process of

attracting-recruitment and selection, HR planning

developing-orientation, training and development and performance management

maintaining-work life balance, career development, compensation and benefits, labour management relations

a high quality workforce

• human resource planning-analysing staffing needs and how to best fill them
• recruiting techniques-activites designed to attract a qualified pool of job applicants
• selection techniques-choosing individuals to hire from a pool of qualified job applicants

1. advertisement of a job vacancy
2. preliminary contact with potential job candidates
3. intial screening to create a pool of qualified applicants

internal-seeks job applicants from inside the organisation-less expensive and deals with persons whose performance records are well known, builds loyalty

external-seeks job applicants from outside the organisation-fresh perspectives, expertise and work experience

analysing staffing needs and how to fill them

job analysis-what is done in a job and why

job description-details of duties and responsibilities of a job holder

job specifications-list the qualifications required of a job holder

• applications-background and qualifications
• interviews-job applicant and potential empoyer can learn a lot about one another
• employment tests-IQ, personality, assessment centre-simulated work situations, work sampling-applicants evaluated while performing actual work tasks
• reference and background checks
• physical examinations-health checks

• orientation and socialisation
• training and development
• performance management

orientation is a set of activities designed to familiarise new employees with their jobs, co workers etc

socialisation is a process that helps new members learn an adapt to the ways of the organisation

weak orientation causes socialisation to take place informally and causes people to learn the wrong things and pick up bad attitudes

training provides learning opportunities to acquire and improve job related skills

on the job training

• job rotation-switch tasks and learn multiple jobs
• coaching-experienced gives advice to less experienced
• mentoring-early career to more senior
• modelling-using personal behaviour to demonstrate performance expected of others

off the job

• management development-is training to improve knowledge and skills in the management process
• beginner-team leadership and communication
• middle-understand multifunctional viewpoints
• top-decision making and negotiating skills sharpening

a performance management system sets standards, assesses results and plan for performance improvements

performance appraisal is the process of formally evaluating perforance and providing feedback to a job holder

performance appraisal purposes

• evaluation-measures past performance against standards
• development-focuses on future performance-goals and obstacles

performance appraisal methods

• graphic rating scale-traits to evaluate performance
• behaviourally anchored rating scale-specific descriptions of actual behaviours to rate performance
• critical incident technique-keep log of effective and ineffective job behaviours
• multiperson comparison
• 360 feedback-everyone involved in the appraisal process

• flexibility
• work life balance
• compensation and benefits
• labour management relations
• retention
• turnover

balancing career demands with personal and family needs

flexible work hours, flexible work locations, flexbile time off, on site day care

• Merit pay system
• bonuses and profit sharing plans
• stock ownership and stock options
• fringe benefits

awards pay increases in proportion to performance contributions or how well you perform

a good merit raise is a positive signal for high performers and a negative signal for low performers-encouraging both to work hard in the future

• bonus-plans provide one time lump sum payment to employees who meet specific performance targets or make an extraordinary contribution
• profit sharing distributes to employees a proportion of net profits earned by the organisation
• gain sharing-employees share in cost savings or productivity gains

stock ownership-accumulating stock and developing a sense of ownership, motivate employees to work hard-sometimes purchase at discounted rates-idea to creat wealth

stock options give the right to purchase shares at a fixed price in the future

fringe benefits are non monetary forms of compensation such as health insurance and retirement plans

flexible benefits programmes allow employees to choose from a range of benefit options

family friendly benefits help employees achieve better work life balance-child care, parental leave, flexible schedules

employee assistance programmes help employees cope with personal stresses and problems-substance abuse, counselling for family and marital problems

retention

turnover-offering early retirement incentive programmes-opportunities to lower payroll costs by replacing higher wage workers with less expensive newer hires with new or different skills

termination-get rid of those who are not performing or violated policies

labour unions are organisations that deals with employers on the workers' collective behalf

negotiate labour contracts with empoyers on workers' behalf

collective bargaining-process of negotiating, administering and interpreting a labour contract