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Prof. Dr. Jamel Choukir

Fundamentals of Human Resource Management Noe,R.A.; Hollenbeck, J.R.; Gehart, B. and Wright, P.M. (2016). Prof. Dr. Jamel Choukir. Features. What do I need to know ? Assurance of learning HR Oops! Examples of HR departments have fallen short Best practices

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Prof. Dr. Jamel Choukir

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  1. Fundamentals of Human Resource ManagementNoe,R.A.; Hollenbeck, J.R.; Gehart, B. and Wright, P.M. (2016) Prof. Dr. Jamel Choukir MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  2. Features What do I need to know? • Assurance of learning HR Oops! • Examples of HR departments have fallen short Best practices • Examples of HR departments are working well HR how to • Specific step to create HRM programs Did you know Interesting statistics related to the topics MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  3. Chapter1: Managing Human Resources • “ A job with a lot of meaning” • HR function: finding great people and creating the conditions that enable those people to help a company succeed in its mission. • Many companies refer to HRM as involving “people practices”. • HRM practices include: HRM Chain, from Analysis and design of work ….to employees relations in order to reach company performance. • The impact of HRM on organizational performance, Quality, Profitability and Customer satisfaction passed throughout ( different types of human capital such as training, experience, competencies, and Behavior of Human Capital such as motivation and effort). MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  4. HR legitimacy To play effective role HR needs to be: • Valuable, high quality employees provide a needed service as they perform many critical functions; • Rare in the sense that a person with high levels of the needed skills and knowledge is not common; • Cannot be imitated, • Have no good substitutes. These qualities imply that HR have an added value. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  5. HR and Company Performance These different conception of HR reflected different paradigms regarding to several norms such as (position od HR department, activities and practices, Manager profile, see Paradigms Summary ). • HR as expense, scope on administration. • HR as a Resource, focus on Human Capital • HR as source, focus on added value, MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  6. Responsibilities of HR Departments • Functions and responsibilities • Responsibilities of HR Departments in western countries: Analyzing and Designing Jobs; Recruiting and Hiring Employees; Training Developing Employees; Managing Performance; Planning and Administering Pay and Benefits; Maintaining Positive Employee Relations; Establishing and administering Personnel Policies; Managing and Using Human Resource Data, Ensuring Compliance with Labor Law; Supporting the Organization s Strategy (sustainability, stakeholders). • Responsibilities of HR Departments in KSA MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  7. Skills of HRM Professionals • HR success competencies: relationship management ethical practice …to communication. • Members of the HR department need to be: credible, cultural and change steward; talent manager / organizational designer, strategic architect, Business allies, and operational executors. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  8. HR Responsibilities of Supervisors Common area of involvement: • Help define jobs, forecast HR needs, provide training; Interview and select candidates; Motivate with support from pay, benefits, and other rewards; communicate policies; recommend pay increases and promotions, and appraise performance. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  9. Ethics in HRM • Employees Rights: right of free consent; Right of privacy; Right of freedom of conscience; Right of freedom of speech, and Right to due process. Standards for ethical Behavior based on three components: • Greatest good for greatest number; • Fair and equitable; • Respect for basis human rights. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  10. Career in HRM • The vast majority of HRM professionals profile have a college degree, and many also have completed postgraduate work. • Some professionals have degrees in the social sciences (economics or psychology), the humanities, and law programs. • The credibility of professionals in HR depends on his capability to speak the same language as people in the other business functions. • Some HRM professionals have a professional certification in HRM, but many more are members of professional associations. • Society for HRM is the World s largest HRM association , with more than 250000 professional and student members throughout the world (www.shrm.org.). • What is about KSA HRMP ??? MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  11. Evaluation • First assignment: Based on a sample of ten Saudi companies (selected from Saudi stock market) define the main responsibilities of HR departments. • Second assignment: What are the main of the top qualities Saudi employers look for in employees? • Third collective assignment: Writing Effective HR policies for a small of Saudi companies. • Fourth assignment: How can HRM contributes to a company’s success? • Fifth assignment: What are the main features and specifities of HR in Saudi Small Business • Quiz 001-650 MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  12. Chapter 2: Trends in Human Resource Management Main outcomes: • Describe; • Explain how; • Discuss. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  13. 1-Change in the labor Force: internal and external labor force • An Aging workforce • A diverse Workforce • Skill Deficiencies of the Workforce MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  14. Generations: Workplaces brings together employee representing three or four generations: • Salient generation born between 1925 and 1945 • Baby boomers born between 1946 and 1964 • Generation X born between 1965 and 1980 tend to be pragmatic and cynical and have well developed self-management skills. • Generation Y born between 1981 to 1995, called millennials, comfortable with the latest IT, and they want to be noticed, respected, and involved. • Z Generation??? MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  15. 2-High-Performance Work Systems • Knowledge Workers • Employee Empowerment • Teamwork MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  16. 3- Focus on Strategy Focus on Strategy: mergers, acquisitions, and restructuring Control cost: Downsizing, Reengineering, and Outsourcing Expanding into Global Markets: The Global Workforce and international Assignments MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  17. 4-Technological Change Human Resource Information System (HRIS) Electronic Human Resource Management (e-HRM) Sharing of Human Resource Information MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  18. 5-Change in the Employment Relationship • A Psychological Contract • Declining Union Membership • Flexibility: Flexible Staffing levels (independent contractors, On-call workers, temporary workers, and contract company workers) and flexible work schedules. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  19. Synthesis: How does each of the following labor trends affect HRM in KSA : • Youth of the labor force • Diversity of the labor force • Skill deficiencies of the labor force • Question: Do you think that outsourcing would be hard on Saudi employees in telecommunications companies? Why or Why not? MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  20. Chapter 3:Providing Equal Employment Opportunity and a Safe Workplace • Regulation of Human Resources Management • Equal Employment Opportunity (EEO): Major Laws and Regulations • The Government’s Role in Providing for Equal Employment Opportunity: Equal Employment Opportunity Commission (EEOC); Office of Federal Contract Compliance Programs (OFCCP). • Businesses’Role in Equal Employment Opportunity: Avoiding Discrimination (disparate Treatment, Disparate Impact); EEO Policy (Affirmative Action and Reverse Discrimination); Providing Reasonable Accommodation; Preventing Sexual Harassment; and Valuing Diversity. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  21. Occupational Safety and Health Act (OSHA) Occupational Safety and Health Act (OSHA): • General and Specific Duties, • Enforcement of the OSH Act • Employee Rights and Responsibilities • Impact of the OSH Act MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  22. Employer-Sponsored Safety and Health Programs A safety program has three primary components: • Identifying and Communicating Job Hazards ( job hazard analysis technique, technic of operations review (TOR); • Reinforcing Safe Practices; • Promoting Safety Internationally. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  23. Chapter 4: Analyzing Work and Designing Jobs • Work flow and organizational structure • Job analysis (Job descriptions and Job specifications) • Job design (designing efficient Jobs, designing Jobs that motivate, Designing Ergonomic Jobs, MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  24. Work Flow in Organizations • Work Flow Analysis (Raw inputs, Activity and Output) • Raw inputs: What materials, Data, and information are needed? What special equipment facilities, and systems are needed? What knowledge, skills, and abilities are needed by those performing the tasks? • Activity: What tasks are required in the production of the output? • Output: What product, information, or service is provided? How is the output measured? • Work Flow Design and an Organizational’s Structure • Structure organization Kind MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  25. Job Analysis • Job descriptions: TDRs • Job Specifications: KSAOs • Difference between Job descriptions and Job specifications MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  26. Sources of information for Job Analysis • Incumbents’ information • Observers information such as the supervisors • The government through the US Department of Labor • Position Analysis Questionnaire : (a standardized job analysis questionnaire contained 194 items covering works behaviors, work conditions, and job characteristics. • Fleishman Job Analysis (Job incumbents) 52 categories of abilities from written comprehension to originality. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  27. Importance of Job Analysis • Work redesign • Human resource planning • Selection • Training • Performance Appraisal • Career planning • Job evaluation MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  28. Competency Models • A competency is an area of personal capability that enables employees to perform their work successfully. • A competency model identifies and describes all the competencies required for success in particular occupation or set of jobs. • Example of Competencies and Competency Model • Project manager competencies (Organizational & Planning Skills; Communication, and Financial & Quantitative Skills) and, Proficiency ratings (below expectations, meets expectations and exceeds expectations). MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  29. Trends in Job Analysis • Job Analysis in context of the organizational structure and strategy • Balance the need for flexibility with the need for legal documentation MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  30. Job Design • Some situations such as improving quality or efficiency impose to organization to review work units and processes and how jobs are designed. • Approaches to Job Design:Design for Efficiency; Design for Jobs that Motivate; Design for Safety and Health (Ergonomics), and Design Jobs that meet Mental Capabilities and Limitations. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  31. Designing Efficient Jobs • Traditional method seeks the “one best way” called industrial engineering approach MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  32. Designing Jobs that Motivate Hackman and Oldham Model describes jobs in terms of five characteristics: • Skill variety; • Task identity; • Task significance; • Autonomy; • Feedback. The more of each of these characteristics a job has, the more motivating the job will be. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  33. Motivation Mechanisms • Job enlargement (add new goals or ask fewer workers to accomplish work that had been spread among more people); • Job Enrichment (empowering workers by adding more decision making authority to their jobs, comes from the work of Frederick Herzberg. • Self-Managing Work Teams (empowering employees by designing work to be done by self-making work teams. • Flexible Work Schedules (flextime: policy in which full-time employees may choose starting and ending times within guidelines specified by the organization, Job sharing: is a work option in which two- part time employees carry out the tasks associated with a single job, ) • Telework (flexibility can extend to work locations as well as work schedules). MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  34. Designing Ergonomic Jobs • Ergonomic is an interface between individuals’ physiology and the characteristics of the physical work environment. • The objective of Ergonomic is to minimize physical strain on the worker by structuring the physical work environment around the human body works. • The Ergonomic focuses on outcomes such reducing physical fatigue, aches and pains, and health complaints. • The Occupational Safety and Health Administration has a “four-pronged” strategy for encouraging ergonomic Job design: guidelines rather than regulations; employer duty to protect workers from hazards; OSHA advices, and establishing a National Advisory Committee on Ergonomics to define needs for further research. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  35. Designing Jobs that Meet Mental Capabilities and Limitations • The mind has capabilities and limitations too. • There are several ways to simplify a Job’s mental demand: adequate lighting, easy-to understand gauges and displays, simple-to-operate equipment, and clear instructions. • The cell phone, handheld computer, and e-mail or tweets are distracting the employees from their primary tasks. • Employers can design jobs that empower workers to mange their time-for example, allowing them to schedule blocks of time when the concentrate on work and do not answer phone calls, emails, or text messages. • This tactic could reduce the errors due to the overdose of information which could reduce memorization capabilities. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  36. Reflection, thinking mind • According to different HR topics treated until now, what could be a an interested HR issue needed investigation and explanation in KSA companies??? MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  37. Chapter 5 Planning for Recruiting Human Resources • The process of HR Planning • Recruiting HR MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  38. The process of HR Planning The HRP consist of three stages: • Forecasting, goal setting and strategic planning; • Program implementation; • Evaluation. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  39. Forecasting, goal setting and strategic planning The primary goal is to predict which area of the organization will experience labor shortages or surpluses. • Forecasting the Demand for Labor (trend analysis by using leading indicators) • Determining labor Supply: how many people are currently in various job categories or have specific skills within the organization (by using transitional matrix). • Determining labor Surplus or shortage. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  40. The second step in HRP The second step in HRP is goal setting and strategic planning. Several strategies are possible regarding of the organization features such as: • Downsizing; • Reducing Hours; • Early-Retirement Programs; • Employment Temporary and Contract Workers, (employee or Contractor); • Outsourcing; • Overtime and Expanded Hours. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  41. The third step in HRP Implementing and Evaluating The HR Plan: checking whether the Organization has succeed in avoiding labor shortages or surpluses. • Applying HR Planning to Affirmative Action; monitoring the proportion of employees who are members of various protected groups. • This step in a workforce utilization review are identical to the step in the HR planning process that were shown in Figure 5.1. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  42. Recruiting HR All companies have to make decision in three areas: • Recruiting personnel policies; • Recruitment sources; • Characteristics and behavior of the recruiter MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  43. Personnel Policies Several personnel policies are especially relevant to recruitment: • Internal versus External recruiting; • Lead-the-market pay strategies; • Employment-at-will policies; • Image Advertising (favorable impression of the organization). MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  44. Recruitment sources Each of the major sources (internal or and external) from which organizations draw recruits has advantages and disadvantages. • Internal sources: organizations recruit existing employees through job posting, or communicating information about vacancy on company bulletin boards, on corporate intranet and anywhere else. • As example: Intercontinental is filling 84% of general manger positions and 26% of corporate jobs with current employees. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  45. External Sources Despite the advantages of internal recruitment, organizations often have good reasons to recruit externally by: • Direct Applicants and Referrals; • Electronic Recruiting; • Advertisements in Newspapers and Magazines; • Public Employment Agencies; • Private Employment Agencies; • Colleges and Universities. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  46. Evaluating the Quality of a source • It is wise for employers to monitor the quality of all their recruitment sources. One way to do this is to develop and compare yield ratios for each source and to use cost per hire (divide the cost by number of people hired to fill vacancy jobs). • Example page 156 Table 5.3 MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  47. Recruiter Traits and Behaviors • Characteristics of the recruiter (specialist in HR or experts at particular jobs). • Behavior of the recruiter ( realistic, unrealistic, ). • Enhancing the recruiter’s impact (training, timely feedback, avoid offensive behavior, team rather than individual recruiters). MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  48. Quiz and Assignements • Quiz 003-650 • Assignment: what do you think about these HR strategies for addressing a Labor Shortage or Surplus? Which one are the most appropriate to Saudi companies? (done. March 2017). • Assignment: suppose a new local bank or tele-communications company have brought you in to advise on how it can gain a competitive over others banks and companies in the community. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  49. Chapter 6 Selecting Employees and placing them in Jobs • Selection process • Selection methods • Selection decision MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

  50. Selection process • The process of selecting employees varies considerably from organization to organization and from job to job. However, selection includes several steps: Screening applications and Resumes; Testing Reviewing work samples, Interviewing Candidates; Checking References and background , and Making Selection. MBA-HRM course, CEAS-IMSIU, second term, Feb. 2017

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