CHAPTER 5

CHAPTER 5: STAFF ORIENTATION AND HUMAN RESOURCES DEVELOPMENT

5.1 CONCEPT OF ORIENTATION AND HUMAN RESOURCES DEVELOPMENT

DEFINITION:
Orientation is the planned introduction of new employees to their jobs, co-workers, and the organization.

STAFF ORIENTATION PROCESS:

Employee Benefit Information > Personal Policies > Daily Routine > Company Organization and Operations > Safety Measures and Regulations > Facilities Tour

IMPORTANT OF ORIENTATION

a) Reduce startup 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-worker = The less likely supervisors and co-worker will have to spend time teaching the employee.

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

5.2 HUMAN RESOURCE DEVELOPMENT

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

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

a) Increase worker’s productivity                               e) Less supervision
b) Increase worker’s job satisfaction                          f) Reduce cost
c) Keep worker’s skills and knowledge up-to-date    g) Consistency in duty performance
d) Helps to motivate workers                                     h) Improved quality of services and products

TRAINING NEEDS ANALYSIS:

Needs for training > Determine type of training > Identify training program goals & objective > Implementing training program > Evaluating training program


5.3 TRAINING PROGRAMME METHOD

INSTRUCTOR-LED TRAINING
Is the practice of training and learning material between an instructor and learners either
individual or group.

IN BASKET TRAINING
Each team of trainees is given the difference files of correspondence of the business problems.

ROLE-PLAYING
The trainees assume roles and act out situation connected to the learning concepts.

COACHING AND MENTORING
In coaching the trainees is placed under one senior who acts 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 trainee.

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 satisfaction and to cross-train them.

DIFFERENCES BETWEEN ON THE JOB TRAINING AND OFF THE JOB TRAINING:

ON THE JOB TRAINING
It takes place in a normal working situation by using the actual tools, equipment, document or material that trainees will use when fully training.

OFF THE JOB TRAINING
Employees training at a side away from the actual work environment.

CHAPTER 4

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:

Internal Sources
-Promotions
-Transfer
-Employee referrals
-Former employees
-Retrenched employees

External Sources
-College recruitment
-Employment agencies
-Executive search firms
-Internet recruitment
-Media sources

THE ADVANTAGES AND DISADVANTAGE OF INTERNAL AND EXTERNAL OF SOURCES:


Advantages Internal Recruitment
• Morale of promote
• Better assessment of abilities
• Lower cost for some jobs

Disadvantage Internal Recruitment
• Inbreeding
• Possible problem
• “political” infighting for promotions

Advantages External Recruitment
• New “blood” brings new perspective
• No group of political supporters already
• May bring new industry insights

Disadvantage External Recruitment
• May not select someone who will
• “fit” the job or organization
• May cause morale problems for internal candidates not selected
• Longer “adjustment” or orientation time

4.2 SELECTION PROCESS

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

ISSUES WITH REGARDS TO SELECTION PROCESS:

a) RELIABILITY
If a test gives the same results every time it is repeated or it is conducted by different people,it is considered reliable.

b) VALIDITY
The extent to which a test measures what it is intended to measure.

c) STANDARDIZATION
Uniformity in the task of similar job position in different department of an organization.

d) OBJECTIVITY
Objectivity is critical in the workplace on order to maintain employee loyalty and to avoid ethical conflicts.

e) LEGALITY
The principle of legality is the legal ideal that requires all law to be clear.


4.3 SELECTION PROCESS METHODS

DEFINITION: Selection process involves rejection of unsuitable applicants.

4.3.2 SELECTION PROCESS METHODS

INTERVIEWS → REFERENCES AND BIOGRAPHICAL DATA → PHYSICAL ABILITY → COGNITIVE ABILITY TEST → PERSONAL INVENTORY → WORK SAMPLE HONESTY TEST → HONESTY TEST & DRUG TEST

4.4 JOB INTERVIEW

DEFINITION:
A job interview is a process in which a potential employees is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the role.

JOB INTERVIEW PROCESS:
1. Planning the interview
- The timings
- The venue
- The topics for discussion

2. Conducting the interview
- Avoid stress technique
- Establish rapport
- Ask the right questions

TYPES OF JOB INTERVIEW:

1. STRUCTURE is directive interview is usually structured, it usually more effective in promoting equal opportunities for all applicants.

2. UNSTRUCTURED is where the applicant takes the lead. It provides no specific reference and the applicant is given are free hand in talking about himself ant the interviewer makes an assessment.

CHAPTER 3

CHAPTER 3 : JOB ANALYSIS

3.1 UNDERSTAND JOB ANALYSIS PROCESS

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


DIFFERENCES OF JOB DESCRIPTION (JD) AND JOB SPECIFICATION (JS):

JOB DESCRIPTION (JD)
It is written statement that defines the duties, title of immediate supervisor, job purpose statements, use of tools, training needs and general information relating to the work.

JOB SPECIFICATION (JS)
It is an analysis of the type of people needed to do the job, that is, it lists the qualifications.


DIFFERENCE BETWEEN JOB DESIGN, JOB ENLARGEMENT, JOB RELATION AND JOB ENRICHMENT:

JOB DESIGN
- It is the process of work arrangement aimed at reducing or overcoming job dissatisfaction.
- Job enlargement, job enrichment, and job rotation are the techniques used in job design.

JOB ENLARGEMENT
- Increasing the scope of a job through extending the range of tasks at the same level.

JOB RELATION
- It is a technique of moving employees to various structures and department to promote experience and skills.

JOB ENRICHMENT
- It means giving an employee additional responsibilities previously reserved for his manager or other higher-ranking positions.

USES OF JOB ANALYSIS
-Human Resource planning - counseling - Recruitment - Employee Safety
-Selection - Performance Appraisal -Training - Job evaluation
-Placement and orientation - Job design and redesign

3.2 UNDERSTAND JOB ANALYSIS

STEPS INVOLVES IN CONDUCTING JOB ANALYSIS:
1) Planning the job analysis - Manager must identify the job to be analyzed.
2) Preparing and communicating the job analysis - Determine which data to collect and how to collect the data either to use interviewing,
questionnaires or others.
3) Conducting the job analysis - Gather job analysis data and review & compile data.
4) Developing a job description (JD) and job specification (JS) - Draft JD and JS, review with managers.

3.3 EXPLAIN JOB ANALYSIS APPROACHES
It is generally recognized that a multi-method approach to do a job analysis.

QUALITATIVE APPROACH
Gathering information generally done in interviews, open-ended questions.
• Interviews
• Surveys
• Observations
• Journals and records


QUANTITATIVE 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 Questionnaires:
  Structures questionnaire is usually a computerized analysis using McCormick Position Analysis         Questionnaire (PAQ), Inventory Component Work(JCI) or SHL Work Profiling System (WPS) in
  order to analyze data.

• Critical Incident Method:
  Trained interviews will interviewed some critical incidents which are related in achieving work
  objective.

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 2

CHAPTER 2 : HUMAN RESOURCE STRATEGIC PLANNING

2.1 UNDERSTAND HUMAN RESOURCE STRATEGIC PLANNING

DEFINITION
Process to plan and provide an adequate staff for achieving organization goals

THE IMPORTANT OF HUMAN RESOURCE PLANNING
-To ensure the organization is properly staffed
-To determine training needs
-To balance the cost between material and HR
-To determine management development needs
-To determine recruitment needs -To improve industrial relation

ACTIVITIES INVOLVE HUMAN RESOURCE PLANNING
-Identifying organization future objective
-Estimating the future supply of HRs
-Determine the total HR’s needed
-Determining & implementing action plans

RELATIONSHIP BETWEEN THE ACTIVITIES IN HUMAN RESOURCE PLANNING
-Recruitment
-Performance Appraisal
-Selection
-Compensation Management
-Training & Development
-Industrial Relation

2.2 HUMAN RESOURCE PLANNING TECHNIQUES
Forecasting for the needed workers is helps to match the needs and availability or workers in the organization.

QUALITATIVE FORECASTING TECHIQUES
Estimates by individuals previous knowledge of HR or use explanation technique.

Nominal Group: 4 or 5 participants are asked to present their views of labor forecasts without discussion.

Delphi Technique: The facilitator obtains and collects written, labor forecasting expert opinion without met face-to-face.

Succession Planning: Budget forecasts are based on the techniques of the chart.

Planning Provisions: It involves the consideration of labor supply or demand by observing the movement of employees.


2.3 HUMAN RESOURCE INFORMATION SYSTEM (HRIS)
The systems and processes at the interaction between HRM and information technology.

INFORMATION SHOULD BE INCLUDED IN HRIS
Salary, time and attendance, performance evaluation, personal information updating, management recruiting, learning
track record, absence management, employee self-service scheduling and analysis.

THE IMPORTANCE OF HRIS TO THE ORGANIZATION
-Faster information process -Improving planning and program development
-Greater information accuracy -Enhanced employee communication

FUNCTION OF HRIS
-Maintaining personnel records
-Identification of manpower requirements
-Identify resources
-Meet training requirements
-Produce pay checks and payroll reports
-Keeping time and attendance record
-Track employee benefits programs

CHAPTER 1

CHAPTER 1 : INTRODUCTION TO HUMAN RESOURCE MANAGEMENT 

1.1 BACKGROUND OF HRM DEFINITONS
The process of hiring and developing employees so that they become more valuable to the organization

DIFFERENCES BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT
Personnel Management
- Human Resource Management
- Salary Employment
Human Resource Management
- Hiring
- Employment
- Training
- Safety
- Motivating

1.2 FUNCTION OF HRM

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 employee.

e.Performance Appraisal
Process of evaluating the effectiveness of the work performed by the employee.

f.Compensation Management
The remuneration received by the employee regarding his 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 FACTORS
Size of organization -Function of HRM is larger than small company.

Ownership of the company -Multinational trade or joint venture company will had greater function of HRM.

Philosophy of top management -Large companies will have HRM department, training department and industrial relations department.

Unionization of workforce -Strong trade union will have strong influence of HRM.

EXTERNAL FACTORS
Technological changes -Changes in technology, the role of employees are also affected (train employees to adapt new tech).

Globalization and increased competition-Globalization and business mergers create a big challenge in HRM. All the human resource function must be global and can compete with other company. 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 of skill, attitude and knowledge to do the job. It will be a big challenge to HR manager to manage them.

Labor Law -All human resource function must be legally applied. There is some acts are related The Employment Act 1955, The Wages Councils 1947, The Workmen’s Compensation.