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MGT 301 - Class 2

The document provides an overview of Human Resource Management (HRM), detailing the roles of various HR officers and the importance of strategic HRM in adapting to changing environments such as globalization and technological advancements. It also discusses job analysis, its purpose, and how the information gathered is utilized for job descriptions, recruitment, compensation, and legal compliance. Overall, it emphasizes the need for measurable HR performance and shared responsibility among all managers in the organization.

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Alvi Kabir
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5 views15 pages

MGT 301 - Class 2

The document provides an overview of Human Resource Management (HRM), detailing the roles of various HR officers and the importance of strategic HRM in adapting to changing environments such as globalization and technological advancements. It also discusses job analysis, its purpose, and how the information gathered is utilized for job descriptions, recruitment, compensation, and legal compliance. Overall, it emphasizes the need for measurable HR performance and shared responsibility among all managers in the organization.

Uploaded by

Alvi Kabir
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MGT 301

Class 2:
Chapter 1
Introduction to Human Resource Management

FEIHAN AHSAN
BRAC University
Sep 17th , 2013
Types of HR Officers

• Recruiters- Search for qualified job applicants

• Human Resource development Specialists- managing employee-development


activities in an integrated manner

• Job Analysts- Collect and examine information about jobs to prepare job descriptions

• Compensation Managers- Develop compensation plans and handle the employee


benefits program

• Training Specialists- Plan, organize and direct training activities

• Employment/Industrial Relations Specialists- Advise management on all aspects of


union-management relations.

• Employee Welfare officers- Handle welfare activities in factories, as required by law.


The Changing Environment of HRM

• The environment in which HR operates is changing, because of:-


• Increased Globalization- more and more companies are operating on a
global scale, therefore there is pressure to make the workforce more
productive and reduce labour costs in relation to competitors.

• Technological Advancement- Everything is becoming automated, so the


people have to be trained to use the technology.

• More Service-oriented jobs- as jobs become more and more service


oriented, the focus on customer care and service delivery increases.
Hence, HR has to maintain this service orientation.

• All this requires a need for Strategic HRM


Strategic Human Resource Management

• Strategic HRM means formulating and executing human resource policies


and practices that produce the output the company needs to achieve its
long-term objectives

• So, Strategic HRM helps the company to achieve it’s overall long-term
objectives (it’s vision and mission)

• To do this, HR has to work together with the other departments and


formulate the best strategy for the firm given the current resources at hand

• Strategic HRM sees HRM as part of a master plan for the firm, along with
Finance, Marketing and the other departments, all working together to
maximize profits in the current market situation

• Ex- The ‘excellent’ employee who has to be fired, or the ‘poor’ employee
Core Themes in HRM
• Shared HR Responsibility
• HRM is the responsibility of every manager, not just the HR dept. Because every business decision
involves people

• HR Performance has to be Measurable


• HR managers have to validate their decisions in measurable terms. Ex- How much will this new
employee save the company

• Strategic Implications
• HR decisions have to be strategic, meaning they must give the firm a significant competitive
advantage over rivals and achieve long-term objectives

• Improving Technology
• HR is getting more and more dependent on information technology. Ex- HR managers now use
HRIS (Human Resource Information System) to handle administrative tasks.

• Legal Implications
• Almost every HR decision has legal implications. Thus, a HR manager has to be fully aware of the
law. Ex- Making employees work overtime may be productive, but it is against the law if not given
MGT 301
Class 2:
Chapter 4
Job Analysis

FEIHAN AHSAN
BRAC University
Sep 17th , 2013
What is Job Analysis?
• Job Analysis is a survey to find out what are the
activities involved in the job and what kind of person
would be a best fit for the job
• It is done because one of the duties of the HR Dept
is: finding the right person for the job
• Two general types of information are obtained from
job analysis:-
• Information about the work (ex. Duties and responsibilities,
time required for completion, sequence and order of task
etc.)
• Information about the person who will do the work
(Patient, detail-oriented, friendly etc.)
However, More types of
Information can be collected
• Information about:-
• Work activities- How, why and when the tasks are
performed
• Human behaviors- Sitting, standing or use of strength

© 2005 Prentice Hall Inc. All r


• Machines, tools, equipment, and work aids- what type of
machines, equipments have to handle on the job etc.
• Performance standards- units to be produced per day, <5

ights reserved.
mistakes an hour etc.
• Job context- How many people have to interact with, or
manage. Working conditions (hot, cold, fast-paced etc.)
• Human requirements- Personality, attitudes, patience, 4–9
friendliness etc.
Uses of Job Analysis Information
• Job Analysis information is used for several
purposes:-
• Making Job Description- a job description is a list of the
duties and responsibilities of a job

© 2005 Prentice Hall Inc. All r


• Making Job Specification- a job (or person) specification is
a list of personal characteristics or emotional requirements
for a job

ights reserved.
• Recruitment and Selection- Since job analysis gives us the
duties and responsibilities of a job as well as the person
who can best do them, we can use this information to
select and hire potential candidates 4–11
Uses of Job Analysis Information
(Contd.)
• Compensation- When we are clear about the
duties and responsibilities of a job and the personal
qualities required, we can then establish a pay scale
for that job
• Performance Appraisal- Since performance
standards are discovered through job analysis, we
can use this to evaluate employees performance
• Training- Knowing about the duties and
responsibilities of a job also lets us know what kind
of training is required for the job
Uses of Job Analysis Information
(Contd.)
• Clarifying “confusing” or shared tasks-
When all the duties of a job are known, there is no
confusion as to who will do what. So left-out tasks
can be clearly identified
• Legal Compliance- Sometimes it is
required by law to have a job description for
each job (EEO law in USA)- which in turn
requires a job analysis
Uses of Job Analysis Information

© 2005 Prentice Hall Inc. All r


ights reserved.
4–14
Figure 4–1
Thank You!

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