HUMAN RESOURCES
HR Management - all activities + decisions - intended to improve the effectiveness of the human
resources (employees) + business as a whole.
IMPORTANCE AND AIM:
● AIM: bridge the gap between management goals + needs of the - workforce.
● Task - personnel function - manage HR - maximise their potential - thereby enabling the business
- achieve its mission.
● Focus on:
○ Interpretation of employer/employee needs
○ Coordination of management + staff requirements
○ Implementation of various activities of personnel management, like:
■ Manpower planning
■ Recruitment
■ Selection
■ Employment contracts
■ Placement of staff
■ Remuneration + employment benefits
■ Induction
■ Training - staff + skills development
■ Evaluation + retention
HR ACTIVITIES
1. MANPOWER/HUMAN RESOURCE PLANNING:
● Ongoing task - even if there are no current vacancies - HR - always needs a plan B -
emergencies. (employee dies/resigns)
● Rapid growth in a business - creative labour planning - keep up with up to date
requirements.
● The purpose is to determine:
○ How many employees do we need?
○ What skills must they have?
○ When will they be needed?
Sanjana Vinod
, ● The following techniques should be applied to answer those questions:
○ Work-load analysis
○ Done to determine - how many people are needed - in terms of how much work
needs to be done.
○ Job analysis:
○ Systematic method - obtaining relevant info - tasks related to a specific job - to
make certain decisions.
○ It requires:
■ Job is completely + accurately identified
■ All tasks of the job - completely + accurately described
■ The demands the job makes on the workers - analysed
○ Different ways - job analysis can be conducted. (questionnaires, observing them
@ work, interviewing worker + supervisor)
○ The techniques can be used separately/together.
■ Job description:
● Once all info gathered - rewritten - specific format
● Summarises the info - collected through job analysis - manner
that portrays duties, responsibilities + level of authority
● Must state: what must be done, how, why, when + where.
■ Job specification:
● Purpose - specify the min. ability - worker must have -
reference to experience, education + phys. requirements.
● Any other important skills - stated
● It forms the basis - recruiting activity
○ Manning table:
○ Results - previous steps - allows HR manager - construct the table reflecting:
■ No. of people required
■ Skills they must have
○ The Manning table - always part of a Workplace Skills Analysis
○ Determining employee requirements:
○ The Manning table specifies - total no. of employees needed.
○ Recruiting plan - based on - difference between employees needed + current
employees.
*difference between Manning table + recruitment plan - the MT shows position, required employees +
skills. RP shows position, required employees, present employees + no. of people to be recruited.
Sanjana Vinod
HR Management - all activities + decisions - intended to improve the effectiveness of the human
resources (employees) + business as a whole.
IMPORTANCE AND AIM:
● AIM: bridge the gap between management goals + needs of the - workforce.
● Task - personnel function - manage HR - maximise their potential - thereby enabling the business
- achieve its mission.
● Focus on:
○ Interpretation of employer/employee needs
○ Coordination of management + staff requirements
○ Implementation of various activities of personnel management, like:
■ Manpower planning
■ Recruitment
■ Selection
■ Employment contracts
■ Placement of staff
■ Remuneration + employment benefits
■ Induction
■ Training - staff + skills development
■ Evaluation + retention
HR ACTIVITIES
1. MANPOWER/HUMAN RESOURCE PLANNING:
● Ongoing task - even if there are no current vacancies - HR - always needs a plan B -
emergencies. (employee dies/resigns)
● Rapid growth in a business - creative labour planning - keep up with up to date
requirements.
● The purpose is to determine:
○ How many employees do we need?
○ What skills must they have?
○ When will they be needed?
Sanjana Vinod
, ● The following techniques should be applied to answer those questions:
○ Work-load analysis
○ Done to determine - how many people are needed - in terms of how much work
needs to be done.
○ Job analysis:
○ Systematic method - obtaining relevant info - tasks related to a specific job - to
make certain decisions.
○ It requires:
■ Job is completely + accurately identified
■ All tasks of the job - completely + accurately described
■ The demands the job makes on the workers - analysed
○ Different ways - job analysis can be conducted. (questionnaires, observing them
@ work, interviewing worker + supervisor)
○ The techniques can be used separately/together.
■ Job description:
● Once all info gathered - rewritten - specific format
● Summarises the info - collected through job analysis - manner
that portrays duties, responsibilities + level of authority
● Must state: what must be done, how, why, when + where.
■ Job specification:
● Purpose - specify the min. ability - worker must have -
reference to experience, education + phys. requirements.
● Any other important skills - stated
● It forms the basis - recruiting activity
○ Manning table:
○ Results - previous steps - allows HR manager - construct the table reflecting:
■ No. of people required
■ Skills they must have
○ The Manning table - always part of a Workplace Skills Analysis
○ Determining employee requirements:
○ The Manning table specifies - total no. of employees needed.
○ Recruiting plan - based on - difference between employees needed + current
employees.
*difference between Manning table + recruitment plan - the MT shows position, required employees +
skills. RP shows position, required employees, present employees + no. of people to be recruited.
Sanjana Vinod
