HRM

• PRE-HIRE STAGE includes two important HRM practices:• Human Resource Planning (HRP) • Job Analysis
• HIRE STAGE is compromised of these HRM practices:

  • Recruitment • Selection
• POST-HIRE STAGE implements these HRM practices to improve and sustain employee work performance level:• Training and Development•• Appraising and Managing Performance Compensation and Benefits• Safety and Health• Separation
• it helps managers in identifying the right number and type of people they need to execute their overall plan in a predetermined period of time Human Resource Planning (HRP)
• HRM tool used to locate and entice job seekers who are eligible for the job Recruitment
• Choosing the best and most qualified from the pool of applicants. Selection
• Methodical way of collecting, interpreting and storing information about specific jobs

  Job Analysis
• Helps to identify the content of work as well as the worker requirements needed to perform the job.

  Job Analysis
• Done to ensure that there's a match between the qualifications of potential hires and requirements of the job to avoid workforce shortages or surpluses. Human Resource Planning (HRP)
• Can be complicated, especially if the employee gains a regular and permanent employment status. Separation
• Opportunity to learn and acquire additional skills and abilities for the betterment of what they're doing Training
• Pay and benefits received by employees in return for their services. Compensation
• More extensive; it prepares employees for a possible upward step to the corporate ladder. Development
• Assessing employees' present and past performance level.

  Appraising and Managing Performance
• Monetary or non-monetary forms of compensation over and above an employee's pay.

  Benefits
• 4 CURRENT TRENDS IN HR

  • Increasing workplace cultural diversity.• Emphasis on work and family issues.endous growth of part-time and temporary employees.• Dynamic upgrading of technology.
• They perform all HRM activities. (HRP, preparation of job analysis instrument, recruitment, selection) HR Generalist
• More focused on a specific HRM task (task of training and development specialist, recruitment officer, or job analyst), especially in larger companies.

  HR Specialist
• 4 TRADITIONAL SPECIALTY AREAS

  • Training and Development• Employee Compensation and Benefitsoyee Well-Being.• Recruitment and Selection.
• 4 NEW SPECIALTY AREAS• Work and Family Life Programs.• Cross-Cultural Orientation.d Health Care Programs• Diversity Management.
• Determines job vacancy; locates and attracts qualified job candidates; decides recruitment methods to be used; notifies job candidates; meets with job candidates; studies curriculum vitae; prepares for interview sessions; administers employment tests; makes hiring decisions • Recruitment and Selection.
• Writes job description and job specifications; designs job evaluation instruments; conduct market survey for compensation package; constructs pay structure; develops benefits programs. • Employee Compensation and Benefits.
• Prepares training needs assessment; creates instructional programs; implements, validates, and evaluates training program and assess results • Training and Development.
• Creates committee for employee's health and safety; designs health and safety programs; establish a safe and healthy work environment; implements policies on health and safety • Employee Well-Being.
• Develops guidelines for ensuring that discriminatory practices are prevented from occurring and that individuals are given equal chances to employment regardless of age, sex, race, and other classifications • Diversity Management.
• Communicates organizational rituals, norms and practices and distinguishes them with other nations. • Cross-Cultural Orientation.
• Develops and implements family and work life balance such as flexible time, compressed workweek, child care assistance, and other programs that promote work and family life • Work and Family Life Programs.
• Health care expenses continue to affect a company's financial status. In this regard, most companies seek the assistance of experts on managed health care to plan for a better option for its employees • Managed Health Care Programs.
• this is a kind of unlawful discrimination wherein the employer makes a gesture that intentionally and differently treats an individual on the basis of some form of criteria.

  Intentional discrimination or Disparate Treatment
• this is a kind of unlawful discrimination whereby a policy or standard that is work-related gives unequal chances for individuals from various protected group. Unintentional discrimination or Disparate Impact
• refers to the people manning the organization. Personnel