the interests and capacity of an individual
• The climate may be unsatisfactory for an employee’s health
• Family related issues cause transfers
 Separation

• Separation is a situation when the service agreement of an

employee with his/her organization come to an end and an
employee leave the organization.

The causes of separations are:

a. Lay-off: a temporary separation of the employee
b. Death of an employee: When an employee dies, the surviving
family members or named beneficiaries may be eligible for certain
benefits.
c. Voluntary Retirement Scheme (VRS)
 The causes of separations cont…

d. Medical Separation: When an employee becomes unable to

perform essential, assigned duties of a position as a result of a
disability or medical condition,
e. Dismissal or Discharge: Dismissal is the termination of services
as a punishment for some major offences done by the employee.
Excessive absenteeism; serious misconduct; false statement of
qualification at the time of employment and Theft of organization’s
property etc.
f. Resignations: termination of employment at the request of the
employee
g. Retirement; Compulsory retirement schemes
  Summary

 The process of recruitment involves the development of

suitable techniques for attracting more candidates to a

position vacancy, while the process of selection involves

identifying the most suitable candidate for the vacancy.

 The main objective of recruitment and selection is fairly

obvious: to hire the most-qualified candidate to fill an

available position.
 Promotion refers to the upward movement of an employee from one

job to another higher one, with increase in salary, status and

responsibilities.
 A transfer is a horizontal or lateral movement of an employee from one

job, department, and shift, position to another at the same or another

place where his salary, status and responsibility are the same.
 Employee separation refers to the process of managing the end of the

employment cycle.
 Session Four
Employee Training and
Development (HRD)
Introduction
 Training and development refer to the obtaining or
transferring knowledge, skills and abilities (KSA)
needed to carry out a specific activity or functions.
 HRD activities begin when an employee joins an
organization and continue through his or her career.
 The efficiency of any organization depends directly
on how well its members are trained and helped to
develop.
Session Objectives
At the end of this session the participants will be able to:
 Define what training is.
 Distinguish training and development
 Explain benefits of training and development
 Identify different steps in training and development
process.
 Discus types of training approaches and methods
 Definitions of Training and Development

 Reflection
• What is training?
• What is development?
 Definitions
• Training refers to the teaching of specific knowledge and
skills required on the individual’s present job. The term
development refers to the growth of the individual and
preparations for higher-level jobs.

• Training and development is a process that attempt to

provide an employee with information, skills and an
understanding of the organization and its goals.

• Training is a process of acquiring the skills necessary to

perform a job and development is the ability to perform both
present and future jobs.
 Difference and similarity between Training
and development

Similarity of training and development

• Both are similar in their focused on changing and
improving the knowledge, skills, and attitudes of
individuals.
• Both the activities aim at improving the performance and
productivity of the employees.
 The difference between training and
development

Point of Training Development

comparison
focus Current job Current and future job
scope Individual Work group or
employee organization
Time frame Short term Long term
goal Fill the Prepare for future work
current gap demand
 Benefits of Training and Development

Reflection
 Discuss the benefits of training and development
to the employee and the organization. (3min)
Training and development have the following benefits:
a. Self-confidence- improve the self-confidence of an employee.
b. Increase productivity- a more highly skilled work force may
increase productivity.
c. Heightened morale-If a staff member is satisfied on the job, he
tends to have high morale.
d. Reduced Supervision- Well trained and motivated work force
may cut the costs of supervision. Self-managed
e. Increased organizational stability- reducing unwanted turn over.
 Objectives of Training and Development

• Organizations should undertake training and

development programs to achieve the following
objectives:
 Helping the
organization to
grow

Adding to Objectives of Providing greater

technological Training and job satisfaction
development development

Reducing the
impacts of
employee turnover
 The Systematic Training and Development Process

•Provision of training and development to human

resources of an organization may contribute to
the organizational progress when it is
appropriately designed and implemented in
systematic manner.
•Training and development of human resource
have the following processes;
 Training and development process

1. Training need identification: Training need can be

identified through a process called Training need
assessment(TNA).
 Identify the gap between current skills and the skill
needed to perform the jobs successful in the future.
 Training need analysis must be conducted at
-organizational level,
-operational and
-individual level.
 Training and development process
cont…
• Organizational analysis (where & under what condition
training needed. Organizational analysis includes:
organizational goals, organizational resources,
organizational climate and environmental constraints.
• Task analysis (what must be done to perform a job or
complete a process successfully).
• Person analysis (who need to be trained, and what
kind of training they need).
 Training and development process
cont…

2. Planning training and development:

 It is a step to design a training or preparing a training
plan which indicates what training is proposed, who
should conduct it, when, where and at what cost.
 Select method of training
 Select trainer
 Training and development process
cont…

3. Conducting training and development programs:

 Deciding the location and organization training and other facilities.
 Scheduling the training program

 Conducting the program

 Monitoring the progress of trainees

4. Evaluating training and development program

 evaluation is the final stage by which the effectiveness of a

program is assessed.
 Types of Training

 Reflection
• List down the various types of training.
 There are two types of training method

1. On-the-Job Training (OJT) Methods:

 involves conducting training at a trainee’s regular workstation (desk, machine

etc.)

 Example of OJT methods(job rotation, coaching, on the job instructions and

internship training)
• Advantages of OJT(flexible, less expensive, the trainee is highly motivated and

encouraged to learn and much arrangement for the training is not required.
• Disadvantages (lack of proper trainers, risk of accidents, rushed process and

possibility of errors)
 2. Off-the-Job Training Methods
• When employers hold training away from the
workplace.
• It is more expensive
• lecture, case study, conference….etc are
example of off the job training methods
 Summary

• Training and development is a process that attempt

to provide an employee with information, skills and
an understanding of the organization and its goals.
• Training and development process are training need
identification, planning training and development
conducting training and development programs and
evaluating training and development program.
• There are two types of training methods these are on
the job training and off the job training.
 Session Five
Compensation and
Recognition
Introduction
• Compensation is the results or rewards that the
employees receive in return for their work.
• Compensation shall mean base salary and additional
payments to employees.
• Employee recognition shall mean formal and informal
acknowledgement of work or service performed.
• Compensation and recognition helps in encouraging
the employees and improving organizational
effectiveness.
Session Objectives

At the end of this session the participants will be able to:

 Explain meaning of compensation and employee recognition

 Describe the objectives of compensation
 Explain compensation functions
 Identify types of compensations and employee recognition
 Discuss how is compensation determined?
 Discuss importance of recognition at work place
 Explain how to create a meaningful employee recognition culture
 Meaning of Compensation

Brainstorming
• What does compensation mean to you?
• Compensation is a comprehensive term
which includes everything an employee
receives in return for his work such as wages,
salaries, allowances, benefits and services.

•Compensation includes direct cash payments

and indirect payments to motivate employees to
strive for higher levels of productivity.
 Objectives of Compensation

The objectives of compensation are the following

 Equity: the concept of equal pay for work of equal values.

 Motivating the employees
 Acquired qualified employees: to attract applicants.
 Retain current employees; retaining the human capital or talent of
the organization.
 Reward desired behavior:
 Control cost: retain workers at reasonable cost
 Facilitate understanding
 Further administrative efficiency:
 How is Compensation Determined?

Common factors organizations use to determine

compensation include:
 Required experience and education level of position
 Job title and responsibilities
 Pay of similar jobs
 Job location and cost of living
 Availability of qualified candidates
 Organization size and reputation
Types of Compensations
 Employee Recognition

Reflection
• What does employee recognition mean to
you?
• Why employees are recognized at work
place?
Employee recognition is the act of showing
appreciation and acknowledgement for
employees for contributions to the organization.
 Employee recognition is the acknowledgment of
an organization’s staff for model performance.
 Recognition shall mean formal and informal
acknowledgement of work or service performed.
 Importance of Recognition at Work Place

Recognition in the workplace is important for the following

reasons.
 Increase in productivity
 It stabilizes the workplace
 Stimulating development and career progression of
employees
 A sense of satisfaction and morale: create positive
relationship between employers and employees.
 It improves team culture
 It lowers employee stress and absenteeism
 It improves the customer experience
 Ways of Employee Recognition

There are different ways employee can receive appreciation or

recognition;
• Bonuses: ranging from small to large.
• Written praise: Writing thank-you notes
• Top-down recognition: employers/managers/supervisors
witness, approve and appreciate the contributions of employees.
• Peer-to-peer recognition
• Customer-to-employee recognition: In this system, customers
acknowledge the employees for the valuable service they
receive.
 Summary

• Compensation and recognition is a vital part of

human resource management, which helps in
encouraging the employees and improving
organizational effectiveness.
•Compensation can be classified into financial
compensation and non-financial compensation.

•Employee recognition is the acknowledgment of an

organization’s staff for exemplary performance in
the ways of bonus, written praise and…etc.
 Session Six
Employee Performance
Management
Introduction
 Performance management is a communication
process by which managers and employees
work together to plan, monitor and review an
employee’s work objectives and overall
contribution to the organization.
 It is a system built within an organization to
measure and improve the performance of the
people in that organization.
 Session Objectives

After completing this session participants will be able to:

• Define performance management
• Describe purposes of performance appraisal
• Explain benefits of performance management
• Discuss the processes of performance appraisal
• Describe guiding principles of performance management
• Develop employee performance plan that aligns individual performance to
organizational goals;
• Appreciate different monitoring techniques of employee performance appraisal
• Discuss problems of rating.
Reflection
• What is performance management and
performance appraisal?
 Meaning of Performance Management

 Performance management can be defined as a

systematic process for improving organizational
performance by developing the performance of
individuals and teams. (Armstrong, 2006).
 Performance management means that management is
consistently working to develop their employees,
establish clear goals, and offer consistent feedback
throughout the year.
 Performance appraisal is a formal system of review
and evaluation of individual or team task
performance
 Purposes of Performance Appraisal

Broadly, performance appraisal serves four purposes

1. Development purpose: is essential for providing training and
development, coaching and counseling the employees.
2. Administrative purpose: can serve for human resources planning,
recruitment, selection, placement, promotion, and etc.
3.Motivation Purpose: can use performance results to provide its
employees with recognition, reward, bonus, growth and development.
4. Feedback Purpose: It helps to identify the strengths and
weaknesses of the employee and to find out the gap.
Reflection(5min)
• Discuss the benefit of performance
management?
Benefits of Performance Appraisal

The benefits of performance management are

discussed below;
1. For organization
 Improve performance and motivate employees
 Improve training and development process
2. For managers
 Provide the basis for clarifying performance and
behavioral expectations
 Support leadership, motivating and team building
processes
 Provides the basis for helping under performers
 3. For individuals
 Greater clarity of roles and objectives

 Encouragement and support to perform

• The provision of guidance

• Opportunities to spend quality time with their managers

• Opportunities to contribute to the formulation of objectives and plans

• Support customer service and total quality service initiatives

• Support cultural change programs

 Performance Appraisal Processes

Performance appraisal processes follows the following steps

a. Objectives of appraisal: The managers must determine

what outputs, accomplishments and skills will be evaluated.

b. Establish job expectations: This includes informing the

employee what is expected of him or her on the job.

Discussion held with supervisor to review the major duties

contained in the job description.
 Performance Appraisal Processes…cont

c. Design appraisal program: the actual performance of the

employee is measured on the basis of information available from
various sources such as personal observation, statistical reports, oral
reports, and written reports.
d. Compare actual performance with standards: the actual
performance is compared with the predetermined standards.
e. Discuss the appraisal with the employee: A discussion on
appraisal enables employees to know their strengths and weaknesses
f. Initiate corrective action: Training, coaching, counseling, etc. is the
common examples of corrective actions that managers initiate to
improve the employee performance.
 Guiding Principles for Performance Measurement

The principles for performance measurement are listed below

• View performance measurement as a valuable tool, not as an evil.
• Acceptance of the performance measurement process is essential to
its success.
• Measure what is important not what is easy to measure
• Rely on multiple measures
• Employees should perceive that performance measurement is
important
• Management should demonstrate that performance is critical to
organizational and individual success.
 Who Should Make Performance Appraisal?

• Immediate Supervisor: the immediate supervisor

conduct the performance evaluation.
• Subordinates :It can assess the performance of their
superiors.
• Peers/team members : evaluate certain facts of job
performance that the subordinates or supervisors cannot
do
• Clients: Clients may be members within the
organization who have direct contact with the rate and
make use of an output (good and services) this
employee provides.
 Problems of Rating (rating errors)

The most common rating errors are;

 Leniency or Severity: the rater makes the assessment
subjective.
•Halo Error: when one aspect of an individual’s performance
influences the evaluation of the entire performance of the
individual.
•Central Tendency: the rater tends to give average rating to
all the employees. The attitude of the rater is to play safe.
 Rater Effect :This includes favoritism, stereotyping, and
hostility
 What should be rated?

The six criteria for assessing performance are:

• Quality:
• Quantity: The amount produced, expressed in monetary terms, number
of units, or number of competed activity cycles.
• Timeliness: The degree to which an activity is completed or a result
produced.
• Cost of Effectiveness: The degree to which the use of the organizations
resources, e.g. human, monetary, technological and material).
• Need for supervision: requiring supervisory intervention to prevent an
adverse outcome.
• Interpersonal impact: The degree to which a performer it promotes
feeling of self-esteem, goodwill and cooperation among co-workers and
subordinates.
  Summary

• Performance management is the process of continuous

communication and feedback between a manager and
employee towards the achievement of organizational
objectives.
• Performance appraisal is a formal system of review and
evaluation of individual or team task performance.
•The most common appraisal criteria include traits,
behaviors, task outcomes, goal achievement, and
improvement potential.
•People who are usually responsible for performance
appraisal include immediate supervisors, subordinates,
 Session Seven
Occupational Safety and
Health
Introduction
 Occupational safety and health is a discipline
concerned with preserving and protecting
human resources in the work place.
 The main purpose of safety and health policies
is the safe interaction of people and the work
environment.
 Session Objectives

After completing this session, participants will be able to:

• Define employee safety and Health.
• Describe the main issues related to safety and health
• Identify the safety management system in the
organization
• Explain principles and objectives of occupational safety
and health
• Understand the effect of alcoholism and drug abuse in
employee health and work performance.
 Safety

 Brainstorming
• What is safety and health means?
Safety refers to protection of the physical well-being of
people.
Safety means the protection of people from physical
injury.
Safety of workers refers to the provision of a safe
environment, safe equipment and safe procedures in the
workplace in order to ensure workers' health and safety.
 Safety Program

Safety program deals with the prevention of accidents and

with minimizing the resulting loss and damage to persons
and property.

Five basic principles

1. Accidents result from a multiplicity of factors. The root

causes of these factors have to be identified.

2. safety programs is to identify potential hazards,

provide effective safety facilities and equipment and to
take prompt remedial action.
3 The safety policies of the organization should be
determined by the top management
4. The management and the supervisor must be made
fully accountable for safety performance in the working
areas they control.
5. All employees should be given full training in safe
methods of work
 Safety Management

 Effective safety management begins with organizational

commitment to a comprehensive safety effort. Different approaches
can be used;

 Organizational Approach: Design of jobs;

development/implementation of safety policies; use of safety
committees and coordinating accident investigations.
 Engineering Approach: Design of work environment; review of
equipment; and ergonomics(arranging work place).
• Individual Approach: Reinforcing safety motivation and attitudes;
providing employee safety training and rewarding.
 Responsibilities in Managing Health
and Safety of Employees

1. Management has the duty of monitoring and evaluating

health and safety performance and taking corrective action as

necessary.
2. Managers are directly responsible for ensuring that
employees are conscious of health and safety hazards and do
not take risks.
3. Employees should be aware of what constitutes safe
working practices as they affect them and their fellow workers.
 Health

 Reflection
 What is health means?
 What is the relationship between employee
health and work?
Health refers to a general state of physical, mental and emotional
well-being.

Organization health is essential to:

Promote and maintain the highest degree of physical, social
and mental well-being of workers.
Improve productivity and quality of work.
Reduce accidents, injuries, absenteeism and labor turnover.
Protect workers against any health hazard arising out of work
or conditions in which it is carried on.
 Health cont…

It is possible to see employee health from the following

angles -
A. Physical health: Physical health of employees
results in reduced productivity, higher unsafe acts, and
increased absenteeism.
B. Mental health: Mental illness will lead to alcoholism,
high employee turnover and poor human relationships.
C. Noise control: constant exposure to high noise levels
can cause hormonal imbalances, changes in blood
circulation, heartburn, sleep disturbances and fatigue.
D. Stress: Job stress refers to an individual's reaction to a disturbing
factor in the environment.
Stress can have serious consequences for both our health and our
work performance. ( eg. heart disease, high blood pressure,
depression, lowered self-esteem, reduced job satisfaction)
 Individual strategies(time management, physical exercise,
relaxation)
 Organizational strategies(personnel selection and placement,
redesigning of jobs, improved communication and establishment of
corporate well- being programs.
E. Alcholism and drug abuse

 Alcoholism is a serious and widespread disease. alcoholism can

strike employees from the junior to the general manager.

• The effects of alcoholism on the worker and on the work are

serious.

• Drug abuse is a recent phenomenon and is a serious one. It is

more evident among young employees and is found across all job
levels.

• During abuse affects job performance.

F. Acquired Immune Deficiency Syndrome (AIDS)
Summary

 Occupational safety and health is a discipline concerned with

preserving and protecting human resource from hazards in the work
place. The main purpose of health and safety policies is the safe
interaction of people and the work environment.

Organizations are responsible for drawing up occupational safety and

health policies and making sure that they are implemented.

Organizations are also responsible to provide employees with a safe

and healthful environment.
 Session Eight
Grievance Handling
Introduction
 Grievance handling is usually more formal in character
than a complaint.

 Grievance is a feeling of discontent or dissatisfaction or

distress or suffering among workers.

 By establishing formal grievance handling procedures,

organization provides a safe environment for employees
to raise their concerns.
 Objectives

After completing this session, participants will be able to:

• Define grievance handling
• Explain the objectives of grievance procedure
• Identify the approaches to identify grievances
• Describe features of grievance
• Explain the characteristics of grievances
• Identify the causes or sources of grievances
• Explain grievance procedures
• Explain the discovery of grievance
Brainstorming
• What is grievance and handling?
• What are the mechanisms to hand grievance?
 Meaning of Grievance Handling

 A grievance is a feeling of discontent or dissatisfaction

or distress or suffering among workers.
 Grievance is a written complaint filed by an employee
and claiming unfair treatment
 Grievance handling is the management of employee
dissatisfaction or complaints (e.g. favoritism, workplace
harassment, or wage cuts).
.
 Objectives of Grievance Procedure

Grievance procedure is required are the following objective;

• To enable employee to air his/her grievance.
• To clarify the nature of grievance.
• To investigate the reasons of dissatisfaction.
 To obtain where possible a speedy resolution to the
problem.
• To take appropriate actions & ensure that the promises are
kept
 To inform the employee his /her right to voice the grievance
& take it to next stage of the grievance.
Reflection(2min)
• Discuss how grievance is identified.
 Methods to Identify Grievances

The following are the proactive methods of addressing

grievances:
 Observations- observe the behavior of people working
under department.
 Exit interview- Information collected from the exiting
employee
 Gripe box system- Employees may be encouraged to drop
anonymous complaints
 Opinion survey- Various surveys like morale survey, attitude
survey, job satisfaction survey, grievance survey
 Meetings
 Open-door policy- encourage upward communication.
 Desirable Features of Grievance Procedure

Desirable features of grievance procedure are the following;

 Conformity with existing legislation
 Acceptability- everybody must accept the grievance
procedure
 Simplicity- the procedure should be simple enough to be
understood by every employee.
 Promptness/timeliness- the grievance should be speedily
settled.
 Training- training is given in grievance handling.
 Follow-up- the working of the procedure should be reviewed
periodically by the personnel department
 Characteristics of Grievances

• Factual: When employee feels that some of the benefits promised to

him at the time of appointment have not been given by the employer it
becomes factual grievance.

• Imaginary: The employee fell aggrieved when organisation does not

respond to his requests.

• Disguised: The basic requirements of the employees may be attended

to but psychological needs such as need for recognition, affection, and
proper achievement may not be taken care of.
 Causes or Sources of Grievances

Group Discussion (5min)

 What are the causes or sources of grievances in
your organization?
 Causes or Sources of Grievances

Issues that may cause grievances include:

 Employment Conditions like wage rates etc.
 General working conditions/ environment
 Difference of opinion of management & employees
 Psychological reasons
 Undesirable behavior of the supervisors/manager.
 Violation of laid down procedures of duties or agreed
code of conduct.
 mistreatment and harassment
 Discrimination.
 Steps in Grievance Procedures

It is a formal channel of communication used

to resolve grievances.
Summary
• A grievance is a feeling of discontent or
dissatisfaction or distress or suffering
among workers. Grievances are rises from
different sources.
• Grievances procedures are formal
communication channels designed to settle
a grievance as soon as possible after the
problem arises.
 Session Nine
Employee Disciplinary
and Action
Introduction
• Discipline is the backbone of healthy industrial relations.
• Discipline refers to a condition in the organization when
employees conduct themselves in accordance with the
organization’s rules and standards of acceptable behavior.
• Disciplinary action can also help the employee to become
more effective.
• The large part of behavior of employee and their
interaction of subordinates is governed by informal and
unwritten rules and norms.
Objectives
At the end of this session the participants will be able to:
 Explain meaning and concepts of employee discipline
 Describe nature and characteristics of employee discipline
 Discuss the objectives of employee discipline
 Identify the principles and importance of employee discipline
 Describe factors to consider in employee discipline
 Explain the types of employee discipline and actions
 Identify basic causes of indiscipline and kinds of punishment
Brain storming
• What is discipline?
 Meaning of Discipline

 Discipline means systematically conducting the

duties by the organizational members who
strictly follow to the essential rules and
regulations.
 Discipline is a procedure that corrects or
punishes a subordinate because a rule of
procedure has been violated. (Dessler,2001).
 Concepts of Discipline

Concept of Discipline

Negative discipline(fear
Positive discipline
and punishment
(corrective discipline) discipline)
1. Positive discipline means a sense of duty to observe
the rules and regulations.

 It is also known as cooperative disciplines or

determinative discipline.

 It assumes a creation degree of self-discipline.

 It is a continuous education and corrective training

• Negative discipline : It is also called ‘enforced
discipline’.
• employees are forced to obey orders and
abide by rules and regulations.
• If employee break /violate rules and
regulations they have go to be punished.
 Nature of Discipline

According to Megginson, discipline involves the following

three things.
1. Self-discipline: implies that a person brings the
discipline in himself with a determination to achieve
the goals that he has set for himself in life.
2. Orderly behavior: refers to discipline as a condition
that must exist for orderly behaviors in the
organization.
3. Punishment- is used to prevent indiscipline.
 Characteristics of Discipline

A sound and effective disciplinary system in an organization

should have the following characteristics:
 Immediate- immediate disciplinary action must be taken
for violation of rules.

 Consistent- there should be high consistency in a sound

disciplinary system.
 Impersonal- subjective feelings.
 Prior warning and notice-give advance warning to the
employees
 Objectives of Employee Discipline

• Reflection
• What are the objectives of employee
discipline?
• Discuss the significance of employee
discipline.
 Objectives of Employee Discipline

 To obtain a willing of acceptance of the rules

and regulations or procedures of an
organization
 To develop among the employee a spirit of
tolerance and a desire to make adjustments.
 To give direction or responsibility.
 To increase the working efficiency or morale of
the employees
 Significance of Employee Discipline

 It provides self-safety to an individual.

 It enhances an individual’s progress.
 It ensures better teamwork and cohesive.
 It ensures higher productivity.
 It helps an organization in attaining maximum
achievement
 Major Factors to Consider in Discipline

To be fair and equitable the following factors need to be analyzed:

 Seriousness of the problem-how serious is the indiscipline.
 Duration of the problem-It must be known for how long the
problem continues or how often this happens.
 Nature of the problem-Continual problem is a serious one.
 External influence
 Degree of familiarity-The organization with formal written rules
governing the employee conduct
 Disciplinary practices-procedure in assessing disciplinary
problems.
 Management support
 Major Types of Discipline

1.Positive Discipline: employees have a clear understanding of

exactly what is expected of them.
2. Negative Discipline: If employees fail to observe rules, they are
punished.
3. Self-Discipline and Control-refers to one’s efforts at self-control
for the purpose of adjusting oneself to certain needs and demands
4. Progressive Discipline -penalties must be appropriate to the
violation.

5. The Red Hot Stove Rule- an analogy between touching a

hot stove and undergoing discipline.
•According to the Red Hot Stove rule, disciplinary
action should have the following consequences:
i. Injuries Immediately:

ii. Provides Warning:

iii.Gives Consistent Punishment:

iv.Burns Impersonally:
 Causes of Indiscipline

The common causes of indiscipline are as follows:

 Unfair management practices
 Absence of effective leadership
 Communication barriers
 Varying disciplinary measures
 Inadequate attention to personnel problems:
 Absence of code of conduct
 Misjudgment in promotion and placements…etc
•Reflection
 What is punishment mean?
• Explain types of punishment.
 Disciplinary Actions

• There are two kinds of punishment:

• Minor Punishment
 Oral Reprimand:
 Written Reprimand
 Disciplinary Suspension
Major Punishment
• Pay cut:
• Demotion:
• Discharge:
 Kinds of punishment

Minor punishment Major punishment

Oral Reprimand
Pay cut
Written Reprimand
Demotion
Disciplinary Suspension
Suspension pending enquiry
Loss of Privilege
dDischage
Fine
Transfer
Summary
•Discipline is a systematically conducting the duties by the
organizational members who strictly follow to the essential rules
and regulations.
•The main objectives of employee discipline are to enforce rules
and regulations, to punish the law breakers, to increase
working efficiency and to maintain organizational peace.
• There are four general types of disciplinary actions are verbal
counseling, written warning, suspension and termination.
Thank you!