HUMAN RESOURCE MANAGEMENT

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BIOMECHANICS CHAPTER 1

Izaty Yusofにより

THE YOUNG TECHNOLOGIST IN THE FOUNDATION PHASE

Seipati Molipaにより

Error Analysis

ADA LUCIA ASENCIO RIVERAにより

HARD SKILL VS SOFT SKILL

John Castroにより

HUMAN RESOURCE MANAGEMENT

FUNCTION

Provide employees with up-to-date knowledge and skills to do their jobs.

Ensure the organization retains competent and high-performing employees who are capable of high performance.

Ensure competent employees are identified and selected.

JOB ANALYSIS COMPONENTS

Job Specification

A written statement of the minimum qualifications that a person must possess to perform a given job successfully.

Job Description

Job description identifies the tasks and responsibilities of a position.

RECRUITMENT AND DECRUITMENT

RECRUITMENT

occur in a variety of settings, both inside and outside the organization. Both approaches have certain advantages and disadvantages.

process of finding and attracting job candidates who are qualified to fill job vacancies

DECRUITMENT

Decruitment options include firing, layoffs, attrition, transfers, reduced workweeks, early retirements.

process of reducing a surplus of employees in the workforce of an organization.

THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT (HRM)

Adds value to the firm

High performance work practices lead to both high individual and high organizational performance.

As an important strategic tool

HRM helps establish an organization’s sustainable competitive advantage.

As a necessary part of the organizing function of management

Evaluating the work force

Training

Selecting

EMPLOYEE TRAINING

Changing skills, knowledge, attitudes, or behavior

Is a learning experience that seeks a relatively permanent change in employees such that their ability to perform on the job improves.

a critical component of the human resource management program.

ORIENTATION introducing a new employee to his or her job and the organization.

Organization orientation

Includes a tour of the entire facility

Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules.

Work-unit orientation.

Introduces he or she to his or her coworkers

Clarifies how his or her job contributes to unit goals

Familiarizes new employee with work-unit goals

HIRING PROCESS

2ND RULE: General questions should be asked of all candidates.

1ST RULE: Every question you ask should be job- related. When developing questions, make sure you have a purpose for using the information. Only ask legal questions you plan to use in yourselection process.

SELECTION

SELECTION DEVICES

Interviews (I)

relatively formal, in-depth conversations conducted for the purpose of assessing a candidate’s knowledge, skills, and abilities, as well as providing information to the candidate about the organization and potential jobs.

Realistic job preview (RJP)

devices used in the early stages of employees’ selection to provide potential applicants with information on both positive and negative aspects of the job (Premack & Wanous, 1985).

Performance-simulation tests (PST)

Performance tests consist of actual job behaviors -Testing an applicant’s ability to perform actual job behaviors, use required

Written tests (WT)

test knowledge, ability, skill, intelligence, or interest.

The process of screening job applicants to ensure that the most appropriate candidates are hired.