HUMAN RESOURCES MANAGEMENT

Mr.sc.Valon Ameti
 Welcome
. HUMAN RESOURCES MANAGEMENT 
The importance of human resources
Human resource Management
Human resource planning
Job analysis
Manager needs analysis
Recruitment and allocation
Selection
Training and development
Performance appraisal and feedback
Compensation and benefits
Employee relations
 The importance of human resources

• The organization as an open social system consists of internal and external

elements, through which it realizes organizational goals. One of the internal
elements of the organization is people as one of the pillars that have had and
continue to play an extremely important role in the enterprise ecosystem. To
achieve the objectives, the organization or institution must provide not only
material and monetary resources but also human resources, ie its staff.
• Managers achieve goals set with people, by activating human resources and
utilizing their physical and mental efforts in certain positions and locations based
on the organizational structure designed.
• Managers can not do everything alone, but you need to hire other people, even
temporarily enough to help him.
• Human resources are vital to the success of any organization.People design and
produce goods and services, control quality, make decisions about how to spend
financial resources, and determine the overall strategies and objectives of the
organization.
• Without effective employees the enterprise would work inefficiently and could
jeopardize its survival, so it is clear that any organization is interested in the
 The importance of human resources

• Human resource management is resource-focused, focused primarily on management

needs to provide the human resources needed for the organization. Human resource
management is a basic organizational function, which plays an important role not only
in achieving organizational goals but also in other areas of human activity.Historically,
human resource management initially dealt with only some of the issues related to the
organization's employees, e.g., hiring, payment, dismissal, and so on. But today we have
a complete evolution of human resource management, where this process includes
many functions related to personnel issues, development, compensation, health and
security, employment governance
• resource management model, which identifies the elements of human resource
management:

a) Attracting Qualitative Workforce: Human Resource Planning, Recruitment, and

Selection.
b) Qualitative workforce development: orientation, training and development, and cartel
planning and development.
c) Maintaining a quality workforce: managing returns, performance, compensation,
benefits and employment
 Human resource planning

• Human resource planning in the organization represents the process of identifying the
needs of current and future employees and presents the strategy that the organization
must design in order to achieve the planned goals.
• Managers need to think about the number of employees in the organization, which
depends not only on the size of the organization but also on its structure, growth plans
and employee flow.
• Human resource planning is a process of systematic expression of personal requirements,
in order to provide the required number of employees with special qualifications for the
work needed.
• The human resource planning process consists of three stages.In the first phase, the
evaluation of human resources in the current conditions is done by analyzing in number,
structure and qualification.In the second phase, the human resources are forecasted for
the next planning period.
• To plan the necessary human resources, managers must make the forecast related to the
demand, which means the number of employees based on qualification, goals and
Determination of recruitment and allocation needs Human resource planning.
• Determining the needs for recruitment and sharing plans that the organization has. In
addition to demand, they must also forecast supply by assessing the qualifications of
current and future employees and the supply of skilled workers from the external labor
market. In the third phase, the program for meeting the needs for human resources is
 Job analysis

• Job analysis is the second task of managers before they start recruiting
and allocating. Job analysis begins with job analysis which is a detailed
analysis to identify the characteristics and requirements that must be
met by the candidates who will perform the job. Job analysis is
important for determining the job duties, obligations and
responsibilities that make up a job (which actually represent the job
description and knowledge of skills), qualifications and experiences that
represent the job specification .

• Job analysis can be done by managers in different ways, using different

techniques:

1. through the supervision of workers working the same job;

2. through questionnaires containing questions about their skills needed
in the workplace, completed by current employees or managers;
3. through analysis by various experts.
 Manager needs analysis
• The need for a manager in the organization is determined by the goals and plans of the
organization, or a little more specifically, by the analysis of the required number of
available managers identified by the “stocks” of managers. But in addition to these factors
there are other factors that affect the need for a manager. Such are external factors, which
can be: economic factors, technological factors, socio-cultural factors, demographic factors,
competition, etc.

• Data on staffing needs and availability provide the cause for four demand-for-supply
situations, each requiring caution in personnel actions.If we analyze this matrix we will
come to the following conclusions:-In a situation where we have reserves of managers and
high demand then we need to focus on selection, placement and promotion.
• -When we have small reserves of managers, and the demand is high, in this situation the
organization relies on advancing internal resources through formation and development,
compensation and incentives, in order to attract managers, but this option takes time. The
second option is recruiting by looking for managers outside of internal resources.
• -The organization that has reserves of managers and low demand should review some
alternatives, such as: change of job, dismissal, degradation, early retirement. But first the
organization must seize the opportunity of managerial potential.-
• Organizations with small reserves and low demand of managers, should review the plans
because this represents a stalemate in the organization and makes them think about future
 Recruitment and allocation
• Recruitment is the process by which the management of the organization seeks
to attract or develop qualified candidates with whom it will fill vacancies.
• The division, on the other hand, represents the process that begins after
recruitment where managers determine the primary qualifications of the
nominated candidates and their potential for accomplishing the tasks by
differentiating capable candidates from those incapable of the job.

• The overall purpose of the recruitment is to provide the organization with a

number of qualified candidates, who will be prepared to achieve the set goals.

• There is general recruitment which is carried out on the basis of simple

standards and proceduresIn addition to general recruitment we have
specialized recruitment, which is used for high level employees or various
experts with strictly defined qualifications

• The recruitment process in an organization begins with a precise definition of

human resource needs at a given point in time and with a preliminary job
analysis.
 External recruitment

• External recruitment. When managers outsource recruitment to fill

vacancies they look for people outside the organization who have not
worked for that organization.
• There are many ways in which managers can carry out external recruitment,
such as: print competitions, open days for students or career counselors in
schools or universities or within the organization itself.
• External recruitment also has difficulties because many job openings require
special skills that often job seekers do not meet.Business organizations rely
on external sources of recruitment in the following cases:

• - First, the disadvantages of in-house recruitment outweigh the benefits;

• - Second, the candidates do not meet the conditions to fill the vacancies;-
• Thirdly, the organization will attract new people with new ideas within its
circles;
• - Fourth, in any case, as the organization expands, the organization will need
new employees for new jobs.
 Internal recruitment

• Internal recruitment. Many business organizations apply such a policy that most vacancies are filled
by their employees. Internal recruitment is the process of finding candidates from the ranks of
employees employed in the organization and giving them the opportunity to work in a new position,
which is more advanced. The most common method of recruiting from internal sources is "job
posting", which informs employees about new jobs in order for them to compete as needed.
• The preference of pursuing in-house recruitment is associated with a number of advantages, such
as:
• a) Increases the morale of employees and improves the quality of selection by those employees that
the company has;
• b) Motivates existing employees to prepare for higher responsible positions;
• c) Assists the organization to make full use of staff;
• d) It should start from the fact that the human resources department keeps separate
documentation for each employee and detailed data, such as: qualification, level of education,
internship, etc. It follows that the information is more accurate and reliable;
• e) Recruitment with internal staff is a cheaper recruitment method and internal candidates know
the organization well.

• They do not want to spend too much time getting used to it.
• However, in addition to the advantages, internal recruitment also has weaknesses such as:

a) Lack of desired staff with necessary qualifications;

• b) Internal resources can recruit workers to new jobs, without having new ideas, to be able to do
 Selection
• Once the recruitment process is complete and managers identify many
applicants, they begin the allocation process in order to find out if
those who have applied have the necessary qualifications for the job.
• This process goes through several stages, which means that the
managers who make the selection have several segregation tools that
help discover the applicants' relevant qualifications for the required
task.

• These instruments include:

• 1) Information about applicants;

• 2) interviewing;
• 3) paper and pencil testing;
• 4) tests for physical abilities;
• 5) performance appraisal tests; 6) references and recommendations
 Selection

• Information about applicants. - It is an important instrument because it enables that based on the
information they receive from applicants, from their prayers and their CVs, managers obtain information
about the interviewee and guide him for informative conversation. This is a preliminary selection which
eliminates all applicants who obviously do not meet the requirements for the work for which they claim

• Interviewing - is the second instrument used during the selection process.

• The interview is a relatively formal conversation with the candidates in order to assess the skills and
knowledge they have to provide them with information about the organization and the work being done
in it. The interview can be conducted in two ways, such as: structured interview and unstructured
interview
• Candidate testing - is another selection tool. Here the ability of the candidate to perform the task for
which he has competed is measured. This type of testing enables the manager to eliminate candidates
who are unsuitable for a given job and helps to select prepared candidates. Tests can be different, we will
mention some of them, such as: aptitude tests-where the intellectual abilities of candidates are
measured, verbal and numerical tests
• Physical ability tests - are tests that measure physical ability and courage. Measures the ability to
manipulate quickly and the ability to react quickly
• Performance tests - measure the performance of applicants in the workplace. Applicants for the
secretary's job are tested for computer typing, i.e. computer typing speed. Applicants for management
positions in the middle management or top management position should make short-term projects or
projects that reflect the situation, which occurs in the workplace and which should be completed, as well
as assess their knowledge and skills for solving troubleshooting
• References are also selection instruments which are used in its final stage, after passing the other stages.
For job applicants, references and recommendations are required from previous supervisors, faculty
 Training and development
• After recruitment and division in human resource management, the formation and
development of employees is also very important, in order for them to be able to respond to
the tasks of the workplace. This is done in order for them to be more productive and increase
their potential by learning the secrets of new skills, to be effective performers of tasks.
• Formation and development help the members of the organization to be sure that they have
sufficient knowledge and skills necessary to effectively perform the tasks, to take on new
responsibilities by adapting to external changes.
• Despite training, development is based on or focused on building new knowledge and skills
of the members of the organization, so that they are able to take on new responsibilities and
challenges. Before training programs are prepared, managers should evaluate in order to be
informed which employees need training and development, to know what managerial level
they are and what their needs are.
• Training and development in the organization is realized through the training and
development program.

• The implementation of training programs is realized through a process which goes through
several phases, such as:

1. assessment of training and development needs,

2. defining training objectives;
3. realization of the training program and evaluation of its programs.
 Performance appraisal and feedback
• After recruitment and selection, training and development, another
component of human resource management is performance appraisal and
feedback. Performance appraisal is the appraisal of the work done by
employees and their contribution to the organization.
• Performance feedback is a process through which managers share
performance appraisal information with their subordinates and enable
subordinates to think about their performance and then use it to make plans
for the future.
• First the performance evaluation is done from which the feedback for it is
derived. Performance appraisal is performed for dual purposes: first, to
provide information to human resource management; to make decisions
regarding income, bonus, promotion, change of job, etc.
• Second, performance appraisal helps managers determine which employees
will be candidates for education and development and in which areas.
• Despite performance appraisal, its feedback promotes a high level of
motivation. It shows good employees that their work is valued and respected,
and through feetback on performance, low-performing workers realize that
their work needs to be improved.
 Performance appraisal and feedback

Character
evaluation

Employee
Reward Salary
with his
Employee Transfer
own Behavior
behavior at performances Training
qualities, evaluation
work Promotion
skills and
Departure
motives

Evaluation of
results

Feedback
 Compensation and benefits

Payments and benefits are very important for human resource management because they affect
the motivation of employees to perform job tasks and gain competitive advantage.
Compensation includes direct wages for time spent at work, as well as some indirect benefits,
which employees receive within the employment relationship in the respective organization.
Salaries paid for time spent at work are payments made in cash and reflect work-related
conditions, such as: base salary, merit bonuses or bonuses. The salary consists of the employee
salary base, the salary increase and the bonus, which depend on many factors and the
performance of the employees.

• Benefits are forms of compensation or payment that are presented as a supplement to salary,
including various insurance plans, service, sick leave, and other salary supplements. Employee
benefits are realized on the basis of membership or participation of employees in the
organization. This includes annual leave, medical leave, life and health insurance, etc.

• Salary level is a broad comparative concept, which plays an important role in attracting qualified
employees and retaining or linking them to the organization. The level of salaries should be in
relation to the strategy of the organization, with the level of salaries of other organizations of
the same industry. Managers after deciding on the level of salaries, should prepare the salary
structure for different jobs based on the classification and categories and skills required. It all
depends on the evaluation of the results and the realization of the performance. Each
organization is obliged to provide certain benefits to its employees. These benefits, as noted
 Employee relations
• Employment relations are the set of interactions and relationships
between managers and employees of the organization through which they
negotiate for salary, working hours, other working conditions, sign relevant
contracts for these conditions for certain periods of time and share the
responsibility between them. for the administration and implementation
of the requirements set out in the contracts.

• One of the important activities of management is to ensure effective

working relationships, cooperation with the union which is a professional
community that protects the interests of employees. The union exists to
represent the interests of employees as managers often take steps that are
not in favor of all employees.

• To explain the role and influence of the union in management, the

following components should be analyzed: management rights,
complaints, petitions and the role of the union in managing human
Thank You