2. MGT 301 Class 2: Chapter 1 Introduction to Human Resource Management FEIHAN AHSAN BRAC University Sep 17th, 2013

3. Types of HR Officers Recruiters- Search for qualified job applicants Human Resource development Specialists- managing employee- development activities in an integrated manner Job Analysts- Collect and examine information about jobs to prepare job descriptions Compensation Managers- Develop compensation plans and handle the employee benefits program Training Specialists- Plan, organize and direct training activities Employment/Industrial Relations Specialists- Advise management on all aspects of union-management relations. Employee Welfare officers- Handle welfare activities in factories, as required by law.

4. The Changing Environment of HRM The environment in which HR operates is changing, because of:- Increased Globalization- more and more companies are operating on a global scale, therefore there is pressure to make the workforce more productive and reduce labour costs in relation to competitors. Technological Advancement- Everything is becoming automated, so the people have to be trained to use the technology. More Service-oriented jobs- as jobs become more and more service oriented, the focus on customer care and service delivery increases. Hence, HR has to maintain this service orientation. All this requires a need for Strategic HRM

5. Strategic Human Resource Management Strategic HRM means formulating and executing human resource policies and practices that produce the employee output the company needs to achieve its long –term objectives So, Strategic HRM helps the company to achieve it’s overall long-term objectives (it’s vision and mission) To do this, HR has to work together with the other departments and formulate the best strategy for the firm given the current resources at hand Strategic HRM sees HRM as part of a master plan for the firm, along with Finance, Marketing and the other departments, all working together to maximize firm profits in the current market situation

6. Core Themes in HRM Shared HR Responsibility HRM is the responsibility of every manager, not just the HR dept. Because every business decision involves people HR Performance has to be Measurable HR managers have to validate their decisions in measurable terms. Ex- How much will this new employee save the company Strategic Implications HR decisions have to be strategic, meaning they must give the firm a significant competitive advantage over rivals Improving Technology HR is getting more and more dependent on information technology. Ex- HR managers now use HRIS (Human Resource Information System) to handle administrative tasks. Legal Implications Almost every HR decision has legal implications. Thus, a HR manager has to be fully aware of the law. Ex- Making employees work overtime may be productive, but it is against the law if not given proper pay.

7. MGT 301 Class 2: Chapter 4 Job Analysis FEIHAN AHSAN BRAC University Sep 17th, 2013

8. What is Job Analysis? Job Analysis is the systematic study of jobs to find out what are the activities involved in the job and what kind of person would be a best fit for the job. It is done because one of the duties of the HR Dept is: finding the right person for the job Two general types of information are obtained from job analysis:- Information about the work (ex. Duties and responsibilities, time required for completion, sequence and order of task etc.) Information about the person who will do the work (Patient, detail-oriented, friendly etc.)

9. © 2005 Prentice Hall Inc. All rights reserved. 4–9 However, More types of Information can be collected Information about:- Work activities- How, why and when the tasks are performed Human behaviors- Sitting, standing or use of strength Machines, tools, equipment, and work aids- ex. special knowledge of software or equipment etc. Performance standards- units to be produced per day, <5 mistakes an hour etc. Job context- How many people have to interact with, or manage. Working conditions (hot, cold, fast-paced etc.) Human requirements- Personality, attitudes, patience, friendliness etc.

10. © 2005 Prentice Hall Inc. All rights reserved. 4–10 Uses of Job Analysis Information Job Analysis information is used for several purposes:- Making Job Description- a job description is a list of the duties and responsibilities of a job Making Job Specification- a job (or person) specification is a list of personal characteristics or emotional requirements for a job Recruitment and Selection- Since job analysis gives us the duties and responsibilities of a job as well as the person who can best do them, we can use this information to select and hire potential candidates

11. Uses of Job Analysis Information (Contd.) Compensation- When we are clear about the duties and responsibilities of a job and the personal qualities required, we can then establish a pay scale for that job Performance Appraisal- Since performance standards are discovered through job analysis, we can use this to evaluate employees performance Training- Knowing about the duties and responsibilities of a job also lets us know what kind of training is required for the job

12. Uses of Job Analysis Information (Contd.) Clarifying “confusing” or shared tasks- When all the duties of a job are known, there is no confusion as to who will do what. So left-out tasks can be clearly identified Legal Compliance- Sometimes it is required by law to have a job description for each job (EEO law in USA)- which in turn requires a job analysis

13. © 2005 Prentice Hall Inc. All rights reserved. 4–13 Uses of Job Analysis Information Figure 4–1

14. Thank You!