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Strategy for Human Resource Management Lecture 10

Learn about disciplinary action in HRM, including factors to consider and the most frequent violations. Understand the importance of human resource planning, steps involved, job analysis, and flexible scheduling alternatives.

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Strategy for Human Resource Management Lecture 10

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  1. Strategy for Human Resource ManagementLecture 10 HRM 765

  2. Last Lecture • Discipline • Factors to consider when disciplining • The most frequent violations requiring disciplinary action involve • Attendance • On-the-job behaviors • Dishonesty • Outside activities Make disciplinary action progressive; i.e. verbal warning, written warning, suspension, dismissal. Hot-stove rule; i.e. immediate response; ample warning. Employee Counseling. Why Use an Employee Handbook? Complaint Procedures

  3. Topic Human Resource Planning and Job Analysis

  4. Learning Outcomes After reading this chapter, you will be able to: • Describe the importance of human resource planning. • Define the steps involved in the human resource planning process. • Explain what human resource information systems are used for. • Define the term job analysis. • Identify the six general techniques for obtaining job analysis information. • Describe the steps involved in conducting the job analysis. • Explain job descriptions, job specifications, and job evaluations. • Identify elements of job enrichment that contribute to employee morale and productivity. • Describe how job analysis permeates all aspects of HRM. • Explain flexible scheduling alternatives.

  5. HRM Process

  6. Introduction • Human Resource (HR) Planning • The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks. • Helps avoid sudden talent shortages and surpluses. • Steps in HR planning: • Assessing current human resources • Assessing future needs for human resources • Developing a program to meet those future needs

  7. Human Resource Inventory • Determining the Demand for Labor • A human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type. • Forecasts must be made of the need for specific knowledge, skills and abilities.

  8. An Organizational Framework • Corporate assessment • Gap or SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis determines what is needed to meet objectives. • Strengths and weaknesses and core competencies are identified. • HRM determines what knowledge, skills and abilities are needed by the organization’s human resources.

  9. Labour Supply and Demand Issues • Balancing supply and demand considerations Demand – supply = Gap (surplus/shortage) 180 – 200 = 20 Surplus 200 – 180 = 20 Shortage

  10. Labour Surpluses Organizational downsizing

  11. Workforce Reduction Options Reduced Work Week Reduced Shift Surplus Transfers

  12. Attrition Strategies • Attrition: a natural departure of employees from organizations through quits, retirements, and deaths. • Hiring Freeze : a practice whereby new workers are not hired as planned, or workers who have left the organization are not replaced.

  13. Termination Strategies • Severance pay – a lump sum payment given to terminated employees

  14. Forecasting • Retirements are the easiest to forecast. • Other factors are much more difficult to project. • Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management.

  15. Labour Shortages

  16. Overtime

  17. Part-time Employment

  18. Temporary staffing agencies

  19. Where Will We Find Workers • Where Will We Find Workers • migration into a community • recent graduates • individuals returning from military service • increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time

  20. Human Resource Information Systems (HRIS) are increasingly popular computerized databases that contain important information abut employees.

  21. Succession planning • Assessing current human resources • Succession planning • includes the development of replacement charts • portray middle-to-upper level management positions that may become vacant in the near future • lists information about individuals who might qualify to fill the positions

  22. Employee Replacement Chart for Succession Planning

  23. Summary • What is human resource planning? • Human Resource Inventory • Labour Supply and Demand Issues • Surplus • Shortage • HRIS • Succession planning

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