CSC 350 Learning Management Systems COMSATS Institute of

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CSC 350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus)

CSC 350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus)

Lecture # 10 Human Resource Management 2

Lecture # 10 Human Resource Management 2

Review of the Previous Lecture 1. Responsibility and its relationship with job description 2.

Review of the Previous Lecture 1. Responsibility and its relationship with job description 2. Dividing job activities of individuals 3. Benefits of clarifying the job activities 4. Importance of authority within an organization 5. How to delegate 6. Advantages and disadvantages of centralization and decentralization

Topics of Discussion 1. Finding appropriate human resources 2. Relationship among recruitment efforts, an

Topics of Discussion 1. Finding appropriate human resources 2. Relationship among recruitment efforts, an open position, sources of human resources, and the law 3. Use of tests and assessment centers in employee selection 4. How the training process operates 5. Performance appraisals and how best they can be conducted

DEFINING APPROPRIATE HUMAN RESOURCES • Appropriate Human Resources – Individuals within the organization who

DEFINING APPROPRIATE HUMAN RESOURCES • Appropriate Human Resources – Individuals within the organization who DO make valuable contributions to the organization’s goal attainment • Inappropriate Human Resources – Individuals within the organization who do NOT make valuable contributions to the organization's goal attainment

Human Resource Process

Human Resource Process

RECRUITMENT • Attracting and screening the supply of prospective human resources available to fill

RECRUITMENT • Attracting and screening the supply of prospective human resources available to fill a position • Managers must: – Be aware of job they are trying to fill – Stay abreast of recruiting trends – Identify where appropriate human resources are located

Knowing the Job

Knowing the Job

Sources of Human Resources • Sources Inside the Organization – Pool of employees within

Sources of Human Resources • Sources Inside the Organization – Pool of employees within the organization – Increases morale as employees see opportunities for growth • Sources Outside the Organization – Competitors – Employment Agencies – Readers of Certain Publications – Educational Institutions

Management Inventory Card

Management Inventory Card

Position Replacement Form

Position Replacement Form

Management Manpower Replacement Chart

Management Manpower Replacement Chart

Knowing the Laws • • • Civil Rights Act of 1964 Pregnancy Discrimination Act

Knowing the Laws • • • Civil Rights Act of 1964 Pregnancy Discrimination Act Age Discrimination in Employment Act Americans with Disabilities Act Affirmative Action

Selection Process

Selection Process

Selection Tools • Testing – Aptitude Tests – Achievement Tests – Vocational Interest Tests

Selection Tools • Testing – Aptitude Tests – Achievement Tests – Vocational Interest Tests – Personality Tests • Assessment Centers

TRAINING • Developing qualities in human resources to enable them to be more productive

TRAINING • Developing qualities in human resources to enable them to be more productive • Purpose is to increase employee productivity

Types of Training

Types of Training

Training Process Steps

Training Process Steps

Determining Training Needs & Program • Evaluate production process within the organization • Get

Determining Training Needs & Program • Evaluate production process within the organization • Get direct feedback from employees • Look into the future • Assemble facts and activities that will meet training needs

Administering Training Program • Training Techniques: – Lectures – Programmed Learning – On-the-Job Skills

Administering Training Program • Training Techniques: – Lectures – Programmed Learning – On-the-Job Skills – Classroom

Evaluating Training Program • Training involves a considerable investment and therefore it is essential

Evaluating Training Program • Training involves a considerable investment and therefore it is essential the training provide what is needed and the training received can be used by participants in their jobs upon returning to their workplace

PERFORMANCE APPRAISAL • Review employee past productive activities to evaluate contributions they have made

PERFORMANCE APPRAISAL • Review employee past productive activities to evaluate contributions they have made toward attaining management system objectives • Provide feedback to employees about their productivity and quality

Methods of Performance Appraisal

Methods of Performance Appraisal

Why Use Performance Appraisals? Douglas Mc. Gregor wrote: • Provides systematic judgments to support

Why Use Performance Appraisals? Douglas Mc. Gregor wrote: • Provides systematic judgments to support salary increases, promotions, transfers, demotions, and/or terminations • Tells subordinates how they are doing and suggests needed changes in behavior • Coaches and counsels individual employees

Handling Performance Appraisals • Should focus on employee performance and how they have helped

Handling Performance Appraisals • Should focus on employee performance and how they have helped attain goals • Should focus on how well employee is doing their job without any personal bias • Should be acceptable to both evaluator and employee • Should improve employee productivity

Performance Appraisal Weaknesses • • • Short-term rewards Reward-Punishment process Paperwork Unfair or biased

Performance Appraisal Weaknesses • • • Short-term rewards Reward-Punishment process Paperwork Unfair or biased process Negative responses from employee

Thank You 27

Thank You 27