Presentation Outline

1. Introduction: Definition of Human Resource Management,

Objectives of HRM and its importance
2. Evolution in Human Recourse Management Thought
3. Job Analysis
4. Human Resource Planning
5. Recruitment and Selection
6. Human Resource Training
7. Performance Appraisal
8. Compensation
9. Labor Relation
10. Measuring HR’s Contribution

04/24/2025
CHAPTER ONE: INTRODUCTION
Do you agree? And why?
Most Companies do not consider HR as an asset, but as a
cost (expense to the company)
They even think to reduce labor force.
They don’t consider them as a valuable asset.
They consider them as variable cost to be reduced.
Almost every organization has the same ways of managing
people.

04/24/2025
 But
 To achieve organizational objectives, there is a need to
coordinate the basic resources of the organization, i.e.
money; material (raw or semi-processed); machinery (or
fixed assets or plants) and men (or human resources).

 It is understandable that the Human Resource is an

important (critical) resource in coordinating the non-
human resources.

 So, the principal component (asset) of any organization

is its “Human Resources or People at work”.

04/24/2025
Human Resources
 Refer to the knowledge, skills, creative
abilities, talents, and aptitudes obtained in
the population (from the national point of
view).

 Refer to the sum total of the inherent

abilities, acquired knowledge and skills as
represented in the talents and aptitudes of
its employees (from view point of individual
enterprise).

04/24/2025
 What Is Human Resource Management (HRM)?

Human Resource Management (HRM): is the a) planning, b) organizing, c)

directing, and d) controlling of the procurement, development, compensation,
integration, maintenance and separation of human resources to the end that
individual, organizational, and social objectives are accomplished. (Edwin B.
Flippo). This means HRM is the application of management functions and
principles related to employees

 The process of acquiring, training, appraising, and compensating employees,

and of attending to their labor relations, health and safety, and fairness concerns.

 It refers to the policies, practices and system that influence employees behavior,
attitude and performance.

04/24/2025
What is HRM Cont…
HRM: Includes anything and everything associated with
the management of the people and relations.

Human Resource Management is a planned approach to

managing people effectively for performance.

It aims to establish a more open, flexible and caring

management style so that staff will be motivated,
developed and managed in a way that they can and will
give of their best to support departments' missions
04/24/2025
HRM: Peoples Dimensions Organizations
•
HRM functions applicable every where (not for profit and
profit driven organizations)
•
Employees decisions are integrated
•
Employee decision brings effectiveness and efficiency in
organization
•
HRM includes all major activities in
professional life of a worker
•
All activities from employee entry to
managing performance and training until he
or she leaves

04/24/2025
Human Resource Specialties
 Recruiters search for qualified job applicants.
• Equal employment opportunity (EEO) coordinators
investigate and resolve EEO grievances; examine
organizational practices for potential violations; and compile
and submit EEO reports.
• Job analysts collect and examine information about jobs to
prepare job descriptions and Job Specifications.
Compensation managers develop compensation plans and
handle the employee benefits program.
• Training specialists plan, organize, direct and evaluate
training activities.
• Labor relations specialists advise management on all aspects
of union–management relations.
04/24/2025
Objectives Of Human Resource Management
1. To create and utilize an able and motivated workforce to
accomplish goals.
2. To identify and satisfy individual and group needs.
3. To employ the skills and knowledge of employees efficiently and
effectively.
4. To maintain high employee morale and sound human relations by
sustaining and improving the various conditions and facilities.
5. To provide favorable work conditions for the maintenance of
stability of employment.
6. To develop and maintain quality of work life (QWL).
7. To enhance job satisfaction and self-actualization of employees by
encouraging and assisting employees to realize their full potential.

04/24/2025
OBJECTIVES OF PM/HRM

04/24/2025
 OBJECTIVES OF PM/HRM

 It is concerned with the optimum utilization of

the human resources within an organization.
Personnel
 It is concerned with the creation of conditions
in which each employee is encouraged to make
his best possible contribution to the effective
working of the undertaking.
 It is also concerned with the development of
the sense of mutual respect and trust between
management and workers through sound
relations.
 It endeavors to increase the productive
efficiency to the workers through training,
guidance and counseling and
 It tries to raise the morale of the employee.

04/24/2025
OBJECTIVES OF PM/HRM

• To recognize the role of HRM in bringing

about organizational effectiveness.
ORGANIZATIONAL • HRM is not an end itself. It is only a
means to assist the organization with its
primary objectives.
• Simply stated, the department exist to
serve the rest of the organization.

04/24/2025
OBJECTIVES OF PM/HRM

• To be ethically and socially responsible to the needs

and challenges of the society while minimizing the
negative impact of such demands upon the
SOCIETAL
organization.
• The failure of organizations to use their resources
for the society’s benefit in ethical way may lead to
restrictions.
• For example, the society may limit HR decisions
through laws that enforce reservation in hiring and
laws that address discrimination, safety or other
such areas of social concern.

04/24/2025
PERSONNEL MANAGEMENT(PM) VS HRM
Personnel management focuses on personnel administration,
employee welfare and labor relation. Human resource
management focuses on acquisition, development, motivation and
maintenance of human resources in the organization.
Personnel management assumes people as a input for achieving
desired output. Human resource management assumes people as
an important and valuable resource for achieving desired
output.
Under personnel management, personnel function is undertaken
for employee's satisfaction. Under human resource management,
administrative function is undertaken for goal achievement.

Under personnel management, job design is done on the basis of

division of labor. Under human resource management, job design
function is done on the basis of group work/team work.
04/24/2025
The Importance of HRM
(1) People are the key factors of production.
(2) Productivity is the key to measure a nation’s
economic growth potential and Labor quality is the
key to improving productivity.
(3) Competition today is the competition for talents.
(4) Since man is the most uncontrollable and
unpredictable variable of all production variables,
organizational success depends on the management of
people.

04/24/2025
Human Resource System
1. HR philosophies (values and guiding principles adopted
in managing people)
2. HR strategies (defining the direction)
3. HR policies (how values, principles should be applied)
4. HR processes ( formal procedures and methods that put
HR plans into effect)
5. HR practices ( formal approaches used)
6. HR programmes (which enable strategies, policies,
practices to be implemented)

04/24/2025
Why do people make the difference?
 Human capital is essential to any
organization’s long-term performance
success.
 Organizations perform better when they treat
their employees better.
 Human resources are key to organizational
success or failure.

04/24/2025
Why do people make the difference? …Cntd
 Building high performance work environments depends on
having people with the following qualities:
 Work ethics
 Ambition and energy
 Knowledge
 Creativity
 Motivation
 Sincerity
 Outlook
 Collegiality and collaborativeness
 Curiosity
 Judgment and maturity
 Integrity

04/24/2025
WHY IS HRM IMPORTANT?

 Service is delivered by people.

 Low quality HR leads to low quality customer service.
 In the 21st century effective knowledge management
translates into competitive advantage and profits.
 Knowledge comes from a firm’s people.
 It’s the people who run Organizations
 Need to manage their skills, abilities & aptitude
 HRM is the study about people i.e. how they are hired,
trained, compensated, motivated & maintained.

04/24/2025
Scope of HRM
 The scope of HRM is very wide. It is thus divided into
three categories:
 A. Personnel aspect
 B. Welfare aspect
 C. Industrial Relation aspect

04/24/2025
A. Personnel Aspect includes
Job Analysis
HR Planning
Recruitment
Selection
Placement
Transfer
Promotion
Training and Development
Remuneration
Incentives
04/24/2025
Personnel Aspects Cont….
 Providing incentives and benefits

Appraising performance

Communicating (interviewing, counseling, disciplining)

Training and developing managers

Building employee commitment

04/24/2025
Personnel Mistakes
Hire the wrong person for the job
Experience high turnover
Have your people not doing their best
Waste time with useless interviews
Have your company in court because of discriminatory
actions
Have your company cited by OSHA for unsafe practices

04/24/2025
Personnel Mistakes Cont…
• Have some employees think their salaries are unfair and
inequitable relative to others in the organization

Allow a lack of training to undermine your department’s

effectiveness

Commit any unfair labor practices

04/24/2025
B. Welfare Aspect includes
 Working conditions
Amenities(facilities) such as Canteen, Rest rooms, Lunch
rooms
Housing
Transport
Medical Assistance
Education
Health and Safety
Recreation Facilities

04/24/2025
C. Industrial Relation includes
 Union Management Relation
Joint Consultation
Collective Bargaining
Grievance redress

04/24/2025
ENVIRONMENTAL INFLUENCES ON HRM
 Organizations do not operate in a vacuum;
there are some environmental influences on
the policies, processes and programs of the HR
function.
1. Technological innovation
2. Economic factors
3. Employees’ organizations (Labor unions)
 4. Changing demand of employers
5. Legal factors

04/24/2025
Evolution in Human Recourse Management Thought

 Basically HRM is a modern term for what has

traditionally referred to as Personnel
Management.

The term HR includes Skills, knowledge and

capabilities of all employees-from the rank and
file to top management level.

04/24/2025
 Contd…..
• Human Resource has evolved from many terms and functions
such as human capital, laborers, personnel and currently
human resources.
• The few changes in these terms also mean changes in the way
human resource managers plan their strategies in managing
employees.

• The evolution of Human Resource Management has progressed

through the ages from times when people were abused in slavery
working conditions to the modern environment where people are
valued and respected and viewed as strategic partners to
business.
04/24/2025
The Contd…
 Beginning in the 1900s during the Industrial Revolution, a company’s
managers tended to treat people as interchangeable. When disputes
arose, mediators intervened to solve problems.

 Today, this function involves negotiating and administering collective-

bargaining agreements with unions as well as providing training,
support and advice to managers and supervisors on labor issues.

 After Word War I, in the 1920s, workers’ rights and formal rights emerged. This
field concentrates on developing scientific knowledge, solving problems and
dealing with ethical issues. Today, as fewer unions exist, most companies do not
have an industrial relations function.

04/24/2025
Contd...
 Personnel Administration
 After World War II, in the 1940s, personnel administration focused on efficiency
improvements.
 During the 1960s, this function evolved to ensure legal compliance. It also included
recruiting, hiring, training and assessing workers. Failure to comply with regulations
put companies at risk.
 Personnel administrative tasks focused on completing paperwork to prevent this.
 Human Resources
 In the 1980s, human resource management included the application of new theories related to
change management, motivation and team building.

 During this period, many companies experienced mergers and acquisition(gaining). This led
to increased attention on optimizing the workforce. Additionally, the use of computers led to
the rise of automated procedures and Web-based HR systems.

 Human resource is a term with which many organizations describe as

the combination of traditionally administrative personnel functions with
performance, employee relations and resource planning .
04/24/2025
 Evolution continue…
 In response to this need, experts began to
focus on ways to improve the performance of
individual workers.

This work led to the development of Scientific

Management advocated by Frederick Taylor
and others.

Scientific management looked at how the performance of

individual workers can be measured scientifically and not by
the judgment of a supervisor
04/24/2025
 HRM

 Human Resource Management (HRM) are the policies

and practices involved in carrying out the 'people( of
human resource aspects of managing position, including
recruiting, screening, training, rewarding and appraising (
Dessler),
The shorter meaning of HRM is the act of managing the
process of recruitment and selection, compensation and
benefits as well as employees safety and health in an
organization.
Therefore, from the stated meanings above, it is
clear that changes in management practices
come about as organizations seek new ways to
increase efficiency and effectiveness.
04/24/2025
 Contd…
In The 20th century, productivity grew in businesses and
as businesses were expanding, there was a short fall of
sufficient labor.
Factory owners forced employees to work long hours under
difficult conditions with little pay. Employees were treated
as production machines whose main priority was to meet
profit targets.
The industrial revolution began with the sub-station of stem
power and machinery for time consuming manual labor.

04/24/2025
1.3 Significance, Functions and Objectives of HRM

 The importance of HRM can be discussed

under four levels:
1. Corporate
2. Professional
3. Social
4. National

04/24/2025
1. Corporate:
 Through proper practice of HRM, it is possible to
attract and retain the best people desired by the
organization in the short-, medium-, and long-
term. This can be achieved through:
a. Attracting and retaining talent through effective
HRP, recruitment, selection, and compensation
policies
b. Developing the required competencies through
training
c. Motivating employees so as to win the
competition
 d. Utilizing effectively the resources available to
the organization
04/24/2025
 2. Professional:
 When human resources are well managed, people tend to
experience quality of work life and get fulfilled in their
professions.
Such professional growth is contributed in the following
ways:
a. Making available all possible opportunities for personal
development
b. Allocating work properly and scientifically

04/24/2025
3. Social:
 The society within which an organization operates also
benefits from sound HR practices.
Such benefits include:
a. The best use of scarce talents
b. Obtaining employees who are committed as a result of
excellent motivation from employers in the form of good
relationship. This commitment makes the organization stay
ahead of others in competition
c. Attaining a balance between jobs available and job
seekers in terms of numbers, qualifications, needs and
aptitudes.
04/24/2025
4. National:
 The quality of human resources determines
the rate of development for any nation.

There are wide differences in development

among countries with similar resources due to
differences in the quality of their people.

04/24/2025
 CHAPTER TWO: JOB ANALYSIS & HR PLANNING

Job analysis (JA) is the process of collecting and analyzing

information about jobs and the employee knowledge or
skills necessary to perform them.
It is the process of defining a job in terms of its
components, activities and requirements.

It refers to a systematic procedure for studying jobs to

determine their various elements and requirements.

It is the systematic investigation of job content, the physical

circumstances in which the job is carried out, and the
qualifications needed to carry out job responsibilities
04/24/2025
 CHAPTER TWO: JOB ANALYSIS & HR PLANNING

Job analysis is performed under three

conditions:

1. when the organization is established

2. when new jobs are created; and

3. when jobs are changed significantly as a

result of new technology, methods,
procedures or systems.

04/24/2025
 Information collected through job
analysis

Work activities:

Work activities performed

How, why, and when activity is performed
Human behaviors:

Sensing, communicating, decision-making, and writing

Other physical job demands such as lifting weights, walking
long distances, and so on.
Machines, tools, equipment, and work aids used:

Products made, materials processed,

Knowledge dealt with or applied (such as finance or law), and
Services rendered (such as counseling or repairing).
04/24/2025
 Information collected…Cont
 Performance standards:

Quantity, quality, or speed for each job duty

Used to evaluate employee performance
 Job context:

Physical working conditions, work schedule, and the organizational and social
context
Work group
Incentives for doing the job
 Human requirements:

Job-related knowledge or skills

Personal attributes (aptitudes, physical characteristics, personality,
interests).

04/24/2025
Results of JA: Job description & Job specification
 Job descriptions

 Job description is a written statement that describes the

activities and responsibilities of the job, as well as important

features of the job such as working conditions and safety hazards.
 It describes job title, duties and responsibilities, authority,

accountabilities and job relationships



 It gives information about the scope of job activities, major

responsibilities and positioning of the job in the organization. This

information gives the worker, analyst, and supervisor with a clear
idea of what the worker must do to meet the demand of the job.
04/24/2025
 Contents of job description:

 There is no standard format for writing a job description.

However, most job descriptions contain the following items:

Job identification or Organization Position:

(i.e. job title, alternative title, department, division and plant

and code number of the job)

Job Summary:

Job duties and responsibilities:

(i.e. total listing of duties together with some indication of

the frequency of occurrence or percentage of time devoted

to each major duty.)
04/24/2025
 Contents of job description …Contd

Relation to other jobs:

 (i.e. indicate the job immediately below or above in the job hierarchy.)

Supervision:
 (This will give an idea the number of person to be supervised along with their job titles

and the extent of supervision.)

Machine:
 (i.e. tool, machines and equipment to be used)

Working Conditions:

Hazards:
 (It gives us the nature of risks of life and limb, their possibilities of occurrence etc.)

04/24/2025
 Sample job description
 Identification Section:
• Position Title: Human Resource Manager
• Department: Human Resources EEOC Class: O/M
• Reports to: President FLSA Status: Exempt
 General Summary: Directs HR activities of the firm to ensure compliance with laws and policies,
and assists President with overall HR planning
 Essential Job Functions:
1. Manages compensation and benefits programs for all employees, resolves compensation and
benefits questions from employees, and negotiates with benefits carriers (20%)
2. Ensures compliance with both internal policies and applicable state and federal regulations and
laws, including EEO, OSHA, and FLSA (20%)
3. Identifies HR planning issues and suggested approaches to President and other senior managers
(15%)
4. Assists managers and supervisors to create, plan, and conduct training and various development
programs for new and existing employees (15%)
5. Recruits candidates for employment over telephone and in person. Interviews and selects internal
and external candidates for open positions (10%)
6. Reviews and updates job descriptions, assisted by department supervisors, and coordinates
performance appraisal process to ensure timely reviews are completed for all employees (10%)
7. Administers various HR policies and procedures and helps managers resolve employee performance
and policy issues (10%)
04/24/2025
8. Performs other duties as needed and directed by President
Job Specification

Job Specification is a statement of human

qualifications necessary to do the job.
Contains education, experience, training
required and KAS.
may be either a separate document or on
the same document as the job description.


04/24/2025
Job Specification Information
Physical specifications:
 (i.e. include physical features like height, weight, vision,

hearing, ability to lift weight, ability to carry weight, health,

age, capacity to use or operate machines, tools, equipment
etc.)
Mental specifications:
 (i.e. include ability to perform, arithmetical calculations, to

interpret data, information blue prints, to read electrical

circuits, ability to plan, scientific abilities, judgment, ability to
concentrate, ability to handle variable factors, general
intelligence, memory etc.)
04/24/2025
 Job Specification Information…Cotd
Emotional and social specifications
 (i.e. include emotional stability, flexibility, social adaptability in
human relationships, personal appearance including dress, posture
etc.)
Behavioral Specifications


 (i.e. include judgments, research, creativity, teaching ability,

maturity trial of conciliation, self-reliance, dominance etc.)
Employee Specification:
 Job specifications information must be converted into employee

specification information in order to know what kind of person is

needed to fill a job.
04/24/2025
 Benefits of Job Specification
Human resource planning
Recruitment and Selection: It sets minimum qualifications
needed in potential candidates for recruitment and it guides
selectors to select candidates with right qualifications
Job evaluation and Compensation
Ensure Complete Assignment of Duties
Training and Development
Performance Appraisal
Safety and Health
Discovering unassigned Duties


04/24/2025
 How job analysis conducted? Methods of
Collecting Job Analysis Information:
[Link] Interview

• Information sources • Interview formats

• Individual employees • Structured
• Groups of employees
• Unstructured
• Supervisors with
knowledge of the job
• Advantages
• Quick, direct way to
find overlooked
information.
• Disadvantages
• Distorted information
4–
52
 2. Questionnaires

• Is a widely used • Advantages

method of analyzing
• Quick and
jobs and work
efficient way to
• Information source gather
• Have employees fill information from
out questionnaires large numbers of
to describe their employees
job-related duties
and responsibilities. • Disadvantages
• Questionnaire • Expense and time
formats consumed in
preparing and
• Opened-ended
testing the 4–53
questions
questionnaire
Methods of Collecting Job Analysis Information:
Observation

• Information source • Advantages

• Observing and • Provides first-
noting the hand information
physical activities • Reduces
of employees as distortion of
they go about information
their jobs.
• Disadvantages
• Time consuming
• Difficulty in
capturing entire
job cycle 4–
54
 Job Analysis Observation
Job Analysis Observation

 The analyst should observe without getting

directly involved in the job.
 The analyst must make note of the specific job
needs and not the behaviors specific to
particular workers.

55
 Methods of Collecting Job Analysis
Information: Participant Diary/Logs
• Advantages
• Information source
• Produces a more
• Workers keep a complete picture
chronological diary/
of the job
log of what they do
and the time spent in • Employee
each activity. participation
• Disadvantages
• Distortion of
information
• Depends upon
employees to
accurately recall
4–
56

their activities
 Methods of Collecting Job Analysis Information:
Checklists

• It contains a number of activities and job

holders tick only those duties that are
included in their jobs.

• Which Method to Follow?

• There is no one best way to
conduct a job analysis.
• Wherever possible, multiple
methods of job analysis must
be followed.
 HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) involves forecasting the
need for labor and the supply of labor, then planning the
program necessary to ensure that the organization will have the
right mix of employees and skills when and where they are
needed.
HRP is the process an organization uses to ensure that it has the
right number and the right kinds of people to deliver a
particular level of output or services in the future.
HRP is a process that helps organizations identify their future
HR needs and how those needs can be met
HRP is the process of analyzing and identifying the need for
and availability of HR, so that the organizations meet its
objectives
04/24/2025
HR Planning :
Align the HR strategies and plans with the organization’s
strategies and plans
Forecasts future requirements and develop alternative
techniques to match the forecasted demand and supply in
changing environment
Helps determine recruitment/induction levels.
Anticipates redundancies/ surpluses.
Determines training levels and works as a foundation for
management development programs.
Facilitates preparation of an appropriate manpower budget
for each department or division.
Helps assess accommodation requirements.

04/24/2025
 HR Planning Process
 Asses organizational objectives and strategies: It involves assessing
the organization’s existing strategies and objectives. Based on that the
number and type of work force required could be determined

 External Environmental Scanning: Scanning affects HRP because each

organization must draw its workforce from the same labor market that
supplies all other employees. Indeed, one measure of effectiveness is the
ability of an organization to compete for critical HRs.
 Internal Analysis: “How many and what kind of skills of employees do we
currently have in terms of skills and training necessary for the future?”
 Skills inventory is a major tool used to assess current supply of
employees.
 Skill inventory serve “to note what kinds of skills, abilities and
experiences, and training the employees currently possess”
04/24/2025
HR Planning Process…..Contd
Forecasting the demand for labor: Demand forecasting is the process of
estimating the future quantity and quality of manpower requirement.

Performing a supply analysis: Supply forecasting measures the number

of people likely to be available from within and outside the organization.
The supply analysis covers: -
• Existing HR/ Internal sources of supply : Skill Inventory
• External sources of supply.

Balancing HR supply and demand: Determining Manpower Gap

 Necessary HR actions must be taken to avoid both shortages and surpluses
and to maintain the equality condition.

HR plan implementation, and

Monitoring and Evaluation.

04/24/2025
 CHAPTER THREE-TALENT ACQUISITIONS: RECRUITMENT AND SELECTION

Recruitment
Recruitment is a process of generating a ‘pool’ of qualified
applicants by reaching the ‘right’ audience suitable to fill the
vacancy.
Applicant pool consists of all job-seeking persons who are
actually evaluated for selection
Recruitment involves searching for and obtaining potential job
candidates in sufficient numbers and quality so that the
organization can select the most appropriate people to fill its job
needs
Is a 'linking function' - joining together those people who are
seeking jobs with jobs to be filled.
Recruitment encourages individuals to apply for open jobs.
04/24/2025
 Goals of recruitment:
 To communicate the position
 To attract qualified, not unqualified applicants.
Recruitment Process
1. Recruitment planning: specify the number and type of applicants to
be contacted

2. Strategy Development: Make or Buy Decision

3. Searching: employment advertisement

4. Evaluation and control .

Evaluation points:
 Return rate of applicants sent out;
 Number of suitable candidates for selection;
 Retention and performance of the candidates selected and
 Cost of the recruitment process
04/24/2025
Sources of Recruitment

1. Internal Sources of Recruitment:

a. Present Employees: Promotion and Transfers (Job
Posting)
b. Current employee referrals/Inside moonlighting

c. Recruitment of former employees and applicants:

(Retired employees, former applicant, previous
walk-ins )

04/24/2025
 Sources of Recruitment…Contd

External Sources of Recruitment

a) College/School recruiting
b) Career Fairs

c) Trade and competitive sources: Professional and

trade associations, Competitors, Employment
agencies

04/24/2025
Sources of Recruitment…Contd
Advantages Disadvantages
Internal sources
 M orale of promotee  I nbreeding
 B etter assessment of  Possible morale problems
abilities of those not promoted
 Lower costs for some jobs  “Political” infighting for
 M otivator for good promotions
performance  need for management
 Cases a succession of development programs
promotions
 H ave to hire only at entry
level.
External sources
 “New blood” bringing new  M ay not select some one
perspectives who will “fit” the job or
 cheaper and faster than organization
training professionals  M ay cause morale
 No group of political problems for internal
supporters in organization candidates not selected
already  Longer “adjustment” or
 M ay bring industry orientation time
insights

04/24/2025
Alternatives to Recruitment
Is Recruitment always the best method to fill
vacant positions? Not Necessary.
Alternative arrangements are:
a) Independent contractors (Subcontracting)

b)Contingent workers: contract, temporary,

part-time, or Overtime basis

04/24/2025
 EMPLOYEE SELECTION
Selection involves ‘picking’ the most suitable candidate from
the ‘pool’ that is willing to fill the vacancy.
It involves predicting which candidates will make the most
appropriate contribution to the organization - now and in the
future.
It is the process of gathering information about applicants for
a position and then using that information to choose the most
appropriate applicant.
It is the process of choosing from a group of applicants those
individuals best suited for a particular position and an
organization
04/24/2025
 The Selection Process
1. Initial screening
2. Completion of the application form
3. Employment Tests/ Selection Tests/
Type of tests
a. Achievement Test (Performance test or trade test)
b. Intelligence Test
c. Personality Test
d. Aptitude test
e. Interest Test
4. The Employment Interview
5. Background Investigation(Reference Check)
6. Conditional Job offer(Probation)
7. Physical/medical Examination
8. 04/24/2025
Job Offer/Job Placement
 Steps in Recruitment and Selection Process

he recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job

04/24/2025
Planning and Forecasting
Employment or Personnel Planning
The process of deciding what positions
the firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the company’s most
important executive jobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates

04/24/2025
Employment (or personnel) planning is
the process of deciding what positions the
 will have to fill, and how to fill them.
firm
It embraces all future positions, from
maintenance clerk to CEO. However, most
firms call the process of deciding how to fill
executive jobs succession planning.

Like all good plans, personnel plans require

some forecasts or estimates, in this case, of
three things: personnel needs, the supply of
inside candidates, and the likely supply of
outside candidates.
04/24/2025
Planning and Forecasting
 Employment or Personnel Planning
The process of deciding what positions
the firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the
company’s most important executive jobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates

04/24/2025
 Forecasting the Supply of Inside Candidates

Qualification Inventories

Manual systems and replacement

Computerized skills inventories
charts

04/24/2025
 Hard and Soft HRM
Hard (instrumental) HRM approach:
• Employees are viewed as a passive factor of production, as an expense ,
employees can be easily replaced and seen as disposable.
• Strategic, quantitative aspects of managing HRM as an economic factor

Soft (humanistic) HRM approach:

• Stresses active employee participation gains employee commitment, adaptability
and contribution of their competences to achievement of organizational goals
• Employees are valued as assets emphasizing communication, motivation and
leadership

04/24/2025
CHAPTER FOUR: HUMAN RESOURCE TRAINING

Define training and orientation and state their

purposes and benefits
Know the purpose of training
Know the benefits and objectives of training to
organizations
 Conduct Training Needs Assessment
Understand the main methods used for employee
training
Understand the various techniques that are used to
evaluate training programs
04/24/2025
Training and Development

Training enhances the knowledge or skill for a particular job or

role. Development focuses on career building and progression.

Training programs are group focused, where as Development

activities tends to be more of a personalized experience, it is a self
assessment procedures where individual are held responsible for
creating and owning their development plan and activities

Training programs are group focused, where as Development

activities tends to be more of a personalized experience, it is a self
assessment procedures where individual are held responsible for
creating and owning their development plan and activities.

04/24/2025
 What is training? Cross-Cutting
Training is concerned with formal procedures which an
organization utilizes to facilitate learning so that the resultant
behavior contributes to the organization’s goals and objectives.

Training can be defined as the systematic acquisition of

attitudes, knowledge, skills and abilities (KSAs) that results in
improved performance at work (Goldstein, 1991).

Training is necessary to keep abreast with rapid economic,

organizational and technological change and the need to compete
in the world market.
So, training involves investment in workers

04/24/2025
 The Purpose of training

The fundamental purpose of training is to help people develop

KSAs which when applied at work will enhance the job
performance.
Training programs should be designed such that people or
personnel who are lacking these KSAs acquire them to be able to
perform the task or jobs which they could not do before training.

Thus, there should be a specific behavior or performance

employees are unable to acquire or put up well as a result of lack
of specific KSA but not other factors.

04/24/2025
 Benefits of Training
Training and development activities have the potential
to benefit individual employees, organizations and
society as a whole
[Link] a result of training, employees can develop various
skills, enhance their promotion opportunities, take part
in more challenging work, and move more easily
between jobs and organizations.
2. Increased productivity, safer work environments,
improved employee well-being and lower levels of
absenteeism and employee turn over.

04/24/2025
 Benefits of Training (Contd.)
Investment in training and development is important for
society because the economic competitiveness of a
nation is related to its skill-base.
Training becomes necessary as a result of obsolescence
Training can help reduce some of the negative effects of
technological change.
Training can also orient or socialize new employees into
the organization’s culture,

04/24/2025
Training Needs Analysis
The Training Cycle
 The training cycle or the system’s approach
to training involves;
The identification of training needs of an
organization
The specification of training objectives and
careful design of training programs and their
implementation
The evaluation of training program

04/24/2025
 Training Needs Analysis (The Training
Cycle) (Contd.)

04/24/2025
 Training Needs Analysis (Contd.)

Training needs analysis is concerned with identifying

training needs for an organization. The needs should be
relevant to the organizational goals and objectives.

Training needs should be an on-going process in the

organization in order to design appropriate training
programs.

04/24/2025
 Training Needs Analysis (Contd.)
Assessing needs is important because other important
decisions depend on it :
Decision on the content of the training program
The type of techniques to be used
The selection of trainees
 Level of resources committed to training efforts.
One way to identify the training needs is in the framework of
three sets of analysis;
1. Organizational analysis
2. Job or task analysis
3. Individual performance analysis
04/24/2025
 Training Needs Analysis (Contd.)

Organization analysis:
Assessment of how well the organization is
doing and also determines the
departments/units where training is
required.
 It answers the questions what are the staff
discrepancies or gaps and how can training
fill the gaps, where are the inefficiencies in
the systems?
Finally, specific requests for training from
operating managers provide additional
inputs to training needs analysis.
04/24/2025
 Training Needs Analysis (Contd.)
Job / Task analysis:
Analysis of the job requirements is a valuable source of
data to establish training needs. Several approaches to
analyzing jobs are useful for identifying training needs.
Job analysis is concerned with what the trainee should be
taught in order to perform well on the job.
The objective of task/job analysis is to help the generation
of the course contents and the objectives of the training.

04/24/2025
 Training Needs Analysis (Contd.)
Individual performance analysis:
This is concerned with individual employee and attempts to answer
the question, “Who needs training?” and “What kind of training?”

It has long been the practice of many employers to use performance
evaluation/appraisal and reviews to identify developmental needs
for individual employees.

04/24/2025
 Training design
Training design is the second component of the training
cycle and it is concerned about translating the training
needs into training programmes.
It relates to the contents of the training program.
Specifically, this includes;
The information presented to the trainees
Methods of how that information is conveyed

04/24/2025
Training design (Contd.)
Training design also identifies the methods concerned with
the ways in which the materials to be learnt is presented to
learners.
Training design suggests;
The model of training to be used. Eg., instructional
model, apprenticeship model
The training medium to be used. Eg., audio video or
audio visual.

04/24/2025
Training Methods/Techniques
1. On-Site techniques—Demonstration, On the-Job,
coaching, mentoring, or job rotation
2. Off-Site techniques—Lecture, talk, case study, role-
playing, simulation(limitation), group exercises etc.
3. Others: Action learning, job (skill) instruction,
questions and answers, assignments or project

04/24/2025
On-Site Training
Here, the trainee is expected to learn the job by watching the
experienced employee and by working with the actual
machinery and materials that will be used once the formal
training is completed. These include;
[Link]: Trainees are shown how to do a job and
then allowed to get on with it. It is direct and trainee is
actively involved. (Instructional training model).
Reinforcement or feedback can be good if the trainer clearly
defines what results have been achieved and how these can
be improved.

04/24/2025
On-Site Training (Contd.)
2. Coaching : This is a person-to-person technique
designed to develop individual skills knowledge and
attitudes. It is most effective when done informally as part
of the normal process of management. (Instructional
Model)
3. Mentoring : The process of using specially selected and
trained individuals to provide guidance and advice which
will help to develop the careers of the ‘protégés’ allocated
to them. (observational learning Methods)

04/24/2025
 On-Site Training (Contd.)

4. Job rotation: This aims at broadening experience by

moving people from job to job or department to
department of the organization.
To be effective:
A program must be designed to identify what the
trainees are expected to learn in each department or job
There must also be a suitable person available to see
that the trainees are given the right experience or the
opportunity to learn

04/24/2025
 Evaluating Training
•Importance : To assess its effectiveness in producing the
learning outcomes specified when the training intervention
was planned and to indicate where improvements or changes
are required to make subsequent training even more effective

04/24/2025
Evaluating Training
Four levels (Steps) of training evaluation
Kirkpatrick(1994):
Step1: Reaction- Measurement of how participants
reacted to the training.
i. Guidelines for reaction evaluation:
–Determine what you want to find out
–Design a form that will quantify reactions
–Encourage written comments and suggestions

04/24/2025
Evaluating Training
Step2: Evaluating learning- The extent to which
learning objectives have been attained.
Aims to find out:
[Link] much knowledge was acquired
[Link] skills were developed and improved
[Link] extent to which attitudes have changed in the
desired direction

04/24/2025
Evaluating Training
Step 3: Evaluating behavior -This level evaluates the
extent to which behavior has changed as required when
trainees have returned to their jobs.
The question to be answered is the extent to which
knowledge, skills and attitudes have been transferred from
the classroom to the workplace

04/24/2025
 Evaluating Training
Step 4: Evaluating results - :
–Provides for assessing the benefits of the training
against its costs.
–This evaluation has to be on a before-and-after basis to
determine the extent to which the fundamental objectives
of training have been achieved in areas such as increasing
sales, raising productivity, reducing accidents or
improving customer satisfaction.

04/24/2025
CHAPTER FIVE: PERFORMANCE APPRAISAL
 Introduction to Performance Appraisal
• People differ in their abilities and their aptitudes. There is
always some difference between the quality and quantity of
the same work on the same job being done by two different
people.
• Performance appraisals of Employees are necessary to
understand each employee’s abilities, competencies and
relative merit and worth for the organization. Performance
appraisal rates the employees in terms of their performance.

04/24/2025
What is a performance Appraisal?

The process by which a manager or consultant (1) examines
and evaluates an employee's work behavior by comparing it
with preset standards, (2) documents the results of the
comparison, and (3) uses the results to provide feedback to the
employee to show where improvements are needed and why.

Performance appraisals are employed to determine who needs

what training, and who will be promoted, demoted, retained,
or fired.

04/24/2025
Contnd…
 Performance reviews are implemented in most workplaces
these days and they are designed to look at how you are
doing in your role and whether there are any areas of
development or training you may need.

There are different types of performance reviews, but

primarily it will be a discussion between the employee and
their direct manager.

04/24/2025
Performance

04/24/2025
 Performance appraisal is the process of
evaluating how well the employees do their
jobs compared with a set of standards and
communicating the information to those
employees.

 It is a system set by the organization to

regularly and systematically review
(evaluate) employee performance.
 Objectives of Performance Appraisal

 To effect promotions based on competence

and performance
 To assess the training and development
needs of employees.
 To decide upon a pay raise where

 To let employees know where they stand

insofar as their performance is concerned

 To improve communication

 Finally, performance appraisal can be used to

determine whether HR programs such as

selection, training, and transfers have been
effective or not.
Roles of performance Appraisal

 Administrative roles:
 The basic administrative uses of
performance appraisal include
compensation, promotion, dismissal,
downsizing, layoffs, etc.

 This approach to compensation is at the

heart of the idea that raises or
promotions should be given for merit
rather than seniority.

 Under merit systems, employees receive

Roles of performance Appraisal

Development roles
 When supervisors identify the
weaknesses, potentials, and training
needs of employees through performance
appraisal feedback, they can inform
employees about their progress, discuss
what skills they need to develop, and
work out development plans.

 The basic development uses of

performance appraisal include identifying
strengths and areas of growth, planning
for employee development, coaching and
career planning.
The Appraisal process

1. Establish performance standard

◦ Performance standard is the expected level
of performance.
◦ It is a benchmark against which performance
is measured.
◦ It is a specific criterion against which actual
performance can be compared.
◦ It is established based on job description
that spells out what employees are expected
to do.
The Appraisal process

2. Communicate standards to employees

◦ Employees must understand the criteria.
◦ This enhances their motivation and
commitment.
3. Measure actual performances of
employees
• Performance appraisal should be done
periodically.
• The aim is to detect departure from expected
performance level.
4. Compare actual performances with
standard
◦ Identify any deviation from the standard.
◦ Actual performance may fit to standard, fall
The Appraisal process

5. Discuss the appraisal with

employees
 Once appraisal is done, it is important

to communicate them so that

employees have a clear understanding
of how they stand in the eyes of their
immediate supervisors and the
organization.
 Managers need to discuss appraisals

with employees.
 The feedback is essential for the
improvements to occur.
The Appraisal process….

6. Initiate corrective action

 Management has several alternatives

after appraising performance and

identifying causes of deviation from
standards including:
◦ Take no action,
◦ Correct the deviation,
◦ Review the standard,
◦ Train and develop the employees,
◦ Motivate employees
Who conducts Appraisal? raters

 Immediate supervisors
◦ most common because the supervisor is most
familiar with individual’s performance records
◦ the supervisor has the best opportunity to observe
actual performance
 peer evaluation
• co-workers must know the level of performance
of the employee being evaluated.
 subordinate evaluation
◦ employees are in a good position to view their
immediate supervisor’s managerial effectiveness
◦ it is more applicable in academic environments.
Who conducts Appraisal? raters

 group appraisal a team of supervisors

can evaluate an employee
 self appraisal can be used for
developmental appraisal, if
employees understand the objective
expected
 outside raters outside or external

experts may be called on to appraise

top management
 outsiders may not know all important

contingencies within the

organization.
Problems of Performance Appraisal

1. Problems of varying standards: Different standards

and expectations must not be used to evaluate employees
performing similar jobs.
2. Perceptual differences: Parameters like “good”,
“adequate”, “satisfactory”, and “excellent” may mean
different things for different raters.
◦ This problem is most often encountered while
using rating scale methods.
3. Primacy effect : The rater’s ratings are heavily
influenced by behavior exhibited by the ratee during the
early stages of the review period.
4. Recency effect: Occurs when the rater gives greater
weight to recent occurrences when appraising an individual’s
performance.
Problems of Performance Appraisal

5. Rater’s personal bias: Occurs when a

rater’s values and prejudices distort the rating.
This includes favoritism, stereotyping, and
hostility. Sex, age, race and friendship biases are
examples of this type of error.
6. Leniency: They tend to give higher rates
or scores for every characteristic of
employees. reasons
7. Strictness/harshness: This is the opposite
of leniency where raters see every thing as
bad and give low scores on all dimensions.
8. Central tendency error: Some raters do
not like to rate employees as effective or
ineffective and so ratings are distributed to
make each employee appear average.
Problems of Performance Appraisal

9. Halo effect
◦ Halo effect in performance appraisal occurs when a
manager or rater rates an employee high or low on all
items because of one characteristic.
◦ For instance, a student’s assessment will be the opening
paragraph of every answer. If the introductory paragraph is
poorly written, the chances of scoring high marks in that
answer are diminished
◦ For instance, an employee with low absence record may be
rated high on all other factors.
10. Contrast error
◦ While rating should be done on the basis of established
standards, contrast error refers to the tendency to rate
people relative to each other than the performance
standards.
11. Status Effect
• It refers to overrating of employees in higher-level job or
jobs held in high esteem, and underrating employees in
 Solving Rater’s problems

 The best way to overcome the problems is

to provide training to the raters.
Effectiveness of Performance Appraisal
 An effective performance appraisal
system will be:
 consistent with the strategic mission

of the organization
 useful as a development tool
 useful as an administrative tool
 legal (meet EEO requirements)
 viewed as generally fair by
employees
 documented
RESISTANCE ON THE PARTOF EVALUATOR
BECAUSE:• Performance appraisal demands
too much of supervisors efforts in terms of time,
paperwork, and periodic observation of
subordinates’ performance.• Supervisors do not
fully understand the purposes and procedures
of performance appraisal.
 Supervisors lack skills in appraisal techniques.
Performance appraisal is not perceived as being
productive.
 Evaluator biases and rating errors. Lack of
clear, objective standards of performance.
Failure to communicate purposes
04/24/2025
 Modern methods of performance appraisal
 1. Assessment centers: An assessment center typically involves the use
of methods like social/informal events, tests and exercises, assignments
being given to a group of employees to assess their competencies to take
higher responsibilities in the future. Generally, employees are given an
assignment similar to the job they would be expected to perform if
promoted. The trained evaluators observe and evaluate employees as
they perform the assigned jobs and are evaluated on job related.
 2. Behaviorally Anchored Rating Scales (BARS)• Is a relatively new
technique which combines the graphic rating scale and critical incidents
method. It consists of predetermined critical areas of job performance or
sets of behavioral statements describing important job performance
qualities as good or bad.• In this method, an employee’s actual job
behavior is judged against the desired behavior by recording and
comparing the behavior with BARS.

04/24/2025
360-Degree-performance-appraisal method
 360 degree feedback, also known as multi-rater feedback,
is the most comprehensive appraisal where the feedback
about the employees’ performance comes from all the
sources that come in contact with the employee on his job
360 degree appraisal has four integral components:
1. Self appraisal 2. Superior’s appraisal 3. Subordinate’s
appraisal 4. Peer appraisal.

04/24/2025
 CHAPTER SIX: COMPENSATION
 Definition : Compensation is a reward Employees receive in
exchange for their performance.
 Compensation occupies an important place in the life of an
employee. His or her
 standard of living,
 status in the society,
 motivation,
 loyalty, and
 productivity depend upon the payment he or she
receives.
 Compensation have impact on all other HRM activities/functions.

 How ?
 Goals of Compensation Plans
 Employers are able to attract and retain employees who will
contribute to the organization’s success
 Employees feel they are compensated/rewarded fairly/equitably for
their efforts and contributions to an organization’s success

04/24/2025
Benefits of Proper Compensation
 Compensation policy aims to attract talented employees
and motivate them to put their efforts and commitment to
work that increase job satisfaction work performance
1. Attracts talents
2. Motivates employees
3. Rewards performance
4. Reduces Turn over
5. Manages compensation budget
ploye

04/24/2025
Consequences of Pay Dissatisfaction
 Desire for more pay
 Reduced Performance
 strikes
 grievances
 Search for new job

 Pay dissatisfaction absenteeism
Lower attractiveness of job turnover

 Job dissatisfaction
absenteeism
Equity Theory
• Adam’s equity theory emphasizes to have equity in pay structure of employee

• If employee feel that their efforts are well rewarded they will put more efforts and will be satisfied
with their job

• In case of inequity feeling they will be de moralized and dissatisfied resulting into low productivity
04/24/2025
 Total Compensation

Rewards Benefits
• Bonus • Health Plans
• Salary Increases • Retirement Plans
• Promotions • Vacation/ time off
• Equity Offerings
Salary • Paid Training
• Awards • Pay • Working Hours
• Recognition • Overtime (if in non-
• New job exempt classification)

assignments
04/24/2025
 Employee Benefits
3770 Beardshear Hall

What Factors Determines Pay

• Employer considerations
– Where employers compete for talent – local or national
– What talents an employer competes for – the
skill/knowledge level
– How strongly the employer wants to compete
• Lead the market
• Meet the market
• Lag the market

04/24/2025
 What Factors Determine Pay?
• What job duties will be performed determines
classification as either Exempt or Non-exempt (Governed
by Fair Labor Standards Act (FLSA))
– Non-exempt employees.
• Eligible for overtime pay for hours worked in
excess of 40
• Employer must have record of time worked

– Exempt employees
• Typically executive, professional, or
administrative positions
• Must meet minimum weekly pay guideline

• Not entitled to overtime

04/24/2025
•
 CHAPTER SEVE
EMPLOYEES RIGHT, DISCIPLINE AND GRIEVANCE HANDLING

 Employee Rights and Responsibilities

• A right belongs to a person by law, nature, or

tradition

• Rights are offset by responsibilities

• statutory rights are the results of specific laws

passed by federal, state or local governments.
(E.g. equal employment opportunity, collective
bargaining, and workplace safety)

• contractual rights are based on an agreement

 Employee Rights and Responsibilities

1. Rights affecting employment agreement

a) Employment-at –will (EAW)

– EAW is a common law doctrine stating that employers have the right to hire, fire,

demote, or promote whenever they choose, Conversely, employees can quit

whenever they want and go to another job under the same terms.

b) Wrongful discharge

– Termination of an individual’s employment for reasons that are illegal or

improper.

c) Implied employment contracts

– All contracts and promises given for employees like job security will establish

employee expectations.

d) Due Process:

– Requirement that the employer use a fair process to determine employee

wrongdoing and that the employee have an opportunity to explain and defend his

or her actions.

e) Dismissal for Just cause

 Employee Rights and Responsibilities
 Balancing employer and employee rights becomes an
issue when dealing with.
2. Employee privacy rights
 Employee review of records

 Substance abuse and drug testing

 Polygraph and honesty testing

3. Other employee rights

 Work place investigation

 Potential hazards and unsafe working conditions

 Free-speech and whistle-blowing

 Notification of plant closings

 Employee Rights and Responsibilities

• Whistle-blower is a person who reports on real or

perceived wrong doings of his/her employer.
• Whistle blowing is an important right, but a right
that can be abused.
 Employee Rights and Responsibilities
• Dressing and Body Appearance Limitations
• Off-Duty Behavior
• Employee Theft
 Employee Discipline

• Discipline is the process whereby

management takes steps to help an
employee overcome unacceptable
behavior problems in the workplace.
• Those most often affected by the
discipline systems are problem
employees.
 disciplinary issues
• Common disciplinary issues
caused by problem employees
include
absenteeism,
lateness,
productivity deficiencies,
alcoholism, and
insubordination.
 Employee Discipline
 Difficult (problem) employees

– If employers fail to deal with problem employees, negative effects on the other employees

and work groups

 Four categories of problem employees:

1) The ineffective employee

– Those whose quality or quantity of work is unsatisfactory due to lack of abilities, training,

or job motivation.

2) Alcoholic and drug abusing employee

– These problems can include alcoholism, drugs, or family relationships.

3) Participation in theft, crime and illegal acts

– such behavior as stealing from the organization or its employees, or physical abuse of

employees or property;

4) The rule violators

– Those who consistently break company rules and do not respond to supervisory reactions

(insubordination).
 Approaches to Discipline

1) Hot Stove Rule

– This approach to discipline is discussed in terms of what happens when a

person touches a hot stove, the consequences are:

a) A warning system
– A good manager communicates the consequences for undesirable behavior before

any behavior occurs (warning).

b) An immediate burn
– If discipline is required, it must occur immediately after the undesirable act is

observed. The person must see the connection between the act and the discipline.

c) Consistency
– There are no favorites -stoves burn everyone the same. Any employee who perform,

same undesirable behavior (act) will be disciplined similarly.

d) Impersonality
– Disciplinary action should point toward a person, it is meant to eliminate undesirable
 Approaches to Discipline
2) Progressive discipline;
– Progressive discipline is an approach in which
a sequence of penalties is administered, each
one slightly more severe than the previous
one.
– The goal is to build a discipline program that
progress from less severe to more severe in
terms of punishment as indicated below.
Steps for Progressive Discipline.
 Approaches to Discipline
3) Positive discipline
– The advocates of this approach view it as future-oriented, as
working with employees to solve problems so that problems do not
occur again.

– The greatest difficulty with the positive approach to discipline is the

extensive amount of training required for supervisors and
managers to become effective counsellors,

 Counseling and Discipline

– The focus should be on fact-finding and guidance to encourage

desirable behavior, instead of on using penalties to discourage
undesirable behavior.

– The philosophy is that the violations are actions that can be

 Reasons why disciplines might not be used

• Organizational culture of avoiding

discipline:

• Lack of support:

• Guilt/projection

• Loss of friendship:

• Time loss:

• Fear of law suits:

 Effective Discipline

• Consistent discipline helps to set limits and informs

people about what they can and cannot do.
• Inconsistent discipline leads to confusion and
uncertainty
• Requirements for Effective Discipline
 accurate written record keeping

 people know the rules.

 Effective discipline is immediate.

 Effective discipline is handled impersonally.

 Effective Discipline

• Training supervisors and managers

on when and how discipline should
be used is crucial.
 Discharge: The final alternative

• The final stage in the disciplinary process may be

called discharge, firing, dismissal, or termination,

• Dismissing employees is one of the most difficult

tasks that a manager faces.

• One study identified that more than 50% of all

employers had terminated employees for

inappropriate use and abuse of e-mails.

• Other causes can be violation of company policies,

sexual harassment, off-work criminal behaviour,

poor performance, and numerous other occurrences.

 labour union: Why Employees Unionize?

• Over the years employees have joined

unions for two general reasons:
(1) They are dissatisfied with how they are
treated by their employers, and
(2) They believe that unions can improve
their work situations.
 Collective Bargaining

• Collective bargaining is the process where by

representatives of workers and management
negotiate over wages, hours, and other terms
and conditions of employment.
 Types of Bargaining Relationship

• Accommodation

– In accommodation, both parties learn to tolerate each

other and attaempt to minimize conflict and to conciliate
whenever necessary.
• Cooperation

– The cooperation strategy involves full acceptance of the

union as an active partner in a formal plan.
• Collusion

– It is illegal act.

– Union and management may engage in labor price fixing

designed to inflate wages and profits at the expense of
 Bargaining Impasses

• Labor and management do not

always reach agreement on all issues.
• If impasses occur, then disputes can
be taken to
• conciliation,

• mediation, or

• arbitration.
 Collective Bargaining
• Strikes and Lockouts
– If impasses or disputes cannot be resolved,
then an employer may revert to a lock out or a
union may revert to a strikes.
– During strike, union members refuse to work in
order to put pressure on an employer.
– Often striking union members demonstrate
against the employer outside the place of the
business by carrying placards and signs
(slogans).
– In lockout, management shuts down company
operations to prevent union members from
working.
employment opportunity.
o Minimize Liability in Sexual Harassment Claims? At least provide five points

Assignment #I 20%
1. Explain what a Cross cutting issue are in
human Resource Management, including
Sexual Harassment by defining what it is and
types and remedies of Sexual Harassment in
work place.
2. Affirmative action and Equal employment
opportunity.
3. What Employers Should Do to Minimize
Liability in Sexual Harassment Claims? At
least provide five points.

04/24/2025