1. Human Resource Management (HRM)
People are an important and expensive resource in a business.
When the direct costs of employment (wages, employers' taxes, etc.) are added to the indirect costs of recruitment and selection, training and development - investment in an average full-time employee would reach €100,000 in just a few years.
This important asset has the capacity to be highly productive and generate much revenue
require as much attention and more careful maintenance than the most complex piece of industrial machinery.
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2. Human Resource Management (HRM)
any part of the management structure relating to people at work.
recruitment to training to performance appraisal and overall employee welfare.
HRM is originally an American management term, which has taken over from the more restrictive 'Personnel Management'.
It denotes a more proactive and business-focused role, with an emphasis on good communication and staff commitment, more flexible work practices, and a performance-related reward system.

3. Draw - P….R&S… T&D….PA…R…IR

4. HRM

5. 1…..Manpower Planning
This involves charting the future needs of the organisation so that the firm has the right people in the right numbers at the right time.
It is necessary to conduct both a human resource audit to analyse the skills present in the work force
as well as a human resource forecast to predict future needs.
Given this information it is possible to establish a recruitment and training programme.

6. Manpower plans must be flexible enough to allow for changing circumstances such as:
People leaving the firm in greater numbers than expected
People’s willingness to work longer or shorter hours per week
Unexpected increases in the number of males or females entering the workforce
New technology reducing the need for workers

7. 2……Recruitment and Selection
This is the process by which the firm gets the best people to do the jobs necessary to achieve its goals.
construction of an accurate job description and person specification will ultimately save a lot of time and money.
Many organisations revert to employment agencies to source staff
Identifying the most suitable person from a pool of applicants can involve a mixture of scientific method, intuition, and luck.
most organisations employ a combination of interviews and some selection tests (IQ, aptitude, personality).

8. Job description
Personal specification
Find suitable candidates
Shortlist applicants
Interview
Offer job to most suitable

9. There is 3 steps in this process:
There is 3 steps in this process:
Preparation is the key to effectiveness in this area. This includes both job description & person specification
JOB DESCRIPTION
PERSON SPECIFICATION
This includes:
Job title
Details/place of work
Hours of work
Duties of work
Promotion prospects
Responsibilities/duties
Age limits
Educational qualifications
Skills/experience required
Essential characteristics
Interests/attitudes & ambitions
Personality traits

12. 3…..Training and Development
This has become a major growth area, with firms realising that flexibility and the development of skills are now the keys to business success.
This can be done internally by means of coaching and job rotation, or externally via training courses, seminars and further education.
Training involves teaching staff the skills necessary to do a particular job.
Development refers to the long-term contribution, which staff make to an organisation and focuses on how the individual's career can develop over time.

13. 4…..Performance Appraisal
collecting, recording and sharing information between the employee and the appraiser about the employee's work performance and potential.
can enhance motivation, contribute to achieving organisational goals and assist the process of rewarding good performance.

14. Stages in performance appraisal:
P.A takes the form of an interview between the HR manager and the employee once or twice a year
The appraisal will involve a comparison between the employee’s goals for the previous period and their achievements during that period
Goals & targets for the next period will be set during the appraisal
Training and other personal development needs of the employee will be identified
Areas of difficulty are identified by the employee & corrective action to be taken as a result

15. Benefits of performance appraisal:
Helps employees who are not realising their potential
The P.A will identify employees who should be rewarded with either promotion or bonus
As employees will work hard to fulfil their target the overall productivity of the company will improve
Their should be fewer industrial relations problems as P.A is geared towards quick resolution of the problems.

16. Feedback is received on how people are doing their work and weak areas are identified so that performance can be improved/Quality Assurance.
Provides for two-way communication and clarification of objectives. This helps motivate the employees for the future.
Evaluates the effectiveness of the selection and training programmes.

17. 5…..Reward Management
It is the function of the HRM to negotiate the remuneration package employees are to receive. Employees may receive both monetary and non- monetary rewards.
This involves designing the most appropriate methods of remuneration (i.e., pay systems)
and increasingly incorporates broader, performance-related items such as bonuses, benefits-in-kind and employee share option schemes.

18.  Monetary rewards:
Wages and salaries: Pay may be calculated by the flat rate, time rate, piece rate, commission or bonus schemes.
 The Time Rate/ Piece Rate:
With a time rate, payments are made of a fixed amount per hour for a fixed number of hours per week.
If the employee works more than the fixed number of hours overtime is paid at different rates above the minimum e.g. time and a half or double time/ Piece Rate relates the payment for each unit produced or job completed

19. A bonus is a sum of money paid to employees for reaching a certain target, e.g. for producing units above an agreed limit.
Commission is a type of piece rate where payment is made according to value of the amount sold, e.g. payments to a sales person (10%) in proportion to the level of sales achieved. It has the advantage of directly encouraging sales.
Fringe benefits would include ‘benefits in kind’ given to employees in the form of goods or services rather than money.
Monetary examples include profit-sharing schemes, sick pay entitlements, subsidised medical insurance, pension schemes, etc. and non-monetary examples include meal/lunch vouchers, company cars etc.

20. Other rewards available to employees is termed as
“Benefit in Kind”- Examples of this would include a company car, free canteen, free insurance etc.
profit Sharing – employees are given a % of the profits they have helped to generate, in addition to normal wages, it is a type of bonus. It provides an incentive for employees.
Share options – employees are given a option to buy shares in the company, usually at a reduced price. They then become shareholders and receive dividends on the company’s profits.

21. Non financial

22. 6………..Industrial Relations
This is the process of collective bargaining on employees' terms and conditions, resolving disputes that may arise
and adhering to the whole range of laws governing the relationship between employers and employees in the workplace.
The human resource manager should ensure that an agreed grievance procedure is in place as it is important that breaches of discipline are treated formally.
This should involve a formal procedure:
Advanced notice of a grievance hearing should be given in writing. It should contain details of those attending.
The meeting should attempt to discover the facts.
A written record should be kept and all decisions should be communicated in writing.
An appeals procedure must be put in place.  

23. Safety Safety of workers is becoming an increasingly complex issue
and unless a safety officer is employed it is common that the human resource manager will be made responsible for ensuring all the relevant legislation is being followed.