Human Resources Management

1. Functions andFunctions and
Activities ofActivities of
HRMHRM
Prepared and Presented by:Prepared and Presented by:
SHARON FAJILAGUTAN~GEROQUIASHARON FAJILAGUTAN~GEROQUIA

2. Human Resource management isHuman Resource management is
the body of knowledge and athe body of knowledge and a
set of practices that defineset of practices that define
the nature of work andthe nature of work and
regulate the employmentregulate the employment
relationship. HRM is therelationship. HRM is the
function within an organizationfunction within an organization
that focuses on recruitment,that focuses on recruitment,
management and providingmanagement and providing
direction for the people whodirection for the people who
work in the Organization.work in the Organization.

3. Five Functional Areas:
3.1 Staffing
deals with obtaining people with
appropriate skills, abilities,
knowledge and experience to fill
jobs in the work organization.

4. Pertinent practices are:
HR PLANNING> process for
determination and assuring that
organization will have adequate
number of qualified persons
available at proper times,
performing jobs which would
meet needs of the organization
and provide satisfaction for
persons involved.

5. JOB ANALYSIS > study and collection of
information relating to the operations
and responsibilities of a specific job.
- Collection of data, facts and ideas
relating to various aspects of jobs
including men machine and materials.
- Preparation of job description and
employee specification w/c help in
identifying the nature and levels of HR.
- Providing guides, plans and basis for job
design and for all operative function of
HRM.

6. RECRUITMENT > process of searching
prospective employees and stimulating
them to apply jobs in an Organization
- Identification of existing sources of
applicants and developing them
- Creation of new sources of application
- Stimulating the candidates to apply for
jobs in an Organization.
- Striking a balance between internal and
external source.

7. SELECTION > process of
ascertaining the qualifications,
experiences, skills, knowledge
skills of an applicant with a view
to appraising her/his suitability
to a job appraising

8. PLACEMENT > assigning the
selected candidate with most
suitable job in terms of
requirements.

9. 3.2 Rewards
Involves the design and
administration of reward systems to
encourage employee cooperation and
commitment. Practices include job
evaluation, performance appraisal, and
benefits.
Compensation- process which
inspires people to give their best to
the Org. through the intrinsic and
extrinsic rewards.

10. 3.3 Employee Development
Is analyzing training
requirement to ensure that
employees posses the knowledge
and skills to perform satisfactorily
in their jobs or to advance in the
Org. Performance appraisal can
identify employee key skills and
“competence”.

11. • Training > continues process in
learning skills for improving,
changing and developing skills,
knowledge creative ability,
aptitude, attitude and values of
an employee. The aim is to
improve the skills and
performance of the employee.

12. 3.4 Employee Maintenance
Is the administration and
monitoring of workplace,
safety, health and welfare
policies to retain a competent
workforce and comply with
statutory standards and
regulations.

13. 3.5 Employee Relations
A range of employee
involvement/participation schemes
in Union or Non-Union workplaces.
In a union environment, it is also
includes negotiations between
management and union
representatives over decisions
affecting the employment contract.

14. HRM Functions and Activities
1. Understanding and relating to
employees as individuals, thus
identifying individual needs and
career goals.
2. Developing positive interactions
between workers, to ensure
collated and constructive
enterprise productivity and
development of a uniform
organizational culture.

15. 3. Identify areas that suffer lack of
knowledge and insufficient training, and
accordingly provide remedial measures
in the form of workshops and seminars.
4. Generate a rostrum for all employees
to express their goals and provide the
necessary resources to accomplish
professional and personal agendas,
essentially in that order.
5. Innovate new operating practices to
minimize risk and generate an overall
sense of belonging and accountability.

16. 6. Recruiting the required workforce
and making provisions for
expressed and promised payroll and
benefits.
7. Implementing resource strategies
to subsequently create and sustain
competitive advantage.
8. Empowerment of the organization,
to successfully meet strategic goals
by managing staff effectively.

17. 9. The human resource
department also maintains an
open demeanor to employee
grievances. Employees are free
to approach the human resource
team for any conceived query or
any form of on-the-job stress
that is bothering them.

18. 10. Performance of employees is
also actively evaluated on a
regular basis. These are checks
conducted by the HR to verify
and thereby confirm the validity
of the employees actual
performance matching the
expected performance.

19. 11. Promotions, transfers or expulsion
of services provided by the
employee are some duties that are
enforced by the human resource
department. Promotions are
conducted and are predominantly
based on the overall performance
of the individual, accompanied by
the span or tenure he has served
the organization.

20. 12. Looks at the possibilities of the
employee from one job to another,
maintaining the hierarchy in the
company and considering the stability
of post and the salary obtained over
a period of time.

21. HRM activities
-Recruitment Management
-Workforce Planning
-Induction Management
-Training Management
-Performance Management
-Compensation & Benefits
-Attendance Management
-Leave Management
-Benefits Management

22. -Overtime Management
-Pay slip Distribution
-Timesheet Management
-Employee Information/ Skill
Management
-Employee Survey
-Exit Interviews & Process
-Health & Safety

23. These activities may vary
from one workplace to another.
Large workplaces are more likely
to employ at least one
HRM/personnel. Large org. might
divide HRM activities among
several managers; one specialist
for recruitment and selection,
and one for employee trainings
and development.

24. HRM functions and
activities are the heart of the
organization. Getting the right
people to do the right job and
in the right places will go a
long way to ensure the overall
achievement of the goals of
the organization. Therefore,
the functions must be well
towards excellence.

25. ~The end~
THANK YOU!!!