Presentation on theme: "B121 Chapter 14 Managing People. Managing individuals Human resource (HR) management is of direct relevance to anyone who has to achieve results through."— Presentation transcript:
B121 Chapter 14 Managing People
Managing individuals Human resource (HR) management is of direct relevance to anyone who has to achieve results through the efforts of other people. It concerns all management decisions and actions that affect the relationship between an organization and its members.
The flow of people HR policy concerns the flow of people into, through and out of an organisation. This includes: planning for staffing needs selecting and recruiting the right people their induction into the organisation internal staffing and promotion decisions the management of employees – including contract staff or, in the not for-profit sector, volunteers exit from the organisation, whether voluntary or involuntary.
Managers need to make such choices as: the extent to which they rely on temporary or permanent staff the flexibility they require from employees in terms of patterns of working hours the extent to which they invest in employee development and training, or recruit for the skills they need the extent to which they will meet changes in demand by varying the numbers employed or hours worked.
Factors affecting choices legal restrictions – for example restrictions on dismissal, requirements for compensation for redundancy, restrictions on working hours the level of expertise needed to do the work the availability of skilled labor outside the organisation the time taken to train staff internally variability and predictability of work flow.
Recruitment and selection The process of recruitment and selection is the first means by which an organisation seeks to engage employees with the right set of skills, motivation and potential to meet its needs. It is also the first stage in forming a relationship with employees.
The selection interview The aim of the selection interview is to ascertain whether the candidate is interested in the job and competent to do it. It also has other functions: to explain the work of the organisation, the job and any features such as induction and probation to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate) to enable the candidate to assess whether they want the job being offered.
Performance appraisal It is a method by which the job performance of an employee is evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.
Methods of assessment Observation & involvement Questioning & discussion Routine statistics & reporting Your own statistics Other reports
360 degree feedback
Types of coaching styles Tough Protective Calculated Whoopee Manipulative
Mentoring Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realised. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect.
Types of group Formal groups Informal groups Primary groups Secondary groups
Stages of development of groups Forming Storming Norming Performing
Factors that affect groups Group size The nature of the task Resource and support External recognition Group composition
Team A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.