Unit-2: human resource management lecture notes (The Concept of Best Fit Employee) P.R.Engineering college

Unit-2: human resource management lecture notes (The Concept of Best Fit Employee) in Human resource management uploaded at P.R.Engineering college

Unit-2: human resource management lecture notes (The Concept of Best Fit Employee) in Human resource management at P.R.Engineering college P.R.Engineering college Staff uploaded in lecturenotes.net

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INTRODUCTION

One of the most challenging problems facing human resource managers is the selection of the right person for hire. There is also a need to identify the correct number of people to be recruited. This in turn depends on the future plans of the organization and the manpower demand and supply conditions. Recruiters must know the knowledge, skills and abilities required of the prospective candidate. These are reflected in the job specification. When the recruitment is based on the job specification, the incumbent is likely to do a good job. The job analysis thoroughly studies the tasks done by current incumbents. This facilitates the development of a job description .The job description tells the new recruit the tasks to be performed. It provides a benchmark for performance evaluation. This evaluation is linked to the pay and other benefits. Only then is it meaningful. How does the organization decide the pay and other benefits for a job incumbent? It is based on the importance of the job to the organization. It is reflected in the job evaluation. All of these activities come under the purview of human resource planning. Let us understand them more clearly.
Learning Objectives
On completing this unit you must be able to:

• Define manpower planning.
• Make assessment of manpower needs.
• Match demand and supply of manpower.
• Know the internal and external sources of manpower.
• Perform a job analysis.
• Differentiate job description, job specification and job evaluation.
• Understand the selection process

HUMAN RESOURCE PLANNING

An organization needs inputs like financial resources (money and credit), physical resources (buildings and machinery), and intellectual resources (people) to achieve the goals. Often, managers underestimate the importance of people for the success of an organization. The people in the organization are the most important resources. Physical resources and money cannot plan and work for success, people can. Organizations are made up of people. People need to be recognized as the organization’s most valuable assets. Organizations do not own people, as it does other resources. Hence, this resource is not given enough attention. Most failures in business however, are because managers have not realized this. In the recent past, across the globe, however, there is a growing interest in people issues. It is understood that the competitive edge of an organization is in its intellectual capital.

To accomplish its goals, the organization requires adequate manpower. The human resources in the organization must be able to ensure the timely completion of operations. Therefore, the organization requires human resource planning. Human resource planning is a key element in human resource management. Human resource planning determines the manpower needed. Human resource planning is the process by which an organization ensures that it has the right number and right kinds of people, at the right places, at the right time. These resources must be capable of effectively and efficiently completing the tasks required in achieving its goals. In the absence of fairly accurate estimation of an organization’s human resource needs, goals may not be achieved.

In most organizations, except for the top management, the rest are unaware of the objectives. Quite often, these objectives are vague.At times they are contradictory and confusing too. In such situations, manpower planning is difficult. It is also possible that human resources required to fill up unexpected vacancies, make replacements created by retirement or to meet new business opportunities, that are in short supply when required. This can overburden existing manpower and slacken accomplishment of objectives.

To prevent such a situation, the organization must undertake manpower planning as a continuous process. It will also facilitate planning for future development of the organization. Through human resource planning, it is possible to assess the current status, the future requirement, forecast demand and supply, and match demand and supply of human resources. All of these will facilitate the growth and development of the organization.
Assessing Current Human Resources

Human resources planning starts with determining the current status of human resources. This is an internal analysis of the manpower available within the organization. It includes an inventory of the people and the skills available. A comprehensive job analysis is mandatory to understand the jobs and the skills required for each.

With the help of computers, it is fairly easy to prepare a human resource inventory. The inputs are obtained from the forms completed by employees. These are verified by the supervisors and the Human resource management department. Typically, the inventory includes a list of names of employees on the rolls, their education, training, prior employment, capabilities, and special skills.

This inventory is useful in determining the skills that are available. It can facilitate undertaking new opportunities by the organization. Planning for expansion and developing alternate strategies is also possible. This inventory is also useful in other activities such as selection, training and executive development, transfers, promotions, career planning and management.

The human resource inventory provides crucial information for identifying current and future manpower problems. The impact of these on the organization’s ability to perform can be assessed. Thereby, the organization can prepare itself. For example, when competitors computerize their service delivery, there is a need for the organization to do so. Without which the speed and efficiency of service delivery is affected.
  
Customers may switch over to the competitor. If there are only older employees on the rolls, they may not be aware of computerized process. They are obsolete and therefore need to be retrained or replaced. This information facilitates identifying employees who are obsolete and need to be trained. Steps need to be initiated to replace employees who refuse training and those who fail to accomplish a certain level of competence.

A start point for identifying manpower is to first understand what are all the jobs available in the organization and the knowledge, skills and abilities required for each . This is possible through a good job analysis. Let us see what it is?

Job Analysis

Job analysis defines clearly the jobs within the organization. The behavior needed to perform these jobs is also identified. Job analysis obtains information about all jobs in the organization. This information is used to develop job descriptions, job specifications and to conduct job evaluation. These are useful to identify individuals suitable for recruitment. It also provides information about training needs of employees. It is valuable for performance appraisal, career development and compensation administration. A good job analysis provides up-to-date, accurate information on the tasks, duties, scope and position of employees. Besides a general understanding of jobs and careers, information on the job element i.e. the smallest unit of work is essential for a good job analysis.

Information required for job analysis may be obtained by using any of these methods:

Q Observation method

The superior usually observes the jobs of his subordinates. These observations are recorded. At times, the organization may prefer to use the services of a consultant. Either way, caution must be exercised not to disturb the employee on his job. It is also important that the person does not know he is being observed. Otherwise, the employee may change the way he behaves and performs on the job. This in turn will mislead the observer. The records created will be inaccurate. It will not serve the purpose of job analysis.

Q Diary method

Often, employees maintain a record in their diaries of work done by t

Title:
Unit-2: human resource management lecture notes (The Concept of Best Fit Employee)

Subject:
Human resource management

Institute:
P.R.Engineering college

Unit-2: human resource management lecture notes (The Concept of Best Fit Employee) P.R.Engineering college

Unit-2: human resource management lecture notes (The Concept of Best Fit Employee) in Human resource management uploaded at P.R.Engineering college

Summary / document preview text:

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