HUMAN RESOURCE MANGEMENT &

DEVELOPMENT
 What’s your impression of
HR?

4/21/2016 CAHRMA Conference Presentation

Human Resource Management (HRM)

The policies, practices,

and systems that
influence employees’:
 behavior
 attitudes
 performance

1-5
 Sure, why son, is there
something bothering
you?

Mother, may I ask you

some questions?

McGraw-Hill/Irwin Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved.
Ali Hadi
 Well son, we are desert animals, we need
the humps to store water and we are
known to survive without water.

Why do camels have

humps?

1-7
 Son, obviously they are meant for
walking in the desert better than
anyone does.

OK, then why are our legs

long and our feet
rounded?

1-8
 My son, those long thick eyelashes are
your protective cover.
They help to protect your eyes from the
desert sand and wind.
OK, then why are our eyelashes
long? Sometimes it bothers my
sight.

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
I see. So the hump is to store
water when we are in the
desert, the legs are for
walking through the desert
and these eyelashes protect
my eyes from the desert
sand…

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
 Yes, dear?

Just one more question

Mother…

1-11
What the hell are we doing in
the ZOO?!

??
?

1-12
 SKILLS, KNOWLEDGE,
ABILITIES AND
EXPERIENCES ARE
ONLY USEFUL IF YOU
ARE AT THE RIGHT
PLACE!

McGraw-Hill/Irwin Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved.
 What Is Human Resource
Management (HRM)?

– Organization’s methods and procedures for

managing people to enhance skills and
motivation

– Activities to enhance the

organization’s ability to attract, select, retain
and motivate people
 Why HRM is Important to an
Organization?

It is important to remember that

the people who do the work and create the
ideas
allow the organization to survive
Functions of HRM
 Definition of HRD

A set of systematic and planned activities

designed by an organization to provide its
members with the necessary skills to meet
current and future job demands.
 Staffing Function Activities
• Employment planning
– ensures that staffing will contribute to the
organization’s mission and strategy
• Job analysis
– determining the specific skills, knowledge
and abilities needed to be successful in a
particular job
– defining the essential functions of the job

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

 Staffing Function Activities

• Recruitment
– the process of attracting a pool of qualified
applicants that is representative of all groups
in the labor market
• Selection
– the process of assessing who will be
successful on the job, and
– the communication of information to assist job
candidates in their decision to accept an offer
Rewards Review
Intrinsic Extrinsic

Financial Non-financial
participation in
decision making

Performance Implied Explicit assigned

greater job based membership-based membership-based parking space
freedom
preferred
cost of living protection
more bonuses assignments
increase Program
responsibility
business
labor market pay for time
opportunities piecework cards
adjustment not worked
for growth
own
services/
diversity commission profit sharing secretary
perks
of activities
impressive
incentive time-in-rank title
plans increase

merit pay
plans

Chapter 11, slide 20

 Types of Reward Plans

Intrinsic versus Extrinsic Rewards

intrinsic rewards (personal satisfactions)

come from the job itself, such as:
 pride in one’s work
 feelings of accomplishment
 being part of a work team

extrinsic rewards come from a source

outside the job, mainly by management:

money
promotions
benefits

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 11, slide 21

 Types of Reward Plans

Financial versus Nonfinancial Rewards

financial rewards:
 wages
 bonuses
 profit sharing
 pension plans
 paid leaves
 purchase discounts
nonfinancial rewards:
make life on the job more attractive;
employees vary greatly on what types they like

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 11, slide 22

 Training and Development
(T&D)

• Training – improving the knowledge, skills and

attitudes of employees for the short-term,
particular to a specific job or task – e.g.,
– Employee orientation
– Skills & technical training
– Coaching
 Training and Development
(T&D)

• Development – preparing for future

responsibilities, while increasing the capacity
to perform at a current job
– Management training
 Benefits of
Training and Development
• Training and development helps the
employees to achieve their personal goals
which in turn help to achieve the overall
organizational objectives.
• Thus, we can bifurcate the benefits of
training and development into two broad
heads:
i. Organizational benefits
ii. Personal benefits
 Training Development

Current job Current / Future jobs

Individuals Individuals or groups
Immediate Long term
Fix skill deficit Future demands

26
What is Performance Management?

It’s all about what people do,

how they do it and assessing
results.
 What is Performance Management?

Performance Management is a long term

process that focuses on continuous
performance improvement. Its goal is to
create a climate of shared understanding
about what is to be achieved, and then
developing people to increase the chance
that it will indeed be achieved.
 Elements of a Performance Management System

Define Performance
Set objectives

To energize employee
performance

Encourage Performance
Provide timely rewards Facilitate Performance
that are valued by Provide resources
employees
 EVALUATING THE HR FUNCTION
General criteria • contribution to organizational effectiveness
• achievement of specified goals
• specified quantified measures
• stakeholder perspective (management, line managers and employees)

Organizational quantified • added value per employee

criteria • added value per £ of employment costs
• sales value per employee
• costs per employee

Employee behaviour • retention and turnover rates

criteria • absenteeism
• frequency/severity rates of accidents
• ratio of grievances to number of employees
• time lost through disputes
• number of references to employment tribunals

HR function service-level • average time to fill vacancies

criteria • time to respond to applicants
• cost of advertisements per reply/engagement
• training hours/days per employee
• time to respond to and settle grievances
• cost of induction training per employee
• cost of benefits per employee

This resource is part of a range offered free to academics and/or students using Armstrong’s Essential Human Resource Management Practice as part of their course.
For more academic resources and other FREE material, please visit www.koganpage.com/resources and then click on Academic Resources.
• All the 40 ministries/ divisions will enter into
performance agreements starting 1st July,
2020, first draft by 30th April and final draft by
31st May and signing of the contract by 30th
June this year. A pilot phase, in this regard, is
being launched on Monday, 17th February. It
involves the signing of performance
agreement by the prime minister with ten
ministries for the third and fourth quarters of
the financial year 2019-20. Under it, a forced
ranking system is being introduced including,
outstanding: 20%, very good: 30%, good: 30%,
average: 10% and below average: 10%.