HUMAN RESOURCE MANAGEMENT

VIDEO HUMAN RESOURCE MANAGEMENT

SUMBER : YOUTUBE

NOTA HUMAN RESOURCE MANAGEMENT

CHAPTER 1 :INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

1.1 BACKGROUND OF HUMAN RESOURCE MANAGEMENT

DEFINITION

•      The process of hiring and developing employees so that they become more valuable to organization

DIFFERENCE OF PERSONAL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT

PERSONAL MANAGEMENT	HUMAN RESOURCE MANAGEMENT
-	-
-          Salary	-          Salary
-          Hiring	-          Hiring
-          Employment	-          Employment
	-          Training
	-          Safety
	-          Motivating

             

 1.2 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

a. Human Resource Planning 

 - Process of identifying human resource needs of current and future for an organization to achieve its goals.

b. Recruitment 

- Process of finding and hiring the best qualified candidate

c. Selection 

- Process of evaluating candidates for specific job and selecting individuals for employment based on certain criteria

d. Training and Development 

- It is an effort to enhance the skills, attitudes and knowledge of employees

e. Performance Appraisal 

- Process of evaluating the effectiveness of the work performance by the employee

f. Compensation Management 

 - The remuneration received by the employee by regarding the contributions to the organization (financial or non-financial benefits)

g. Industrial Relations  

- It is an effort to create good relationship between employers and trade union.

              1.3 THE ENVIRONMENTAL FACTORS INFLUENCING HRM

INTERNAL FACTOR

EXTERNAL FACTOR

Size of organization -          Functions of HRM is larger than small company Ownership of the company -          Multinational trade or joint venture company will had greater functions of HRM Philosophy of top management -          Large companies will have HRM department, training department, and industrial relationship department. Unionization of workforce -          Strong trade union will have influence of HR

Technological changes - Changes in the technology, the role of employees are also effected. Globalization and increased competition - Globalization and business mergers create a big challenge in HRM. Employee education and expectation - Highly educated workers more demanding than those who are not educated Workforce Diversity - Three generation of workforce which is generation X, generation Y and Baby Boomers have big differences skill, attitude and knowledge. Labor law - All human resource functions must be legally applied.

 

CHAPTER 2: JOB ANALYSIS

2.1 UNDERSTAND JOB ANALYSIS PROCESS

DEFINITION

- Process of obtaining information about jobs. It is information about the tasks (job description) and the personal characteristics such as education and training (job specific)

DIFFERENCE OF JOB DESCRIPTION (JD) AND JOB SPECIFICATION (JS)

I. Job Description: it is a written statement that defines the duties, title of immediate supervisor, job purpose statement, use of tools, training needs and general information relating to the work.

II. Job Specification: it is an analysis of the type of people needed to do the job, that is, it lists the qualifications

DIFFERENCES BETWEEN JOB DESIGN, JOB ENLARGEMENT AND JOB ROTATION

I. Job Design: it is the process of work arrangement aimed at reducing or overcoming job dissatisfaction.

Job enlargement, job enrichment, and job rotation techniques used in job design.

II. Job Enlargement: increasing the scope of a job through extending the range of the tasks at the same level.

III. Job Rotation: it is a technique of moving employees to various structures and department to promote experience and skills.

IV. Job Enrichment: it means giving an employee additional responsibilities reserved for his manager or other higher-ranking position.

USES OF JOB ANALYSIS

-Human Resource Planning

-Recruitment

-Selection

-Placement and orientation

-Training

-Counseling

-Employee safety

-Performance Appraisal

-Job design and redesign

-Job evaluation

2.2 UNDERSTAND JOB ANALYSIS

STEPS INVOLVES IN CONDUCTING JOB ANALYSIS

-Planning the job analysis: Manager must identify the job to be analyzed

-Preparing and communicating the job analysis: determine which data to collect and how to be collect the data either to use interviewing, questionnaires or others.

-Conducting the job analysis: gather job analysis data and review & compile data.

-Developing a job description (JD) and job specification (JS): Draft JD and JS review with managers

2.3 EXPLAIN JOB ANALYSIS APPROACHES

-it is generally recognized that a multi-method approach to do a job analysis.

QUALITATIVE APPROACH: gathering information surveys a large number of individuals and applies statistical techniques

Functional Job Analysis (FJA): method of job analysis developed by the Employment and Training Administration of the United States Department of Labor.

Position analysis questionnaire: Structures questionnaire is usually a computerized analysis using McCormick Position Analysis Questionnaire (PAQ), inventory component.

Critical Incidents Method: Trained interviewers will interviewed some critical incidents which are related in achieving work objectives

3.4 UNDERSTAND THE USE OF JOB ANALYSIS INFORMATION TO HUMAN RESOURCE MANAGEMENT

THE IMPORTANCE OF JOB ANALYSIS INFORMATION TO THE ORGANIZATION

- Recruitment & selection, compensation, performance appraisal, training and discovering unassigned duties.

CHAPTER 3 : HUMAN RESOURCES STRATEGIC PLANNING

 

3.1 DEFINITION OF HUMAN RESOURCES PLANNING

-Most important asset of an organisation. It ensure the right type of people, in the right number, right time and place, who are trained and motivated to do the right kind of work at the right time, there is generally a shortage of suitable persons.

3.2 IMPORTANCE OF HUMAN RESOURCES PLANNING

-          Future manpower needs

-          Coping with change

-          Recruitment of talented personnel

-          Development of human resources

-          Proper utilization of human resources

-          -Uncertainty reduction

3.3 ACTIVITIES INVOLVE IN HUMAN RESOURCES PLANNING

-          Analysing organisational plan and objectives

-          Analysis objectives of human resources planning

-          Forecasting demand for human resources

-          Forecasting supply of human resources

-          Matching demand and supply

-          Monitoring and control

3.4 HUMAN RESOURCES PLANNING PROCESS

1. Assessing human resources   2. Demand forecasting  3.  Supply forecasting

4. Matching demand and supply             5.  Action plan

3.5 HRIS

-system and process at the intersection between human resources management (HRM) and information technology

3.6 IMPORTANCE OF HRIS IN ORGANIZATION

·       Faster information process

·       Greater information accuracy

·       Improved planning and program development

·       Enhanced employee communication

3.7 FUNCTIONS OF HRIS

·       Maintaining personnel records

·       Identification of manpower requirement

·       Identify resources

·       Meet training requirement

·       Produce pay checks and payroll report

·       Keeping time and attendance record

·       Track employee benefits programs

CHAPTER 4 : RECRUITMENT & SELECTION

4.1 RECRUITMENT AND SELECTION

DEFINITION OF RECRUITMENT

Recruitment is the process of attracting suitable people to apply for a job vacancies.

SOURCES FOR RECRUITMENT

SOURCES OF RECRUITMENT
INTERNAL SOURCES	EXTERNAL SOURCES
Promotion	College recruitment
Transfer	Employment agencies

THE ADVANTAGE AND DISADVANTAGE OF INTERNAL  AND EXTERNAL OF SOURCES

RECRUITING SOURCES	ADVANTAGES	DISADVANTAGES
Internal recruitment	·       Morale of promote ·       Better assessment of abilities	·       Inbreeding ·       Possible problem
External recruitment	·       New “blood” brings new perspective ·       No group of political supporters already	·       May not select someone who will “fit” the job or organization ·       May cause morale problems for internal candidates not selected .

4.2 SELECTION PROCESS

DEFINITION

Selection is the process of choosing a suitable applicant to fill an available job vacancy.

ISSUES WITH REGARDS TO SELECTION PROCESS

a)      RELIABILITY        b) VALIDITY       c) STANDARDIZATION    d) OBJECTIVITY     

 e) LEGALLY

 

4.3 SELECTION PROCESS METHODS

DEFINITION:

Selection process involves rejection of unsuitable applicants.

4.3.2 SELECTION PROCESS METHODS

INTERVIEW             REFERENCE AND BIOGRAPHICAL DATA             PHYSICAL ABILITY             COGNITIVE ABILITY TEST             PERSONAL INVENTORY            WORK SAMPLE HONESTY TEST            HONESTY TEST & DRUG TEST

4.4 JOB INTERVIEW

JOB INTERVIEW PROCESS

1.       Planning the interview                 2. Conducting the interview

TYPES OF JOB INTERVIEW

-          Structure.                                        - Unstructured

CHAPTER 5:

STAFF ORIENTATION AND HUMAN RESOURCES DEVELOPMENT

STAFF ORIENTATION AND HUMAN RESOURCE

5.1 CONCEPT OF ORIENTATION AND HUMAN RESOURCES DEVELOPMENT.

DEFINATION

- Orientation is the planned introduction of new employees to their jobs, toworkers, and the organization.

STAFF ORIENTATION PROCESS

 - Employee benefits information Personal policies Daily Routine Company Organization and Operation Safety measures and regulation Facilities tour

IMPORTANCE OF ORIENTATIION

a.        Reduce starting costs = Proper orientation can help the employee get “up to speed” much more quickly.

b.       Reduce anxiety = The result from entering into an unknown situation, and helps provide guidelines for behavior and conduct.

c.        Reduce employee turnover = The organization values the employee and helps provide the tools necessary for succeeding in the job

d.       Save time for supervisor & Co-wrokers = The less likely supervisors and co-workers will have to spend time teaching the employee.

e.        Development Realistic Job Expectations, Positive Attitudes and Job Satisfactions = Learning about the value and attitudes of the organization. 

                                                     5.2  HUMAN RESOURCES DEVELOPMENT

DEFINITION

- An activity performed by human resources unit to help employees acquired job-related knowledge, skills, abilities and behaviors to exchanges the employee’s current performance.

IMPORTANCE OF AND NECESSITY FOR TRAINING AND DEVELOPMENT PROGRAM FOR ORGANIZATION:

a.        Increase workers’ productivity

b.       Increase workers’ job satisfaction

c.        Keep workers’ skills and knowledge up-to-date

d.       Helps to motivate workers

e.        Less supervision

f.         Reduced cost

g.        Consistency in duty performance

h.       Improved quality of services and products 

TRAINING NEEDS ANALYSIS

- Needs for training determine the type of training Identifying program goals and objectives Implementing training program Evaluating training program

5.3 TRAINING PROGRAM METHOD

INSTRUCTION-LED TRAINING - is the practice of training and learning Material between an instructor and learners either individual or group

IN BASKET TRAINING – each term of trainees is given the differences files of correspondence of the business problem.

ROLE PLAYING – The trainees assume roles and act out situations connected to the learning concept COACHING AND MENTORING - in coaching the trainees is placed under one senior who act as an guide or coach and teaches job knowledge an skill to the trainees. Mentoring is an ongoing relationship that is develop between a senior and junior or trainees

JOB ROTATION – A job design technique in which employees are moved between two or more jobs in a planned manner. The objective is to expose the employees to different experiences and wider variety of skills to enhance job satisfactions and to cross-train them

DIFFERENCED BETWEEN ON THE JOB TRAINING AND OFF THE JOB TRAINING

On the jobs training	Off the job training
Takes place in a normal working situation by using	Employees training at a side away from the
the actual tools, equipment, document or material	actual work environment
that trainees will use when fully training

 

CHAPTER 6: PERFORMANCE APPRAISAL

6.1 PERFORANCE APPRAISAL 

DEFINITION:

- The process by which a manager or consultant examines and evaluates an employee’s work behavior by comparing it with preset standards. 

THE PURPOSE OF PERFORMANCE APPRAISAL:

a.      Strategic purpose (motivation)

·       Give motivation to workers to increased their performance.

b.      Administrative purpose

·       Use appraisal data to monitor the success of the workers whether improve or declining.

c.       Development purpose

·       Intended to identify problems in employees performance the assigned task

6.2 METHODS OF PERFORMANCE APPRAISAL 

COMPARATIVE APPROACH:

a.      Ranking: The manager compares an employee to other similar employees. For example,

excellent, average and poor.

b.      Forced distribution: From of comparative evaluation in which an evaluator rate   subordinates according to a specified distribution.

c.       Paired comparison: The supervisor compares each employee with every other employee in the group and rates each as either superior or weaker of the pair.

ATTRIBUTE APPROACH:

a.      Graphic Rating Scale: Lists a series of traits that the company deems to be valuable for

effective performance, and the rater rates the employee along a scale depending upon how well the employee has exhibited the trait.

b.      Mixed Standard Scale: It contain statements representing good, average, and poor

performance based on behavioral example obtained from knowledgeable persons, usually supervisors.

BEHAVIORAL APPROACH:

a.      Critical Incidents: Actions or behavior of an employee (during, for example, a customer

service event) is recorded and examined to ascertain the actual requirement of a successful operation.

b.      Behavioral Anchored Rating Scales: It consists of predetermined critical areas of job

performance or sets of behavioral statements describing important job performance qualities as good or bad.

c.       Behavioral Observation Scales: Rating system used in identifying how often employees or trainees display the preferred behavior.

6.3 SOURCES OR PERFORMANCE APPRAISAL

a.      Manager: appraisal done by an employee’s manager.

b.      Peers: appraisal done by fellows employee.

c.       Subordinates: subordinates appraisal gives a chance to judge the employee on the

 parameters like communication.

d.      Customers: appraisal that seeks evaluations from both external and internal customers,

6.4 ERRORS IN PERFORMANCE APPRAISAL

a.      Recency effect

·       Principle where one will remember things that just happen.

b.      Central Tendency

·       Avoid assuming the employee is not equal.

c.       Prejudice and Stereotyping

·       Distort the purpose of the rating.

d.      Halo and Horns Effects

·       Psychological phenomenon that allows a public opinion. 

CHAPTER 7: COMPENSATION MANAGEMENT

7.1 EMPLOYEE REMUNATIONS

COMPENSATION SYSTEM:

a)      Direct Financial Compensation – The pay that a worker received wages, salaries,commissions and bonuses.

b) Indirect Financial Compensation – All financial rewards that are not include in direct compensation.

DEFINITION:

Pay – is a salary is a fixed amount paid in exchange for an employee’s services.

Incentives – most likely drivers of attracting and retaining the best employees in startups. Three types of incentives is Bonuses, Profit Sharing, Shares.

Benefits – represent a form of compensation in addition to an employee’s remuneration.

7.2 BENEFITS PROVIDED TO EMPLOYEES

STATUTORY BENEFITS: 

- receive from employer that required by law

^Ø    Employee Provident Fund: compulsory savings plan to private sector workers in Malaysia

^Ø    Social Security: retirement, registration, old age and death

^Ø    Gazetted payment: payment for time off

^Ø    Gazetted paid leaves: maternity leave, public holiday leave, annual leave and sick

^Ø    Human Resources Development Fund: for training

NON-STATUTORY BENEFITS:

^v   Time-off payment: entitled to a minimum of on rest day

^v   Health Care: including medical, optical and dental care

^v   Insurance: usually life and accident policies

^v Subsidies and services: including transport to workplace, company-owned vacation facilities

^v   Retirement benefits: cash pass upon retirement of extra monthly contribution.

^v   Allowance: no requirements for an employer to pay

^v   Educational fee assistance: form of reimbursement of educational

7.3 REWARDS 

– is main tool to attract and maintaining the productive workers and increase their work performance. 

FINANCIAL REWARDS

a)      Salary Increment

b)      Bonus and Profit Sharing

c)       Shares

NON-FINANCIAL REWARDS

a.      Performance Awards

b.      Letter of Appreciation

c.       Sponsorship to seminars, conferences and oversea tours

d.      Rewards for long service 

7.4   WAGES DETERMINANTS

• · Legal Framework · 
•  Market Survey

• Working Values

• · Compensation Strategies · 
• Individuals

7.5  CONCLUSION 

COMPENSATION

BENEFITS

REWARDS

Increase the employee’s

Workforce the employees in the

Worker’s performance on job

performance

organization

Legal and ethical, adequate,

Provided to all employees

Reinforcing desirable behavior

motivating fair

Can attract and help to retain

To attract and motivate

Motivate employees to perform

good workers

employees

the best of their abilities

Base Pay, Commissions,

Financial, non-financial,

Piece rates and commissions,

Overtime pay, Bonuses

statutory optional

bonuses, parking spots

CHAPTER 8: INDUSTRIAL RELATION

8.1 INDUSTRIAL RELATION IN MALAYSIA

DEFINITION

^- The complex interrelations among managers, workers and agencies of the government.  

TRADE UNION

   Are formed to protect and promote the interest of their members.

   Primary functions is to protect the interest of workers against discrimination and unfair labor practice 

   Types of Trade Unions:

‒       National Union

‒       In-house Union

ROLES OF TRADE UNION

Roles of Trades Union

^Ø    Protecting members from unfair treatment

^Ø    Improving workers term and conditions

^Ø    Discussing with government and employers current issues 

REASONS WHY WORKERS JOIN TRADE UNION

·  Improving good industrial relations

·  Enhance economic and social status of both parties

· To raise productivity for the benefits of those involved: Protecting members from unfair treatments

·  Discussing with government

8.2 COLLECTIVE BARGAINING 

DEFINITION OF COLLECTIVE BARGAINING

^-    The process by which trade union negotiate with employers over terms and condition of employment

STEPS IN COLLECTIVE BARGAINING PROCESS

‒       Protection of right of workmen and employers and their Trade Unions

‒       Claims for recognition

‒       Conciliation

‒       Industrial Court

‒       Awards (Collective Agreement) 

8.3 INDUSTRIAL ACTION 

DEFINITION:

Refusal by employees to perform work or to the performance of work in a manner that is intended to reduce productivity in a workplace.

COMPARE INDUSTRIAL ACTION:

 Strikes – Only members of trade union and must take secret ballot

-	Economic Strike	- Sit Down Strike
-	Sympathetic Strike	- Slow Down Strike

-   General Strike 

   Lock-out – Locking out the employees and must have trade dispute

Picketings – Demonstration by worker and do not intimidate or put fear into anyone

8.4 DISPUTE SOLVING PROCEDURE

DEFINITION:

·       Is a collective term for the methods that parties can use to settle their dispute without

resorting to court proceedings.  



PROCEDURES IN SOLVING INDUSTRIAL DISPUTE

a.       Direct Negotiation 

b.      Conciliation

c.       Mediation

d.      Arbitration 



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