Transcript What is Human Relations?

CHAPTER 10
Human Resource
Management and Labor
Relations
Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall
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The Foundations of Human
Resource Management (HRM)
Human Resource Management
(HRM) (‫)ادارة الموارد البشرية‬
Set of organizational activities
directed at attracting, developing, and
maintaining ( ‫ والحفاظ على‬، ‫ والنامية‬، ‫)جذب‬
an effective workforce
Reference: Ebert & Griffin (2007).
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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 الناس‬to
the company
Good HR develops the skills (‫)تطوير المهارات‬of
existing employees
Good HR trains new employees
Good HR helps to keep (maintain) employees
working in the company
Good HR improves productivity ( ‫تحسين‬
‫)االنتاجية‬as employees
stay with the company
Reference: Ebert & Griffin (2007).
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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(‫ )االعتراف‬that HR is important
to productivity(‫)اإلنتاجية‬.
– The awareness (‫ )الوعي‬today of the costs
associated (‫ )يرتبط‬with poor human resource
management
Reference: Ebert & Griffin (2007).
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Human Resource Planning
HR planning involves job analysis and forecasting the
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(‫ )واجبات‬of a job, the working
conditions of the job, and the tools, materials, and
equipment used to perform(‫ )يؤدي‬the job
Job Specification (‫)مواصفات الوظائف‬
& Griffin
Skills, abilities (،Reference:
‫وقدرات‬Ebert
‫مهارات‬
),(2007).
and education
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needed to perform
(do) the job
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WHY IS THIS
INFORMATION IMPORTANT?
A company must know what must be done in a
job and its job requirements (‫ )متطلبات الوظيفة‬in
order to select the correct person to perform
(do)(‫ )يؤدي‬the job.
This information is also necessary(‫ )الالزمة‬to
evaluate the employee’s performance( ‫تقييم اداء‬
‫ )الموظف‬on the job – and to set a fair salary for
the job
Reference: Ebert & Griffin (2007).
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Recruiting Human Resources
Recruiting (‫)التجنيد‬
Process of attracting (‫)جذب‬
qualified persons to apply for
open jobs
Two Types of Recruiting:
1. Internal Recruiting
2. External Recruiting
Reference: Ebert & Griffin (2007).
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INTERNAL(‫ )داخلى‬RECRUITING
 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).
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EXTERNAL(‫ )خارجى‬RECRUITING
External means “outside”.
External recruiting means “employing from
outside the company”.
The company will try to attract (‫ )جذب‬new people
from outside the company to apply for jobs
in the company.
How will the company find new employees?
Reference: Ebert & Griffin (2007).
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WAYS TO FIND
NEW EMPLOYEES
 Advertising in newspapers
 Referrals (‫ )اإلحاالت‬from 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).
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SELECTING
HUMAN RESOURCES
 Once a group of applicants(‫)المتقدمين‬has 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 االختيار‬
selecting from all of the applicants the ones which have
the skills and abilities best suited to the job.
Reference: Ebert & Griffin (2007).
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• The selection process
usually
involve three steps:
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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
(‫)مهارات‬to perform the job.
Reference: Ebert & Griffin (2007).
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WHAT SHOULD BE ASKED ON
THE APPLICATION FORM ( ‫نموذج‬
‫?)طلب‬
The information asked should be jobrelated
Some personal details such as name,
address, phone number, CPR number
Education & Languages Spoken
Previous Work History & Job References
Reference: Ebert & Griffin (2007).
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WHAT SHOULD NOT BE ASKED
ON THE APPLICATION FORM?
Questions which are not job-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).
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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).
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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.
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STEP 3:
INTERVIEWS
(‫)مقابالت‬
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 to find 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).
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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).
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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).
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Evaluating Employee
Performance (‫)األداء‬
Performance Appraisal (‫)تقييم االداء‬
Formal evaluation(‫ )تقييم رسمي‬of an
employee’s job performance (‫ )األداء‬in
order to determine the degree to which
the employee is performing effectively
(How good the employee is.)
Reference: Ebert & Griffin (2007).
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The Performance Appraisal
Process
Manager defines (‫)يعرف‬performance
standards and expectations (‫ )التوقعات‬for an
employee. (Identify what they expect from
employees)
Observe (‫ )مراقبة‬the employee’s performance
Compare expectations with actual
performance (‫الفعلي‬
‫األداء‬
‫توقعات‬
Reference:
Ebert & Griffin
(2007).‫ )مقارنة مع‬and
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meets and discusses
them with employee.
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Providing Compensation &
Benefits
Compensation (‫)التعويض‬
Set of rewards (‫ )مكافآت‬that
organizations provide to individuals
in return for their willingness to
perform various (‫ )مختلف‬jobs and
tasks
Reference: Ebert & Griffin (2007).
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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).
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Types of Compensation
Wages(‫)األجور‬: Compensation in the
form of money paid for the time
worked.
Salary (‫)الراتب‬: Compensation in the
form of money paid for fulfilling the
responsibilities (‫)المسؤوليات‬of a job.
(amount set per month or per year)
Reference: Ebert & Griffin (2007).
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Types of Compensation:
Incentive programs
Incentive (‫ )حافز‬Programs:
Special compensation program
designed to motivate (‫ )تحفيز‬high
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).
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BENEFITS PROGRAMS
• Benefits are compensation offered to workers which is
not wages and salaries – something which is not
money.
Examples of benefits are:
 Medical health insurance(‫ )التأمين الصحي الطبية‬plans for
private health insurance
 Dental health insurance (‫ )صحه االسنان التأمين‬plans for
private dental insurance
 Long-term disability (‫ )طويلة االجل العجز‬plans to pay
salaries if an employee is ill
 Retirement (‫)التقاعد‬plans 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).
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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).
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Dealing with Organized
labor
Labor Union (‫)االتحاد 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 (‫)عالقات العمل‬
Process of dealing with employees who are
represented by a union.
Reference: Ebert & Griffin (2007).
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