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CHAPTER 10

CHAPTER 10. Human Resource Management and Labor Relations. The Foundations of Human Resource Management (HRM). Human Resource Management (HRM)   ( ادارة الموارد البشرية ) 

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CHAPTER 10

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  1. CHAPTER 10 Human Resource Management and Labor Relations Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  2. The Foundations of Human Resource Management (HRM) Human Resource Management (HRM)  (ادارة الموارد البشرية)  Set of organizational activities directed at attracting, developing, and maintaining ( جذب ، والنامية ، والحفاظ على) an effective workforce Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  3. THE STRATEGIC IMPORTANCE OF HRM Human Resource Management (HRM) or Personnel as it is sometimes called is important to a company because: • Good HR attracts good people (جيد يجذب الناس) to the company • Good HR develops the skills (تطوير المهارات)of existing employees • Good HR trains new employees • Good HR helps to keep (maintain) employees working in the company • Good HR improves productivity (تحسين الانتاجية)as employees stay with the company longer Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  4. The Strategic Importance of HRM HRM’s importance has grown in the last twenty years, because: • Increased legal complexities (التعقيدات القانونية). Example: Minimum wages • The recognition(الاعتراف) that HR is important to productivity(الإنتاجية). • The awareness (الوعي) today of the costs associated (يرتبط) with poor human resource management Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  5. Human Resource Planning HR planning involves job analysis and forecastingthe demand for and supply of labor. Job Analysis (تحليل الوظائف) an analysis of all of the jobs available with an organization (would decide what types of jobs need to be done to operate the company) Job Description (الوصف الوظيفى) Lists the duties(واجبات) of a job, the working conditions of the job, and the tools, materials, and equipment used to perform(يؤدي) the job Job Specification (مواصفات الوظائف)   Skills, abilities (مهارات وقدرات ،), and education needed to perform (do) the job Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  6. WHY IS THIS INFORMATION IMPORTANT? • A company must know what must be done in a job and its job requirements (متطلبات الوظيفة) in order to select the correct person to perform (do)(يؤدي) the job. • This information is also necessary(اللازمة) to evaluate the employee’s performance(تقييم اداء الموظف) on the job – and to set a fair salary for the job Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  7. Recruiting Human Resources Recruiting (التجنيد) Process of attracting (جذب) qualified persons to apply for open jobs Two Types of Recruiting: • Internal Recruiting • External Recruiting Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  8. INTERNAL(داخلى) RECRUITING • Internal means “inside”. • Internal recruiting means “employing from within (inside) the company”. • An employee who already works for the company in one position would be considered for another position within the company – usually a higher position than the one the employee holds. This is called “promoting (تعزيز) from within” – promoting people who already work for the company. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  9. EXTERNAL(خارجى) RECRUITING • External means “outside”. • External recruiting means “employing from outside the company”. • The company will try to attract (جذب) new people from outside the company to apply for jobs in the company. • How will the company find new employees? Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  10. WAYS TO FINDNEW EMPLOYEES • Advertising in newspapers • Referrals (الإحالات) from present employees • University “Career Day” – meeting new university graduates • “Walk-Ins” or “Cold-Calls” – employing people who either come to the company offices with their CVs or employing people who call or write to the company requesting job interviews • Employment agencies (Abco, Employment Plus, etc – see ad) Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  11. SELECTINGHUMAN RESOURCES • Once a group of applicants(المتقدمين)has been attracted to apply for the job, the next step is to decide which one to hire for the job. • Information must be collected from the applicants which will help the company decide which of them might be successful in the job. • This is called the selection process (عملية الاختيار) – selecting from all of the applicants the ones which have the skills and abilities best suited to the job. • The selection process will usually involve three steps: Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  12. STEP 1:APPLICATION FORMS • The first step in the selection process is to have job applicants complete an application form • The purpose of the application form is to find out if the applicant has the required job-related background and skills (مهارات)to perform the job. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  13. WHAT SHOULD BE ASKED ON THE APPLICATION FORM (نموذج طلب)? The information asked should be job-related • Some personal details such as name, address, phone number, CPR number • Education & Languages Spoken • Previous Work History & Job References Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  14. WHAT SHOULD NOT BE ASKED ON THE APPLICATION FORM? Questions which are notjob-related should not be asked: • Gender • Age • Religion • Nationality In some Western countries, it is against the law to ask questions on these topics as they do not relate to the applicant’s ability to do the job Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  15. STEP 2:EMPLOYMENT TESTS • The second step in the selection process would be to ask the best applicants to take employment tests. • At this step, the person seeking the job changes from being an applicant to being a candidate – the person actually has a chance of getting the job. • The purpose of employment tests is to find out if the candidate has the abilities, skills, or knowledge required to do the job. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  16. TEST CONDITIONS • Of the 40 people who completed application forms, perhaps 15 people will be selected to take employment tests. • When giving employment tests, it is important that all candidates be given the same test directions, allowed the same amount of time to complete the test, and offered the same test environment (lighting, equipment, temperature and noise level in the room, etc). • All candidates must be tested in the same way. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  17. STEP 3:INTERVIEWS(مقابلات) • The third step in the selection process would be to ask the candidates who performed well on the employment tests to come for a personal interview. • The purpose of the interview is tofind out more information about the candidates (المرشحون) and to compare all of the candidates in order to pick the best person for the job. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  18. INTERVIEW CONDITIONS From the 15 people who took employment tests, perhaps 5 people will be called for a personal interview. The employment interview should be structured (منظم): • Questions to be asked should be written in advance • All candidates should be interviewed by the same people • All candidates should be asked the same questions • All candidates should be allowed the same amount of time for the interview Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  19. Training & Development Techniques & Methods • On-the-Job Training: Work‑based training, sometimes informal, done while an employee is in actual work situation • Off-the-Job Training:Training conducted in a control environment away from the work site • Vestibule Training: Worked‑based training conducted in a simulated environment away from the work site (Example: flight simulators for pilots(محاكيات الطيران للطيارين)) Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  20. Evaluating Employee Performance (الأداء) Performance Appraisal (تقييم الاداء) Formal evaluation(تقييم رسمي) of an employee’s job performance (الأداء) in order to determine the degree to which the employee is performing effectively (How good the employee is.) Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  21. The Performance Appraisal Process Manager defines (يعرف)performance standards and expectations (التوقعات) for an employee. (Identify what they expect from employees) Observe (مراقبة) the employee’s performance Compare expectations with actual performance (مقارنة مع توقعات الأداء الفعلي) and meets and discusses them with employee. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  22. Providing Compensation & Benefits Compensation (التعويض) Set of rewards (مكافآت) that organizations provide to individuals in return for their willingness to perform various (مختلف) jobs and tasks Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  23. COMPENSATION AND BENEFITS • A compensation system describes how the employees will be compensated for their labor – what they will be given by the employer in return for their work • “Compensation” can be both money and other benefits • (P 230 / 4th & P 235 / 5th) Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  24. Types of Compensation Wages(الأجور): Compensation in the form of money paid for the time worked. Salary (الراتب): Compensation in the form of money paid for fulfilling the responsibilities (المسؤوليات)of a job.(amount set per month or per year) Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  25. Types of Compensation: Incentive programs Incentive (حافز) Programs: Special compensation program designed to motivate (تحفيز) high performance (money linked to high performance). • Bonus: special payments above salaries for sales jobs. • Merit salary system: special payments above salaries for non-sale jobs. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  26. BENEFITS PROGRAMS • Benefits are compensation offered to workers which is not wages and salaries – something which is notmoney. Examples of benefits are: • Medical health insurance(التأمين الصحي الطبية) plans for private health insurance • Dental health insurance (صحه الاسنان التأمين) plans for private dental insurance • Long-term disability (طويلة الاجل العجز) plans to pay salaries if an employee is ill • Retirement (التقاعد)plans to pay pensions to workers when they retire • Paid time off for vacations and holidays • Buying company stock at discounted prices Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  27. New Challenges in the Changing Workplace Managing Workforce Diversity (التنوع) Range of workers’ attitudes, values, and behaviors that differ by gender, race, and ethnicity Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

  28. Dealing with Organized labor Labor Union (الاتحاد العمالي) Group of individuals working together to achieve shared job related goals such as higher pay, shorter working hours, more job security, greater benefits or better working conditions. Labor Relations (علاقات العمل) Process of dealing with employees who are represented by a union. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

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