1. HR PROCESS OR FUNCTIONS
Human Resource Management comprise of several processes or functions.
They are shown in the next slide.

3. Acquisition -Job Analysis
A job analysis refers to studying a job in order to understand what is needed to help the job holder perform a job successfully.
Knowledge
Skills
Abilities
Attitudes

4. Acquisition - HR Planning (Forecasting)
Demand Forecasting
Determining the number of employees that the organization will need at some point in the future as well as the knowledge, skills, and abilities that these employees must possess.
Supply Forecasting
Determining what human resources will be available, both inside and outside the organization.

5. Acquisition - Recruitment
The process of finding and attracting job candidates who are qualified to fill job vacancies.
Internal recruitment
Identifying candidates from inside the organization and encouraging them to apply for jobs that are vacant.
External recruitment
Advertising for and soliciting applicants from outside the organization.

6. Acquisition - Selection
Selection is the process of evaluating and choosing the best qualified candidate from the pool of applicants recruited for the position.
It entails the exchange of accurate information between employers and job candidates to optimize the person-job match.
Although organizations usually make these decisions, applicants also self-select by choosing to join, not to join, or to leave, organizations according to their individual needs.

7. Selection Methods Application forms and resumes Tests Interviews
Physical exams and drug tests

8. Application Forms and Resumes
Application forms and/or resumes are usually the first sources of information about a potential employee.
Applications and resumes usually record the applicant’s desired position and job-related qualifications and experience.
Both serve as prescreening devices to help determine whether an applicant meets the minimum requirements of a position.
Both also allow for preliminary comparisons with the credentials of other candidates.

9. Written Tests Test the applicant in a variety of areas: Knowledge
Ability
Skill
Intelligence
Interest

10. Performance Tests
Performance tests require the job candidate to actually perform it the job, usually in a small part or for a short time.
There are two common types of performance tests:
Work samples
Assessment centers

11. Work Sample Performance Tests
Work samples are more appropriate for jobs that are more routine and/or more specific.
If work samples are designed and selected well, then the person’s performance in the work sample should accurately predict their performance on the job.
Work samples do show high validity scores, especially when compared to written aptitude, personality or intelligence tests.

12. Assessment Center Performance Tests
Assessment centers are usually more appropriate to judge a candidate’s predicted performance in a more complex job.
The candidate typically is presented with a fairly large number and varying types of tasks to do (sometimes more than can reasonably be done).
The intent of the assessment center is to judge how a candidate would behave and perform in selected tasks to predict performance on the job.

13. Personality or Personal Tests
Judge whether a person “fits” into the organization.
The goal is to hire people who already have characteristics and attitudes that are line with the core values of the organization and it’s culture.
It is assumed that it is easier to teach a person the details of a job than it is to teach him or her to change deeply help attitudes or change personality characteristics.

14. Interviews
Interviews are relatively formal, in-depth conversations conducted for the purpose of assessing a candidate’s knowledge, skills and abilities
Interviews also provide the candidate information about the organization and potential jobs.
Interviews tend to have low validity.
While many people conduct interviews, few are trained in how to do them well.
Interviews also tend to be fairly informal and no two are alike which raises issues with reliability.

15. Realistic Job Preview
The interviewer explains to the applicant what the job “really” requires rather than giving just the positive points of a job or company and avoiding the negative.

16. Training
A planned effort to assist employees in learning job-related behaviors in order to improve performance.
Companies train employees in an effort to prepare them to work toward achieving the goals and objectives of the organization.

17. Types of Training Programs
Orientation
Technical training
On-the-job training
Management development programs

18. Performance Appraisal
A systematic process of evaluating employee job-related achievements, strengths, weaknesses, as well as determining ways to improve performance.
Uses of performance appraisal information:
Motivation
Personnel movement
Training
Feedback for improvement and personal development

19. Graphic Rating Scales
Assess employee’s on a series of performance dimensions such as:
Initiative
Tardiness
Accuracy of work
Performance dimensions on a graphic rating scale tend to be fairly general.
As a result the scales are relatively flexible and can be used to evaluate individuals in a number of different jobs.

20. Problems with Performance Appraisal
Halo Effect
Rater Patterns
Contrast Error
Recency Error

21. Direct Compensation Base pay Incentives
Refers to wages and salaries employees receive in exchange for performing their jobs.
Incentives
Compensation beyond base pay used to attract, retain, and motivate employees.
Bonuses, commissions, profit-sharing plans, stock options.

22. Indirect Compensation
Benefits
Rewards employees receives as part of their employment relationship with the organization.
Benefit categories
Required and voluntary security
Retirement
Time-off
Insurance and financial
Social and recreational

23. Designing Equitable Reward Systems
Compensation designers are concerned with three sources of fairness expectation:
External Fairness
Is the pay for the job fair in one organization relative to the pay for the same job in other organizations?
Internal Fairness
Is the pay for the job within the organization fair relative to the pay of other jobs in the same organization?
Employee Fairness
Is the pay fair relative to what coworkers are making on the same job?

24. Labor-Management Relations
The formal process through which labor unions represent employees to negotiate terms and conditions of employment, including:
Pay
Hours of work
Benefits
Other important aspects of the working environment

25. HR Laws
In the US, Equal employment opportunity (EEO) laws prohibit the consideration of race, color, religion, national origin, or gender in employment decision-making.
In addition, there are laws prohibiting employment decisions based on biases against qualified individuals with disabilities and the elderly.
What about Malaysia?

26. Safety and Health
Occupational Safety and Health is a general area of concern in employment which spans the physiological and psychological needs and well-being of persons engaged in occupations; work-related trauma and death; the prevention of work-related trauma and death; the protection from, or from risk of work-related-trauma and death; and the rehabilitation and retraining of persons who have suffered work-related trauma (CCH Occupational Health and Safety: Glossary, CCH International, 1992)

27. The roles of a human resource manager. administrative
The roles of a human resource manager administrative employee advocate strategic role

28. HR Management Roles Administrative Role
Processing and record keeping
Technology is transforming how HR services are delivered.
HR services are being outsourcing to reduce HR staffing costs, utilize vendor expertise and technology, and increase focus on strategic HR activities.
Operational and Employee Advocate Role
Identify and implement programs and policies
“Champion” for employee issues and concerns

29. Strategic Role for HR Strategic Role
“Having a seat at the table” by contributing to organizational results and success.
HR becomes a strategic business partner by:
Focusing on developing HR programs that enhance organizational performance.
Involving HR in strategic planning at the onset.
Participating in decision making on mergers, acquisitions, and downsizing.
Redesigning organizations and work processes
Accounting and documenting the financial results of HR activities.

30. FIGURE 1.2 Changing Roles of HR Management