14/11/1436 johali 1 kingdom of saudi arabia \ ministry of higher eduction king saud university/...
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KINGDOM OF SAUDI ARABIA \ MINISTRY OF HIGHER EDUCTIONKINGDOM OF SAUDI ARABIA \ MINISTRY OF HIGHER EDUCTIONKING SAUD UNIVERSITY/ RIYADH MALE COLLEGE OF HEALTH SCIENCES / KING SAUD UNIVERSITY/ RIYADH MALE COLLEGE OF HEALTH SCIENCES / HEALTH HEALTH
SERVICES ADMINISTRATIONSERVICES ADMINISTRATION
EISA ALI JOHALIEISA ALI JOHALI عيسى بن علي الجوحليعيسى بن علي الجوحليA LecturerA Lecturer
B A. M. Sc. Heath Education, KSU 1407 /1987 B A. M. Sc. Heath Education, KSU 1407 /1987 Short Fellowship Planning Health Professions Education, UIC, USA 1991Short Fellowship Planning Health Professions Education, UIC, USA 1991
MA (Ed.) Nursing Curriculum, Teaching & Learning, UK 1995 plus MA (Ed.) Nursing Curriculum, Teaching & Learning, UK 1995 plus Author of two published books, the 3Author of two published books, the 3rdrd under publishing, plus 2 under publishing, plus 2 projectedprojected
2009/2010/20112009/2010/2011
Cubicle OfficeCubicle Office A Chair Symbolizing Job Opportunities And Advancement Employees Complaining To Their Lazy Boss
The Way Ahead TowardsThe Way Ahead Towards A TOTAL ISLAMIC QUALITY HEALTH PERSONNEL MANAGEMENT & DEVELOPMENTA TOTAL ISLAMIC QUALITY HEALTH PERSONNEL MANAGEMENT & DEVELOPMENT
((TIQTIQUUHHEEPMANPMAN)) [email protected] [email protected]
(HRMpar2010) Live Window Group(HRMpar2010) Live Window Group
HRMHRM
بسم الله الرحمن بسم الله الرحمن الرحيمالرحيم
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E-Live Learning E-Live Learning
[email protected] [email protected] (HRMMor&Par2009/2010/Par2011) (HRMMor&Par2009/2010/Par2011)
Live Window GroupLive Window Group
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ألننا نتعلم مفاهيم عمل وعاملينألننا نتعلم مفاهيم عمل وعامليننفتتح تعليم وتعلم مقررنا هذا بذكر فان الذكرى تنفع المؤمنين.. في قوله تعالى:نفتتح تعليم وتعلم مقررنا هذا بذكر فان الذكرى تنفع المؤمنين.. في قوله تعالى:
QلSقTوQلSقTوU Sوا UاعUمTل Sوا TرTىاعUمTل ي TسTىف TرT ي TسTفSهV VهSالل SمUالل Tك SمUعTمTل Tك SهSعTمTل ول Sس TرTوSهS ول Sس TرTوTونS UمSؤUمQن SونTوTال UمSؤUمQن دYونTوTال TرS ت TسTوTونYد TرS ت TسTوىTلQ QلTىإ Qإ Qم QعTال Qم UغTعTال UغTال ال
QبU UبQي SكSموTالشهTادTةQوTالشهTادTةQي cئ Tب Sن SمفTي Sك cئ Tب Sن QمTافTي QمTاب SمUب Sنت SمUك Sنت SونTك TعUمTل SونTت TعUمTل 105105التوبة التوبة ت
مS ك SgضUعT Tى ب Sنث وU أT Sم مcن ذTكTgرk أ لk مcنك QgامTع Tل TgمTع Sيع QgضS T أ cي ال Tن YهSمU أ ب Tر UمSهT TجTابT ل ت UgاسTم فS ك SgضUعT Tى ب Sنث وU أT Sم مcن ذTكTgرk أ لk مcنك QgامTع Tل TgمTع Sيع QgضS T أ cي ال Tن YهSمU أ ب Tر UمSهT TجTابT ل ت UgاسTف
U Sوا Tل ات TgقTي وQيلQ ب Tgي سQف U SوذSوا ارQهQمU وTأ TgيQن دQم U وا SgجQرUخS U وTأ وا SرTاج Tgه TينQذgالTف kضUعT U مcن ب Sوا Tل ات TgقTي وQيلQ ب Tgي سQف U SوذSوا ارQهQمU وTأ TgيQن دQم U وا SgجQرUخS U وTأ وا SرTاج Tgه TينQذgالTف kضUعT مcن ب t TوTابgا ارS ث TgهU ن
T ا األ TgهQ ت UحT رQي مQن ت UgجT TنهSمU جTنgاتk ت ل QخUدS QهQمU وTأل Tات cئ ي Tgس UمSهU ن عTن Tر cgفT Sك U أل QلSgوا t وTقSت TوTابgا ارS ث TgهU نT ا األ TgهQ ت UحT رQي مQن ت UgجT TنهSمU جTنgاتk ت ل QخUدS QهQمU وTأل Tات cئ ي Tgس UمSهU ن عTن Tر cgفT Sك U أل QلSgوا وTقSت
QابTالثو SنUسSح SهTند Qع SهV VهQ وTالل ندQ الل Qن عcمQابTالثو SنUسSح SهTند Qع SهV VهQ وTالل ندQ الل Qن عcم 195195ال عمران ال عمران
ون*سأل قبل أن ن%سأل ون*سأل قبل أن ن%سأل كم آية وردت حول االنسان والبشر والبشرية والعمل وأخالقياتها مثل كم آية وردت حول االنسان والبشر والبشرية والعمل وأخالقياتها مثل
االمانة واإلخالص واإلتقان والعالقات؟، و الثواب والعقاب ؟ االمانة واإلخالص واإلتقان والعالقات؟، و الثواب والعقاب ؟
طالب؟( طالب؟(55)خيار من خيارات المشاركة البحثية لعدد ال يزيد عن )خيار من خيارات المشاركة البحثية لعدد ال يزيد عن
بسم الله الرحمن بسم الله الرحمن الرحيمالرحيم
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WelcomeWelcome
HRM ?HRM ?
بسم الله بسم الله الرحمن الرحيمالرحمن الرحيم
OUR Overall AIM
The Way Ahead Towards
Total Islamic Quality Personnel Management & DevelopmentBy
You as an "Islamic Based Assertive & Creative Health Administrator”
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HHUMANUMAN RRESOURCESESOURCES
MMANAGEMENTANAGEMENT
HRM isHRM is
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خطتنا لتعليم وتعلم نافعخطتنا لتعليم وتعلم نافعHRM Objectives & Lifelong T – L PlanHRM Objectives & Lifelong T – L Plan
ttWeeksWeeks3 hrs/week3 hrs/week
Units/SubjectsUnits/Subjects NotesNotes
11stst & 2 & 2ndnd - UNDERSTANDING EACH OTHER- UNDERSTANDING EACH OTHER
- DISCUSSIN1G THE COURSE OBJECTIVES Via this T& L Plan- DISCUSSIN1G THE COURSE OBJECTIVES Via this T& L Plan- Reasoning WHY “HRM”Reasoning WHY “HRM” - Probing roots & Defining Terms: HRM Historical Progress; welfare, PM; Staffing Probing roots & Defining Terms: HRM Historical Progress; welfare, PM; Staffing
Interactive LInteractive L
Group discussion & Group discussion & dialogues/ Role Playdialogues/ Role Play
33rdrd & 4 & 4thth -HRM Principles; Purpose; Objectives, organizational structure….HRM Principles; Purpose; Objectives, organizational structure….- HRM Scientific Framework: Most related Theories & Models(1)HRM Scientific Framework: Most related Theories & Models(1)
I L with Questioning + I L with Questioning + Models Demonstration Models Demonstration
55thth -HRM Scientific Framework: Most related Theories & Models (2) with An Adopted HRM Scientific Framework: Most related Theories & Models (2) with An Adopted model for Islamic QWLmodel for Islamic QWL
I L with Self ReflectiveI L with Self Reflective
66thth & 7 & 7thth 1st EXAM1st EXAM & Plan of the Reflective Assignments & Plan of the Reflective Assignments
- HRM Scientific Framework: Most related Theories & Models (3)- HRM Scientific Framework: Most related Theories & Models (3)
Reflective thinking model Reflective thinking model Exam Modeling Exam Modeling
Aid & Hajj MubarakAid & Hajj Mubarak
88thth -HRM SYSTEM & STAFFING FRAMEWORK MODELS: HRM SYSTEM & STAFFING FRAMEWORK MODELS: Define, structure; components & Define, structure; components & Adopted a National ModelAdopted a National Model
I L + Tasks + PSI L + Tasks + PS
99thth & 10 & 10thth - Professional (Job-Position) Descriptions- Professional (Job-Position) Descriptions- HR Preparation & SelectionHR Preparation & Selection- HR Compensation & Protection HR Compensation & Protection
IL with case study IL with case study
1111thth 22ndnd Exam Exam & Final Date for & Final Date for Assignments submitted & PresentationAssignments submitted & Presentation
- HR Training & Development- HR Training & Development
IL with Group workIL with Group work
1212th & th & 1313thth - HR Evaluation & AssessmentHR Evaluation & Assessment- Employee Relations:Employee Relations: Challenges; Associations; Prospective Challenges; Associations; Prospective
Assignments deadlineAssignments deadline
1414thth RevisionRevision IL with Self ReflectionsIL with Self Reflections
1515thth & 16 & 16thth FINAL EXAMFINAL EXAM
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References & SourcesReferences & Sources
YourYour Smart Notes + Handout Smart Notes + Handout
****Johali EasyJohali Easy Guide to Quality Management of Health Care Guide to Quality Management of Health Care Human Resources:Human Resources: A Creative Thinking Lectures’ NoteA Creative Thinking Lectures’ Note of the of the related literature by Eisa Ali Johali the Lecturer related literature by Eisa Ali Johali the Lecturer (Aavailable at al Quafil (Aavailable at al Quafil CentreCentre near KSUnear KSU( (
* Human Resource Management * Human Resource Management )3)3rdrd Edition( Edition( by Shaun Tyson & Alfred by Shaun Tyson & Alfred York. York. Made Simple Books.Made Simple Books.
* Human Resource Management in Health Care* Human Resource Management in Health Care By L. Fleming Fallon, By L. Fleming Fallon, Charles R. McConnell 2007; Charles R. McConnell 2007; Jones & Bartlett Jones & Bartlett ISBN-13:ISBN-13: 9780763735319 9780763735319 ISBN-10:ISBN-10: 0763735310 (www.jbpub.com )0763735310 (www.jbpub.com )
Managing Human Resources in Health Care Organizations by Leiyu Managing Human Resources in Health Care Organizations by Leiyu Shi, Jones and Battlerr Publisher 2007.Shi, Jones and Battlerr Publisher 2007.
Human Resources and Personal ManagementHuman Resources and Personal Management, 5, 5thth ed, By William B Werther ed, By William B Werther & Keith Davis. MacGraw Hill.& Keith Davis. MacGraw Hill.
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REASONINGREASONING WHY HRM? WHY HRM?
Small Group Thinking Small Group Thinking Why – Why – whywhy HRM? HRM? Who are you?Who are you? What HRM means for you?What HRM means for you? Whom will work with you ?Whom will work with you ? Reflect in your Job Description (JD) and write Reflect in your Job Description (JD) and write Do you believe in the term HRM: YS; Y: N; N’t Do you believe in the term HRM: YS; Y: N; N’t
Sure?Sure?
To conclude: There are many Reasons behind this To conclude: There are many Reasons behind this course; 1course; 1stst “ “It is a part of my JDIt is a part of my JD” as a HA a master of ” as a HA a master of Health Professions; 2Health Professions; 2ndnd Treat other in humanitarian Treat other in humanitarian style HR ; & To assure the quality of working or HA style HR ; & To assure the quality of working or HA
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HRMHRMProbing Roots & Defining TermsProbing Roots & Defining Terms
Just spend three minutes thinking, is HRM has history?! Just spend three minutes thinking, is HRM has history?! Why?”Why?”------------------
Do you think there is relation between HRM & Religions? Do you think there is relation between HRM & Religions? ((Reflective AssignmentReflective Assignment))
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Probing Historical Roots of HRMProbing Historical Roots of HRM
Brief History of HRM TitlesBrief History of HRM Titles
1.1. Sure HR History go back to the origin of humankindSure HR History go back to the origin of humankind 2.2. Early Civilizations & ReligionsEarly Civilizations & Religions ) )Reflective Assignment?(Reflective Assignment?(
3.3. In the modern Western HistoryIn the modern Western History
Professional &Professional & Bureaucratic Bureaucratic 1914; 1914;
WelfareWelfare before 1920before 1920ss
Employment 1920s-1930s; Employment 1920s-1930s;
Liberal Radical 1930s Liberal Radical 1930s
Personnel M Personnel M 19451945; & ; &
4.4. Finally the Finally the New New
Term Term HRMHRM Raised at Raised at 19801980ss
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History of HRM Titles with Reasoning History of HRM Titles with Reasoning
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HRM Probe – Define TermsHRM Probe – Define Terms
Thus from the above brief history, HR is a new Thus from the above brief history, HR is a new term replaced the old names the “term replaced the old names the “ workers, workers, people, recruits, workforce, personnel, staff people, recruits, workforce, personnel, staff & our common term “Manpower” & our common term “Manpower”
HR= Human Resources, HR= Human Resources, it is a term refers it is a term refers the people in an organizationthe people in an organization. It . It definesdefines as as the people who are the people who are ready, willingready, willing, and able , and able to contribute to organizational goals to contribute to organizational goals )Werther & )Werther &
Davis 1996(Davis 1996(
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HRM Probe – Define TermsHRM Probe – Define Terms
HRM has many definitions, the most reliable are:HRM has many definitions, the most reliable are:)1()1( HRM HRM is the “is the “Organizational Function”Organizational Function” that that deals deals
with with issues related to peopleissues related to people such as such as compensation, hiring, performance, management, compensation, hiring, performance, management, organization development safety, wellness, organization development safety, wellness, benefits, employee motivation, communication, benefits, employee motivation, communication, administration, and trainingadministration, and training (http://humanresources.about.com)(http://humanresources.about.com). .
(2)(2) HRM is HRM is the function within an organizationthe function within an organization that that focuses onfocuses on “Recruitment “Recruitment ofof, management , management oof, f, andand providing direction for providing direction for the peoplethe people who work in the who work in the organization organization (http://humanresources.about.com)(http://humanresources.about.com)
Werther & Davis )1996( define HRM as Werther & Davis )1996( define HRM as a a systemsystem that that consists of many consists of many independent independent activities activities )Werther & Davis 1996(.)Werther & Davis 1996(.
Think e.gs: …Think e.gs: …
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HRM Probe – Define TermsHRM Probe – Define Terms
As a systemAs a system, HRM , HRM that we are learningthat we are learning, , is a is a complex systemcomplex system consists of consists of many “Independent many “Independent parts “subsystems”parts “subsystems” working togetherworking together as an as an organized organized wholewhole with identifiable boundaries with identifiable boundaries. .
Ego ReflectiveEgo Reflective .. .. Think e.gs:….Think e.gs:….
As whole system, Can we compare HRM with As whole system, Can we compare HRM with a Cara Car !; !; our Human bodyour Human body!) !)
Play a new HA role who have a poor decision Play a new HA role who have a poor decision about staffing requirements … what will happenedabout staffing requirements … what will happened
Personnel Management: Personnel Management: the the studystudy of of howhow
employeeemployee obtain, develop, utilize, evaluate, obtain, develop, utilize, evaluate, maintain, and retain the maintain, and retain the rightright members and types members and types of workers. It is also called of workers. It is also called HRHR
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HRM HRM Purposes ; Objectives Purposes ; Objectives
& & Major Activities Major Activities
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HRM PurposesHRM Purposes
Improving the productive contribution of Improving the productive contribution of people to the organization in ways that people to the organization in ways that strategically, ethically, and socially strategically, ethically, and socially responsible.responsible.
Guiding the Personnel Management Guiding the Personnel Management )see Def.()see Def.(
HR determine every organization’s successHR determine every organization’s success
HR Department exists to support managers HR Department exists to support managers and employee as they follow the and employee as they follow the organization’s strategies.organization’s strategies.
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HRM ObjectivesHRM Objectives
Managers and HR Departments achieve their purpose by Managers and HR Departments achieve their purpose by
meeting HR Objectivesmeeting HR Objectives. . HR Objectives must meet and balance HR HR Objectives must meet and balance HR
Challenges as followChallenges as follow::
1.1. Organizational Objectives )Or.O(Organizational Objectives )Or.O(
2.2. Functional Objectives )FO(Functional Objectives )FO(
3.3. Societal Objectives )SO(Societal Objectives )SO(
4.4. Personal Objectives )PO(Personal Objectives )PO(5.5. …………..
------------------------------------
SO is a functional objective: T / FSO is a functional objective: T / F
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HRM Objectives – main focusHRM Objectives – main focus )Or.O)Or.O) Recognized that HRM exists to contribute to ) Recognized that HRM exists to contribute to
organizational effectiveness “Quality”organizational effectiveness “Quality”
)FO( )FO( To maintain the departments contribution at a level To maintain the departments contribution at a level appropriate to the organization needs. “appropriate to the organization needs. “HR are HR are wasted wasted when when HRM is more or less sophisticated than organization HRM is more or less sophisticated than organization demandsdemands”. ”.
)SO( )SO( To be To be ethically and socially responsibleethically and socially responsible to the needs to the needs and challenges of society while and challenges of society while minimizing the negative minimizing the negative impartimpart of such demands. of such demands.
)PO()PO( To assist employees in achieving their personal goals. POs To assist employees in achieving their personal goals. POs must be met if HR are to be maintained, retained, and motivated. must be met if HR are to be maintained, retained, and motivated. Otherwise, Performance and satisfaction will ………. ( Otherwise, Performance and satisfaction will ………. ( Decline), Decline), andand they may ….…… ( they may ….…… (LeaveLeave) the organization. ) the organization.
((Rearrange these HROs to assure the Quality) Rearrange these HROs to assure the Quality) (Write Qualitative Objectives ( balance needs and demands (Write Qualitative Objectives ( balance needs and demands
of O + F + S + P) ?of O + F + S + P) ?” & Present it ” & Present it
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HRM Objectives & Support M ActivitiesHRM Objectives & Support M Activities
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The Sciences of HRMThe Sciences of HRM
Do you think HRM has Sciences ?Do you think HRM has Sciences ?
Sciences = Sciences = ““PhilosophiesPhilosophies; Scientific Theories & Models); Scientific Theories & Models)
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Summary of the Most related Summary of the Most related Theories & Models to HRMTheories & Models to HRM
There are huge HRM related “humanistic, social, psychological, There are huge HRM related “humanistic, social, psychological, behavioral…”Philosophies behavioral…”Philosophies ))Applied Logical Thinking as base for Applied systems Applied Logical Thinking as base for Applied systems thinkingthinking(( Sciences (Applied theories and models)Sciences (Applied theories and models). However, since you have . However, since you have study or you will study many of these theories, models, and study or you will study many of these theories, models, and approaches, we will focus on the most related to societal and approaches, we will focus on the most related to societal and personality developments mainly the Motivation Theories. Plus the personality developments mainly the Motivation Theories. Plus the most related organizational models and approaches mainly the most related organizational models and approaches mainly the Managerial System. Managerial System.
These are: These are: MaslowMaslow’s Hierarchy of Human Basic Needs ’s Hierarchy of Human Basic Needs Mayo’s Mayo’s Theory of Social & Personal Needs Theory of Social & Personal Needs Herzberg’sHerzberg’s Two Group Factors Two Group FactorsMc GregorsMc Gregors’ Theories of X & Y’ Theories of X & YPorter & LawlerPorter & LawlerVroomsVrooms’ ’ VValiancy + aliancy + EExpectancy Theory: xpectancy Theory: FForce orce FF = = VV + + EEAdams QWL - IQWLAdams QWL - IQWL
Finally, you have to apply these theories to HR ComponentsFinally, you have to apply these theories to HR Components
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Perception - Motivation HRPerception - Motivation HR Motivation: from the Latin word “Mover” means to
set into motion, Motivation has been defined as: - Psychological force that moves a person toward some kind of the action )Haggard(.-Willingness of the learners to embrace learning with Readiness )Redman 1993(.-It consists of (Internal + External forces):
A- Internal Drives: 1- Primary: e.g.; Thrust-Drinking & Hunger-Eating
2 - Learned: e.g.; Desire-Smoking & OvereatingB- External: Incentive Environment: e.g; place
- Motivators are things induce/encourage an individual to perform; While motivation reflects wants, motivators reflects rewards e,g. prize -Implicit in Management, motivation is a movement in the direction of meeting a need or toward reaching a goal: Manage Chain
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HRM MOTIVATIONHRM MOTIVATIONSEQUENCE NEEDS WANTS SATISFACTION SEQUENCE NEEDS WANTS SATISFACTION
““S NWSS NWS CHAINCHAIN””
1. NEEDS Give rise to .WANTS Which cause
TENSIONS That give rise to ACTION
Which result in 5. SATISFACTION
Smart Read & Redraw in sequenceSmart Read & Redraw in sequence
To be applied in later models e.g VroomsTo be applied in later models e.g Vrooms
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Maslow’s HMaslow’s Hierarchy of ierarchy of HHuman uman BBasic asic NeedsNeeds
Physiological Needs (Foods-hunger /Water–thirsty ….)
Safety & Security
Social Needs (Belong/Love)
Ego / Identity Self esteem
Self Actualization
safety
social
physiological
self estimation
self realization
To be applied in later modelsTo be applied in later models
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Herzberg’s Two Group FactorsHerzberg’s Two Group Factors
This Theory is reclassified “Maslow’s 5 Basic Needs” into This Theory is reclassified “Maslow’s 5 Basic Needs” into two Groups corresponding to two Groups corresponding to the lower and higher levels of the lower and higher levels of human goalshuman goals. : . :
1.1.Hygiene of /HR Hygiene of /HR working working EnvironmentEnvironment Factors Factors, , including including pay / salaries and other rewards, work pay / salaries and other rewards, work condition, security, supervision stylescondition, security, supervision styles etc. etc.
2.2.Motivators:Motivators: workers who find work meaningless workers who find work meaningless may react apathetically (lazily) even though all the may react apathetically (lazily) even though all the environmental factors are well looked after. environmental factors are well looked after.
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Mayo’s Mayo’s Theory of Social & Personal NeedsTheory of Social & Personal Needs
It is unexpected classic study of human relations, It is unexpected classic study of human relations, Mayo & Dicson (1927-1039) conduct an experiment to Mayo & Dicson (1927-1039) conduct an experiment to study the effect of illumination on productivity, but it comes study the effect of illumination on productivity, but it comes out with “managerial human relation theory”. Its main out with “managerial human relation theory”. Its main human management human management PrinciplePrinciple that: that:
The personal and social needs of employees are very important The personal and social needs of employees are very important and that concentration by management exclusively on and that concentration by management exclusively on productivity, material and environmental issues will prove to be a productivity, material and environmental issues will prove to be a self –defeating aimself –defeating aim. .
Compare with Objectives & to be applied in later modelsCompare with Objectives & to be applied in later models
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Mc Gregors’ Theories of X & YMc Gregors’ Theories of X & Y
Theory of XTheory of X carries “our” traditional beliefs “Attitudes” that: carries “our” traditional beliefs “Attitudes” that:
““People seen as inherently lazy and unambitious, and will avoid People seen as inherently lazy and unambitious, and will avoid responsibilitresponsibility”y”
ThusThus, HR managers’ encouragement and persuasion are , HR managers’ encouragement and persuasion are
necessary. necessary.
Theory Y: Theory Y: It takes It takes benevolent or Feeling view of human benevolent or Feeling view of human naturenature. It assumes that “work is a natural human activity, . It assumes that “work is a natural human activity, which is capable of providing enjoyment and self-fulfillment”. which is capable of providing enjoyment and self-fulfillment”. Thus,Thus, HR Mangers have to HR Mangers have to create a favorable climate for create a favorable climate for growth, development, self reliance, self confident and self growth, development, self reliance, self confident and self actualizationactualization
See and reflect in Models ( X & Y) Diagrams See and reflect in Models ( X & Y) Diagrams
To be applied in later modelsTo be applied in later models
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People “Youth” Don’t Want to Work?!People don’t want to be responsible People want to be directed People want security People are only interested when they are forced
Passive react
Strict rules & regulations control No sharing of responsibilities
Show no interest
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People are What they are Working Is their profession?
People want to be responsible {to be in charge of}People want to be creative
People need self-confidence {as result of feedback }
Big interest in working
More placeLess rules and regulations
More self –control
People share responsibilities People show interest
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VroomsVrooms’ ’ VValency alency ++ EExpectancyxpectancy TheoryTheory
This theory based on the “Maslow & Herzberg” Model. Vroom This theory based on the “Maslow & Herzberg” Model. Vroom proposes that motivation is a product of the worth or value that proposes that motivation is a product of the worth or value that individuals place on the possible results of their action and the individuals place on the possible results of their action and the expectation that their goals will be achieved. Simply, it expressed expectation that their goals will be achieved. Simply, it expressed by this mathematical by this mathematical formula:formula:
FF == VV ++ E E F= F= FForceorce of of Motivation Motivation or or Strength of MotivationStrength of Motivation; ; V= V= VValue or alue or Strength of PreferenceStrength of Preference ) )desire, beloved..(desire, beloved..(
E = E = EEnergy or nergy or Probability of action to satisfy desireProbability of action to satisfy desire
Think if V = 0; what is the value of F ? )X(Think if V = 0; what is the value of F ? )X(
) ) Create equations and solve them ?Create equations and solve them ?((
To large extent, To large extent, LymanLyman Porter & Porter & EdwardEdward Lawler 3 Lawler 3rdrd derived derived more complete model of motivation, it built in large part on more complete model of motivation, it built in large part on
Expectancy theoryExpectancy theory the the PLM ModelPLM Model
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Porter & Lawler Motivation ModelPorter & Lawler Motivation Model )The PLM Model()The PLM Model(
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The PLM ModelThe PLM Model
P & L Expectancy model holds that:P & L Expectancy model holds that:
job satisfaction follows effective job performance job satisfaction follows effective job performance rather than the other way roundrather than the other way round
However; However;
The Actual PerformanceThe Actual Performance in a job ( in a job (the doing of task or the doing of task or the meaning of goalsthe meaning of goals) is ) is not only determined by effort not only determined by effort expendedexpended but it is also but it is also greatly influenced by an individual’s greatly influenced by an individual’s abilityability ( (knowledge and skillsknowledge and skills) & ) & by his Perception of what by his Perception of what the required task isthe required task is ( (the extent to which the person the extent to which the person understands the goals, required activitiesunderstands the goals, required activities ) )
Performance sees as leading to Performance sees as leading to Intrinsic RewardIntrinsic Reward (eg.; (eg.; sense of accomplishment or self actualization) and sense of accomplishment or self actualization) and Extrinsic Extrinsic RewardReward (working environment/condition/status) (working environment/condition/status)
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The well-known Lawler / Porter diagram of expectancy relationships can be simplified as follows.
The Diagram of PLM Modelwww.bola.biz/motivation/expectancy.html
- - To be applied with later Models e.g; Vrooms; QProductivity; IQP; Adams equity & Islamic Equity & IQWL To be applied with later Models e.g; Vrooms; QProductivity; IQP; Adams equity & Islamic Equity & IQWL - Satisfaction means perceiving inequity rewards (T/F) - Satisfaction means perceiving inequity rewards (T/F)
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The PLM Model The PLM Model Group Reflective ExerciseGroup Reflective Exercise
Q: Think how you felt when given a significant task to do recently. Q: Think how you felt when given a significant task to do recently. List your List your feelings, reactions, expectationsfeelings, reactions, expectations......... .........
Expected ResultExpected Result
Your thinking may go something like this .... Your thinking may go something like this ....
You felt you should attempt it because it was your role to do so - You felt you should attempt it because it was your role to do so - reasonable request from the boss. reasonable request from the boss.
You wanted to do it well - not to let your team or yourself down. If you You wanted to do it well - not to let your team or yourself down. If you manage to complete it and make good - others will learn and acknowledge manage to complete it and make good - others will learn and acknowledge your success. your success.
You (and your team?) will feel you have achieved something. So You (and your team?) will feel you have achieved something. So achievement is an important payoff for you.achievement is an important payoff for you.
However you may be anxious about how much effort you needed to put in However you may be anxious about how much effort you needed to put in
to do the work. You feel lacking in confidence or the skills. You may feel to do the work. You feel lacking in confidence or the skills. You may feel that the task was not really feasible in terms of its scope and the time and that the task was not really feasible in terms of its scope and the time and resources available. You may decide that it is unlikely that it can be resources available. You may decide that it is unlikely that it can be accomplished - so you approach it half heartedly - you do not anticipate accomplished - so you approach it half heartedly - you do not anticipate any worthwhile achievement from the effort. any worthwhile achievement from the effort.
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The EThe Equationquation of of PLM ModelPLM Model
The model suggests that people at work are motivated to perform because The model suggests that people at work are motivated to perform because of expectations as to perceived payoffs or rewards arising from that of expectations as to perceived payoffs or rewards arising from that performance. The desirability of these (performance. The desirability of these (valencevalence), perception of expectancy ), perception of expectancy and force of expression are intrinsic to the person . Each one has their view and force of expression are intrinsic to the person . Each one has their view of what is challenging or interesting, important to self-esteem and regard for of what is challenging or interesting, important to self-esteem and regard for extrinsic payoffs - pay and material rewards Expectancy depicts a subjective extrinsic payoffs - pay and material rewards Expectancy depicts a subjective not "other-defined objective reality". It is how you/I see the world around not "other-defined objective reality". It is how you/I see the world around use. Our perception of the worth of the payoffs available and attainable use. Our perception of the worth of the payoffs available and attainable affects the degree of motivation. affects the degree of motivation. As it is built in large part of expectancy theory, it is more complete model As it is built in large part of expectancy theory, it is more complete model of motivation, it uses Vrooms’ equation more clearly as follow:of motivation, it uses Vrooms’ equation more clearly as follow:
(F) (F) the amount of motivation effort or energy depends the amount of motivation effort or energy depends (=)(=) onon the the (V)(V) Value Value of a reward of a reward plus (plus (++))the amount of the amount of (E)(E) Energy Energy
F = V + EF = V + E Now; Just Think & calculate your HR expectationsNow; Just Think & calculate your HR expectations F/V/E F/V/E
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Adams’ Theory of EquityAdams’ Theory of Equity
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Adams’ Theory of EquityAdams’ Theory of Equity
Key Concepts & Application in this mathematic equationKey Concepts & Application in this mathematic equation
Just thinking in math = 50% PSJust thinking in math = 50% PSreplace all except A with value and solve?/replace all except A with value and solve?/ replace all except B with value and solve?replace all except B with value and solve?
A A C C -------- = ------ -------- = ------
B D B D
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Adams' Equity Theory - job motivation
Balance 'calibrated' and measured against comparable references in the market-place.
What I get from my job: pay, bonus, perks, benefits, security, recognition, interest, development, reputation, praise, responsibility, enjoyment, etc.
What I put into my job: time, effort, ability, loyalty, tolerance, flexibility, integrity, commitment, reliability, heart and soul, personal sacrifice, etc.
People become “motiveless” and reduce input and/or seek change or improvement whenever they feel their inputs are not being fairly rewarded by outputs.
Fairness is based on perceived market norms.
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Quality of Working Life )QWL(Quality of Working Life )QWL(the Reality: the Simple; the Cost effective and the most interestthe Reality: the Simple; the Cost effective and the most interest
Although, it is connected to Herzberg’s theory, and Maslow, Although, it is connected to Herzberg’s theory, and Maslow, compare to our culture, its title very interesting, its compare to our culture, its title very interesting, its simplesimple, , cost effectivecost effective & & it comes from live experience of large companiesit comes from live experience of large companies.. its its Principles Principles based on the realitybased on the reality. .
Its main focus on “Its main focus on “Job EnrichmentJob Enrichment” = J ” = J Enhancement; J Enhancement; J reinforcement; J growth and Improvement reinforcement; J growth and Improvement
The Major The Major QWL Principles QWL Principles are:are:– Give workers Give workers more more freedomfreedom in choosing and deciding their in choosing and deciding their
techniques and procedures..techniques and procedures..– Encourage participationEncourage participation;; subordinatessubordinates (Assistants, 2(Assistants, 2ndnd
line; junior mangers)line; junior mangers) and interaction between all workers and interaction between all workers– Give workers Give workers a feeling of personal responsibilitya feeling of personal responsibility for their for their
tasks. tasks. – Take steps to make sure that Take steps to make sure that workers can see workers can see how their how their
tasks contribute to worktasks contribute to work achievement and welfareachievement and welfare – Give people Give people feedback on their job performancefeedback on their job performance before before
their supervisor. their supervisor. – Involve Involve workersworkers in the analysis and change of physical in the analysis and change of physical
aspects of the work environment such as layout of office, aspects of the work environment such as layout of office, lighting ..etc. lighting ..etc.
See Net Model QWL See Net Model QWL
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Live NetLive Net QWL Process ModelQWL Process Model
** Ego Reflective Assignment** Ego Reflective AssignmentReflect in the above Net Model & develop all the above concepts into an Islamic Cycle QWL Reflect in the above Net Model & develop all the above concepts into an Islamic Cycle QWL
Model for Improving Quality H Care HRM ?Model for Improving Quality H Care HRM ?
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The ModifiedThe Modified
Johali & his learners’2009Johali & his learners’2009 Islamic QWL ModelIslamic QWL Model
International Contexts
International Contexts
National the Islamic Teachings
National Islamic Teachings
HRM Organization
HRM Organization
Family – Individual Nature
Family – Individual Nature
Quality W Live
The IQWLQHRM Job
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Reflect on Reflect on )review, think, contemplate & reason()review, think, contemplate & reason( and and discover the “discover the “heart/core” secreteheart/core” secrete of the previous of the previous sciences ? )why there were many ?; what are their sciences ? )why there were many ?; what are their major differences & about what they were major differences & about what they were competitive?( competitive?(
Ego Reflective Assignment for AllEgo Reflective Assignment for All (3 substituted Grades) (3 substituted Grades)
Self Quiz = quarter examSelf Quiz = quarter exam
to be submitted Next Weekto be submitted Next Week
Discover the “Discover the “Heart Secrete/Core” the Title of the Next UnitHeart Secrete/Core” the Title of the Next Unit??End with Waleed 17 / 10/2011 - 19/11/1432)End with Waleed 17 / 10/2011 - 19/11/1432)
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HRM HRM ETHICSETHICS
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HRMHRM ETHICSETHICSWestern + IslamicWestern + Islamic
Allah create us to be His (Allah create us to be His (CaliphCaliph /Khaleifah) in the Earth /Khaleifah) in the Earth .... .... ((Versus …. What is this mean?)Versus …. What is this mean?)
All our life including work life should be ethical basedAll our life including work life should be ethical based
Compare to Islam; all other civilization including the Western Compare to Islam; all other civilization including the Western did not & will not brink except that Muslim people neither did not & will not brink except that Muslim people neither well concern nor well organized as Western did e.g; The well concern nor well organized as Western did e.g; The Western Code of Ethics … Western Code of Ethics …
------------Additional Reference Additional Reference مرجع اضافيمرجع اضافيمصدر مصدر
Johali, E. A )2008( A Concise Health Professions History & EthicsJohali, E. A )2008( A Concise Health Professions History & Ethics كتاب مختصر كتاب مختصرمتوفر متوفر ) )مم20082008هـ/هـ/14291429تاريخ وأخالقيات المهن الصحية، دار االوائل دمشق تاريخ وأخالقيات المهن الصحية، دار االوائل دمشق
ولدى مركز القويفل ومركز الكلية(ولدى مركز القويفل ومركز الكلية(في مكتبات في مكتبات
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THE MOAJOE ISLAMIC ETHICAL BASESTHE MOAJOE ISLAMIC ETHICAL BASES
ISLAMIC ESSENTIALSISLAMIC ESSENTIALS
Individual/Personal Nature & Educational Individual/Personal Nature & Educational Development: Development: from fetus - later age & day afterfrom fetus - later age & day after
للفرد الطبيعي والتطور للفرد التربية الطبيعي والتطور التربية
Social Security/Welfare & RelationshipsSocial Security/Welfare & Relationships التكافل التكافلاالجتماعية والعالقات االجتماعية واألمن والعالقات واألمن
COMMUNICATION RIGHTS COMMUNICATION RIGHTS والتواصل التعامل والتواصل حقوق التعامل حقوق
(As a Muslim learner; You have to write Evidence from Holly Qura’an & Sunnah(As a Muslim learner; You have to write Evidence from Holly Qura’an & Sunnah))
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ISLAMIC FOUNDATIONSISLAMIC FOUNDATIONS
HUMAN NOBILITY / Dignity/Ego HUMAN NOBILITY / Dignity/Ego الكرامة اإلنسانيةالكرامة اإلنسانية
JUSTICE & EQUITY JUSTICE & EQUITY العدالة والمساواةالعدالة والمساواة
HUMAN COOPERATION HUMAN COOPERATION التعارف والتعاون اإلنسانيالتعارف والتعاون اإلنساني
FORGIVENESS/COMPASSION/AFFECTIONFORGIVENESS/COMPASSION/AFFECTIONالتسامح / الرحمة والمودةالتسامح / الرحمة والمودة
HONESTY / FIDELITY /LOYALITY HONESTY / FIDELITY /LOYALITY // األمانة/ األمانة/ الوالءالوالءاإلخالصاإلخالص
BENEFIT/ USEFULNESSBENEFIT/ USEFULNESS اإلحسان/البر/المنفعة اإلحسان/البر/المنفعة والمصلحةوالمصلحة
========================As a Muslim learner, you have to find at least (Aiah or Hadeeth) as scientific evidence for eachAs a Muslim learner, you have to find at least (Aiah or Hadeeth) as scientific evidence for each
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GLOBAL HR ETHICS PRINCIPLESGLOBAL HR ETHICS PRINCIPLESModified for Patients EthicsModified for Patients Ethics
BENEFIENCE :BENEFIENCE : Act in the best interest of the HRAct in the best interest of the HR AUTONOMY:AUTONOMY: HR rights to self-determinationHR rights to self-determination HONESITY :HONESITY : HR have the right to the TruthHR have the right to the Truth INFORMAL CONSENTINFORMAL CONSENT : : this is a part of Autonomy this is a part of Autonomy
& honesty principles;& honesty principles; The HR have the right to be informed The HR have the right to be informed about all the relevant decisionsabout all the relevant decisions
CONFIDENIALITYCONFIDENIALITY: : based on the human dignitybased on the human dignity, , HR HR have the right to assure that all the their information will not be have the right to assure that all the their information will not be given to other without their prior permissiongiven to other without their prior permission..
FIDELITY/LOYALTY:FIDELITY/LOYALTY: HR responsibilities should be HR responsibilities should be directed toward the “Patients Welfare”, not to the management directed toward the “Patients Welfare”, not to the management and manager interests; Managers responsibilities should directed and manager interests; Managers responsibilities should directed to his employee not to his heads to his employee not to his heads
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Global Global CCodes of odes of EEthicsthics(CE)(CE)
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Code of Ethics (CE) Code of Ethics (CE) PROFESSIONAL RESPONSIBILITYPROFESSIONAL RESPONSIBILITY
Core PrincipleCore Principle As HR professionals, we are responsible for adding value to the organizations we As HR professionals, we are responsible for adding value to the organizations we
serve and contributing to the ethical success of those organizations. We accept serve and contributing to the ethical success of those organizations. We accept professional responsibility for our individual decisions and actions. We are also professional responsibility for our individual decisions and actions. We are also advocates for the profession by engaging in activities that enhance its credibility and advocates for the profession by engaging in activities that enhance its credibility and value. value.
IntentIntent To build respect, credibility and strategic importance for the HR profession within our To build respect, credibility and strategic importance for the HR profession within our
organizations, the business community, and the communities in which we work. organizations, the business community, and the communities in which we work. To assist the organizations we serve in achieving their objectives and goals. To assist the organizations we serve in achieving their objectives and goals. To inform and educate current and future practitioners, the organizations we serve, To inform and educate current and future practitioners, the organizations we serve,
and the general public about principles and practices that help the profession. and the general public about principles and practices that help the profession. To positively influence workplace and recruitment practices. To positively influence workplace and recruitment practices. To encourage professional decision-making and responsibility. To encourage professional decision-making and responsibility. To encourage social responsibility. To encourage social responsibility.
GuidelinesGuidelines Adhere to the highest standards of ethical and professional behavior. Adhere to the highest standards of ethical and professional behavior. Measure the effectiveness of HR in contributing to or achieving organizational goals. Measure the effectiveness of HR in contributing to or achieving organizational goals. Comply with the law. Comply with the law. Work consistent with the values of the profession. Work consistent with the values of the profession. Strive to achieve the highest levels of service, performance and social responsibility. Strive to achieve the highest levels of service, performance and social responsibility. Advocate for the appropriate use and appreciation of human beings as employees. Advocate for the appropriate use and appreciation of human beings as employees. Advocate openly and within the established forums for debate in order to influence Advocate openly and within the established forums for debate in order to influence
decision-making and results. decision-making and results.
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PROFESSIONAL DEVELOPMENTPROFESSIONAL DEVELOPMENT Core PrincipleCore Principle As professionals we must strive to meet the highest standards of As professionals we must strive to meet the highest standards of
competence and commit to strengthen our competencies on a continuous competence and commit to strengthen our competencies on a continuous basis. basis.
IntentIntent To expand our knowledge of human resource management to further our To expand our knowledge of human resource management to further our
understanding of how our organizations function. understanding of how our organizations function. To advance our understanding of how organizations work ("the business of To advance our understanding of how organizations work ("the business of
the business"). the business"). GuidelinesGuidelines Pursue formal academic opportunities. Pursue formal academic opportunities. Commit to continuous learning, skills development and application of new Commit to continuous learning, skills development and application of new
knowledge related to both human resource management and the knowledge related to both human resource management and the organizations we serve. organizations we serve.
Contribute to the body of knowledge, the evolution of the profession and Contribute to the body of knowledge, the evolution of the profession and the growth of individuals through teaching, research and dissemination of the growth of individuals through teaching, research and dissemination of knowledge. knowledge.
Pursue certification such as CCP, CEBS, PHR, SPHR, etc. where available, or Pursue certification such as CCP, CEBS, PHR, SPHR, etc. where available, or comparable measures of competencies and knowledge. comparable measures of competencies and knowledge.
Code of EthicsCode of Ethics
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ETHICAL LEADERSHIPETHICAL LEADERSHIP Core PrincipleCore Principle HR professionals are expected to exhibit individual leadership as a HR professionals are expected to exhibit individual leadership as a
role model for maintaining the highest standards of ethical role model for maintaining the highest standards of ethical conduct. conduct.
IntentIntent To set the standard and be an example for others. To set the standard and be an example for others. To earn individual respect and increase our credibility with those To earn individual respect and increase our credibility with those
we serve. we serve. Guidelines Guidelines Be ethical; act ethically in every professional interaction. Be ethical; act ethically in every professional interaction. Question pending individual and group actions when necessary to Question pending individual and group actions when necessary to
ensure that decisions are ethical and are implemented in an ensure that decisions are ethical and are implemented in an ethical manner. ethical manner.
Seek expert guidance if ever in doubt about the ethical propriety Seek expert guidance if ever in doubt about the ethical propriety of a situation. of a situation.
Through teaching and mentoring, champion the development of Through teaching and mentoring, champion the development of others as ethical leaders in the profession and in organizations. others as ethical leaders in the profession and in organizations.
Code of EthicsCode of Ethics
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FAIRNESS AND JUSTICEFAIRNESS AND JUSTICE Core PrincipleCore Principle As human resource professionals, we are ethically responsible for promoting and As human resource professionals, we are ethically responsible for promoting and
fostering fairness and justice for all employees and their organizations. fostering fairness and justice for all employees and their organizations. IntentIntent To create and sustain an environment that encourages all individuals and the To create and sustain an environment that encourages all individuals and the
organization to reach their fullest potential in a positive and productive manner. organization to reach their fullest potential in a positive and productive manner. GuidelinesGuidelines Respect the uniqueness and intrinsic worth of every individual. Respect the uniqueness and intrinsic worth of every individual. Treat people with dignity, respect and compassion to foster a trusting work Treat people with dignity, respect and compassion to foster a trusting work
environment free of harassment, intimidation, and unlawful discrimination. environment free of harassment, intimidation, and unlawful discrimination. Ensure that everyone has the opportunity to develop their skills and new Ensure that everyone has the opportunity to develop their skills and new
competencies. competencies. Assure an environment of inclusiveness and a commitment to diversity in the Assure an environment of inclusiveness and a commitment to diversity in the
organizations we serve. organizations we serve. Develop, administer and advocate policies and procedures that foster fair, Develop, administer and advocate policies and procedures that foster fair,
consistent and equitable treatment for all. consistent and equitable treatment for all. Regardless of personal interests, support decisions made by our organizations Regardless of personal interests, support decisions made by our organizations
that are both ethical and legal. that are both ethical and legal. Act in a responsible manner and practice sound management in the country(ies) Act in a responsible manner and practice sound management in the country(ies)
in which the organizations we serve operate. in which the organizations we serve operate.
Code of EthicsCode of Ethics
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CONFLICTS OF INTERESTCONFLICTS OF INTEREST Core Principle Core Principle
As HR professionals, we must maintain a high level of trust with our As HR professionals, we must maintain a high level of trust with our stakeholders. We must protect the interests of our stakeholders as well as stakeholders. We must protect the interests of our stakeholders as well as our professional integrity and should not engage in activities that create our professional integrity and should not engage in activities that create actual, apparent, or potential conflicts of interest. actual, apparent, or potential conflicts of interest.
IntentIntent To avoid activities that are in conflict or may appear to be in conflict with To avoid activities that are in conflict or may appear to be in conflict with
any of the provisions of this Code of Ethical and Professional Standards in any of the provisions of this Code of Ethical and Professional Standards in Human Resource Management or with one's responsibilities and duties as a Human Resource Management or with one's responsibilities and duties as a member of the human resource profession and/or as an employee of any member of the human resource profession and/or as an employee of any organization. organization.
GuidelinesGuidelines Adhere to and advocate the use of published policies on conflicts of Adhere to and advocate the use of published policies on conflicts of
interest within your organization. interest within your organization. Refrain from using your position for personal, material or financial gain or Refrain from using your position for personal, material or financial gain or
the appearance of such. the appearance of such. Refrain from giving or seeking preferential treatment in the human Refrain from giving or seeking preferential treatment in the human
resources processes. resources processes. Prioritize your obligations to identify conflicts of interest or the appearance Prioritize your obligations to identify conflicts of interest or the appearance
thereof; when conflicts arise, disclose them to relevant stakeholders. thereof; when conflicts arise, disclose them to relevant stakeholders.
Code of EthicsCode of Ethics
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USE OF INFORMATIONUSE OF INFORMATION Core PrincipleCore Principle HR professionals consider and protect the rights of individuals, especially in HR professionals consider and protect the rights of individuals, especially in
the acquisition and dissemination of information while ensuring truthful the acquisition and dissemination of information while ensuring truthful communications and facilitating informed decision-making. communications and facilitating informed decision-making.
IntentIntent To build trust among all organization constituents by maximizing the open To build trust among all organization constituents by maximizing the open
exchange of information, while eliminating anxieties about inappropriate exchange of information, while eliminating anxieties about inappropriate and/or inaccurate acquisition and sharing of information and/or inaccurate acquisition and sharing of information
GuidelinesGuidelines Acquire and disseminate information through ethical and responsible Acquire and disseminate information through ethical and responsible
means. means. Ensure only appropriate information is used in decisions affecting the Ensure only appropriate information is used in decisions affecting the
employment relationship. employment relationship. Investigate the accuracy and source of information before allowing it to be Investigate the accuracy and source of information before allowing it to be
used in employment related decisions. used in employment related decisions. Maintain current and accurate HR information. Maintain current and accurate HR information. Safeguard restricted or confidential information. Safeguard restricted or confidential information. Take appropriate steps to ensure the accuracy and completeness of all Take appropriate steps to ensure the accuracy and completeness of all
communicated information about HR policies and practices. communicated information about HR policies and practices. Take appropriate steps to ensure the accuracy and completeness of all Take appropriate steps to ensure the accuracy and completeness of all
communicated information used in HR-related trainingcommunicated information used in HR-related training
Code of EthicsCode of Ethics
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SHRM CE SummarySHRM CE Summary Learners Creative Conclusion – Y Smart Concise Learners Creative Conclusion – Y Smart Concise
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Global HRM CODE OF ETHICSGlobal HRM CODE OF ETHICS
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An accredited member of the An accredited member of the Egyptian Human Resource Management Egyptian Human Resource Management AssociationAssociation shall subscribe to the following shall subscribe to the following Code of Ethics:Code of Ethics: PreamblePreamble: In a developing economy like Egypt, it is essential to balance the demand : In a developing economy like Egypt, it is essential to balance the demand for economic growth and efficiency with respect for our basic human values such as for economic growth and efficiency with respect for our basic human values such as honesty, integrity, respect for others and upholding high standards of professionalism. It honesty, integrity, respect for others and upholding high standards of professionalism. It is the Human Resource Managers who are uniquely positioned to lead this effort to take is the Human Resource Managers who are uniquely positioned to lead this effort to take Egypt into a new age of economic prosperity without sacrificing our special quality of life Egypt into a new age of economic prosperity without sacrificing our special quality of life as as moral human beings.moral human beings.
We can only serve this role if we ensure that the conduct of our members is We can only serve this role if we ensure that the conduct of our members is such as to merit the respect and confidence of those we are trying to serve. To this end, such as to merit the respect and confidence of those we are trying to serve. To this end, we agree to abide faithfully to the following code of ethics, based on the fundamental we agree to abide faithfully to the following code of ethics, based on the fundamental principle that although an individual may obtain an advantage over another by resorting principle that although an individual may obtain an advantage over another by resorting to unethical practices, such gain can only be temporary and will ultimately work to the to unethical practices, such gain can only be temporary and will ultimately work to the detriment of the individual, the profession, the organization and the public interests. This detriment of the individual, the profession, the organization and the public interests. This Code of Ethics expresses the guides for action in the relation of the Human Resource Code of Ethics expresses the guides for action in the relation of the Human Resource Professional with the employer, peers, colleagues and the general public and the Professional with the employer, peers, colleagues and the general public and the community at large. community at large. A member of the Egyptian Human Resource Management Association agrees A member of the Egyptian Human Resource Management Association agrees that:that:1. We will uphold 1. We will uphold the highest standardsthe highest standards of our profession, continually search for of our profession, continually search for new new truthstruths and disseminate our findings. We will keep ourselves and disseminate our findings. We will keep ourselves fully informedfully informed of of developments in the field of Human Resource Management and share this knowledge developments in the field of Human Resource Management and share this knowledge with others. with others. 2. We take 2. We take seriously our obligation to our employersseriously our obligation to our employers, , whose trust we holdwhose trust we hold. To the . To the best of our ability, we will advise our employer prudently and honestly, with the best best of our ability, we will advise our employer prudently and honestly, with the best interest of stakeholders and the organization always in mind. interest of stakeholders and the organization always in mind. 3. We will 3. We will uphold our social responsibilityuphold our social responsibility by striving for the enhancement of by striving for the enhancement of organizational and individual performance, organizational and individual performance, thereby helping to develop our nation thereby helping to develop our nation socially and economically. socially and economically.
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4. We will act as 4. We will act as catalysts for positive changecatalysts for positive change, always striving to foresee trends , always striving to foresee trends and consequences of those trends on our economy and society and and consequences of those trends on our economy and society and moving to meet moving to meet any potential challenges. any potential challenges.
5. We will 5. We will strive to improve public understanding of the role of Human Resource strive to improve public understanding of the role of Human Resource Management. Management.
6. We will 6. We will strive always to be honeststrive always to be honest, meaning to be free from deceit and fraud, to , meaning to be free from deceit and fraud, to be open and transparent in our transactions and to treat others fairly and justly. We be open and transparent in our transactions and to treat others fairly and justly. We will display integrity at all times and be consistent in our attitudes, behavior and will display integrity at all times and be consistent in our attitudes, behavior and speech. We will avoid being put in a position that represents a conflict of interest. speech. We will avoid being put in a position that represents a conflict of interest. 7. We will hold 7. We will hold confidential all privileged informationconfidential all privileged information concerning our organization concerning our organization that becomes available to us during the course of our work. that becomes available to us during the course of our work. 8. We will assume moral responsibility for the consequences of our decisions and will 8. We will assume moral responsibility for the consequences of our decisions and will refrain from blaming others. refrain from blaming others. 9. We will 9. We will not hesitate to advise the employernot hesitate to advise the employer to engage the services of a specialist to engage the services of a specialist on problems in which our experience or knowledge are not adequate. on problems in which our experience or knowledge are not adequate. 10. We will 10. We will avoid being associated with any enterprise that is of questionable avoid being associated with any enterprise that is of questionable character or ethicscharacter or ethics and shall and shall not engage in any practice which is contrary to law not engage in any practice which is contrary to law or to good morals, public policy or detrimental to public welfareor to good morals, public policy or detrimental to public welfare. . 11. We shall 11. We shall not take any undue advantage of our position for self-gratification not take any undue advantage of our position for self-gratification or self-aggrandizement. or self-aggrandizement. 12. We will 12. We will endeavor to promote the professional development and endeavor to promote the professional development and advancement of Human Resource Management practitioners.advancement of Human Resource Management practitioners.
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HRM HRM Overall Overall “Systems”“Systems” ModelModel “HRMSM”“HRMSM”
HRM SYSTEMS MODELSHRM SYSTEMS MODELS
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HRMSMHRMSM Background Background
An outcome of Management scientist at early 1930s; our An outcome of Management scientist at early 1930s; our System System means well scientific structured or organized modelmeans well scientific structured or organized model
HRMSMHRMSM is a multi challenges’ objectives based: is a multi challenges’ objectives based: Meeting Meeting HRM challenges by definite Objectives (See the Model)HRM challenges by definite Objectives (See the Model)
Do you remember SO; PO; FO; and OrO? Do you remember SO; PO; FO; and OrO? You have to retrieve - Reflect & Process/Practice!You have to retrieve - Reflect & Process/Practice!
Reflective QsReflective Qs
- HRMSM is health resources management system model ( )?HRMSM is health resources management system model ( )?- System model means . . . . System model means . . . . scientific structured or organized modelscientific structured or organized model
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The OverallThe Overall HRM “System” Model )HRMSM( HRM “System” Model )HRMSM(
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HRMSM The overall with Subsytems ModelsHRMSM The overall with Subsytems ModelsA Summary of Structure & Components A Summary of Structure & Components
Structural elements including external: already covered; Structural elements including external: already covered; In addition to the In addition to the adaptedadapted Islamic Quality Centered ModelIslamic Quality Centered Model
))IQCHRMIQCHRM((, the overall , the overall HRMSMHRMSM include many original overall such include many original overall such as System Approach to Management as System Approach to Management )SAM(, )SAM(, and otherand other subsystems:subsystems:
Staffing System Process Model )SSPM(Staffing System Process Model )SSPM( System Approach to Staffing\Selection )SAS( or System Approach to Staffing\Selection )SAS( or
System Approach to HRM )SAHRM(System Approach to HRM )SAHRM(
From the all previous units and this models, our focus in the From the all previous units and this models, our focus in the remaining learning weeks will be in the most related HRMSM remaining learning weeks will be in the most related HRMSM COMPONENTS:COMPONENTS:
Preparation\ Preparation\ Recruitment including Job Position & Job Recruitment including Job Position & Job DescriptionDescription
SelectionSelection Training & DevelopmentTraining & Development Compensation & ProtectionCompensation & Protection Assessment and Evaluation including Appraising Assessment and Evaluation including Appraising
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Turing Q Productivity into the Turing Q Productivity into the IQCHRM IQCHRM Cycle ModelCycle Model
Werther & Davis (1996, 7) focus on “Werther & Davis (1996, 7) focus on “Better Better OrganizationOrganization” as the central challenge of HRM Challenges. As ” as the central challenge of HRM Challenges. As
“butter or the best Productivity“ are derived from ““butter or the best Productivity“ are derived from “QualityQuality”, ”, thus our modified model will be “thus our modified model will be “Islamic Islamic Quality Centred HRM Quality Centred HRM
MODEL (IQCHRM Model)MODEL (IQCHRM Model)””: :
In the next slide, use the below abbreviations of the most common In the next slide, use the below abbreviations of the most common Challenges to complete our Challenges to complete our modified modelmodified model (IQCHRM) as (IQCHRM) as 11stst step towards step towards a National HRM Modela National HRM Model: :
GCGC = = Global C: Global C: Competitive & Challenges)Competitive & Challenges) SCSC= = Social C: Social C: Ethics; Population growth & Unemployment) Ethics; Population growth & Unemployment)
LCLC= = Living C:Living C: medical, medical, foodsfoods, housing…); , housing…); PCPC = = Professional CProfessional C (Quality Work + Quality HR = Quality (Quality Work + Quality HR = Quality
Products) Products) ====
Priority & structure are modified to our Islamic Teachings and Priority & structure are modified to our Islamic Teachings and national demands:national demands:
RQsRQs- IQCHRM IQCHRM is International Quality Centered HRM modelis International Quality Centered HRM model (( ((
- LC means Living ChallengesLC means Living Challenges (( ( (
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QualityQuality as Our Central Challenge as Our Central ChallengeThe Qualitative ProductivityThe Qualitative Productivity
Based on the previous Werther & Davis (1996, 7) focuses Based on the previous Werther & Davis (1996, 7) focuses Thus; QHR Productivity =Thus; QHR Productivity =
R QsR Qs
- Quality is the Excellence productivity Quality is the Excellence productivity (( ))- QHRMSM QHRMSM = =
(QGoods + QS ervices ) (QGoods + QS ervices ) (QOutputs) ÷ Q Intputs (QOutputs) ÷ Q Intputs (QHR+QMaterials +QEnergy) ? (QHR+QMaterials +QEnergy) ?
Q Outputs Q Goods+Q ServicesQ Outputs Q Goods+Q ServicesQHRMSM = __________ = ________________________________ QHRMSM = __________ = ________________________________
Q Inputs QHR+ Q Material +Q EnergyQ Inputs QHR+ Q Material +Q Energy
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Millennium C. Challenge
Islamic TQCHRMTQCHRMA Saudi ModelA Saudi Model
Ethical & Legal
Social Challenges
Population G & Unemployment
Living ChallengesMedical; Housing; Food ..
Professional Challenges
Global Competitive & Challenges
Organizational
HR
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STAFFING STAFFING SYSTEM PROCESS MODELSYSTEM PROCESS MODEL
““SAS \ SAHRMSAS \ SAHRM””
Despite its’ traditional definition as “Staffing is Despite its’ traditional definition as “Staffing is filling, and filling, and keeping filled, positions in the organization structurekeeping filled, positions in the organization structure”; It is a ”; It is a human based medical/nursing organizational term. human based medical/nursing organizational term.
Because; Staffing Because; Staffing placing greater emphasis on the human placing greater emphasis on the human elementelement, , thus,thus, it used as synonym for HRM. it used as synonym for HRM. Therefore, Therefore, HRManagers often overlook the fact that staffing is their HRManagers often overlook the fact that staffing is their responsibility not that of the personnel department. responsibility not that of the personnel department.
This SSPM is This SSPM is a part of the overall SAM & HRMSM, it requires an a part of the overall SAM & HRMSM, it requires an open – system approach. open – system approach.
Focus only in (SAS/SAHRM)Focus only in (SAS/SAHRM) In the SSPM: In the SSPM: staffing affects leading and controllingstaffing affects leading and controlling; the well ; the well
trained managers\planners create;trained managers\planners create; An Environment in which people working together in An Environment in which people working together in
groups, can achieve “Enterprise’” groups, can achieve “Enterprise’” (venture; endeavor, (venture; endeavor, activity)activity) O Objectives, and at the same time accomplish bjectives, and at the same time accomplish personal goalspersonal goals. .
A Proper staffing facilitates “leading” as a process of A Proper staffing facilitates “leading” as a process of influencing people influencing people (reflect on Motivation theories & (reflect on Motivation theories & models)models)
Selecting Quality HRM affects controlling (e.g; Selecting Quality HRM affects controlling (e.g; preventing undesirable deviations from become major preventing undesirable deviations from become major problemsproblems
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PLACE OF PLACE OF STAFFINGSTAFFING in SAM of HRMSM in SAM of HRMSM
- SAM is Staffing Approach Management SAM is Staffing Approach Management (( ))- Staffing is HRM- Staffing is HRM (( ))- SAHRM is Approach to HRM- SAHRM is Approach to HRM (( ) ) - SAHRM is the 4- SAHRM is the 4thth Stage of SAM Stage of SAM (( ))- QSAHRM facilitate Q of LC- QSAHRM facilitate Q of LC (( ))
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SSPM the ModelSSPM the ModelTheThe SAS/SAHRM SAS/SAHRM
Scan from (Koontz & Weihrich page 231)Scan from (Koontz & Weihrich page 231)
- - This This SSPMSSPM (SAHRM) requires an open – system approach: (SAHRM) requires an open – system approach: SYSTEM APPROACH to STAFFING\Selection (SYSTEM APPROACH to STAFFING\Selection (SASSAS it also it also known as known as SAMSAM, and in our course as , and in our course as SAHRMSAHRM))
- SAS/SAHRM is carried out within the “Enterprise or SAS/SAHRM is carried out within the “Enterprise or Activity Process, which in turn, is linked to the external Activity Process, which in turn, is linked to the external environment. Thus, environment. Thus, Internal factors must be taken into Internal factors must be taken into accountaccount..
- SAS/SAHRM Structure & Components:SAS/SAHRM Structure & Components:- As Structure, SAHRM is the second stage after As Structure, SAHRM is the second stage after Organizational planning (Enterprise plan; Organizational Organizational planning (Enterprise plan; Organizational plan; Analysis needs and requirements with Manager plan; Analysis needs and requirements with Manager Inventory)Inventory)
- Focused Components:Focused Components:- External & Internal SourcesExternal & Internal Sources- Recruitment\Selection\Placement\Promotion\ Separation Recruitment\Selection\Placement\Promotion\ Separation
(goodby)(goodby)- Appraisal\Training & Development Appraisal\Training & Development
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TheThe SAS/SAHRM SAS/SAHRM
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SASSASStaffing compare to other in SAMStaffing compare to other in SAM
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FUNCTIONAL AREAS WITHIN HRFUNCTIONAL AREAS WITHIN HR
EMPLOYMENT / STAFFINGEMPLOYMENT / STAFFING– RECRUITMENTRECRUITMENT– SELECTIONSELECTION
TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT – APPRAISALAPPRAISAL– EDUCATION AND DEVELOPMENTEDUCATION AND DEVELOPMENT
COMPENSATIONCOMPENSATION– SALARIES, WAGES AND BENEFITSSALARIES, WAGES AND BENEFITS– INCENTIVE PLANSINCENTIVE PLANS
EMPLOYEE RELATIONSEMPLOYEE RELATIONS– GRIEVANCE RESOLUTIONGRIEVANCE RESOLUTION– UNION RELATIONSUNION RELATIONS
HR PLANNING AND RESEARCHHR PLANNING AND RESEARCH– FORECASTINGFORECASTING– JOB ANALYSISJOB ANALYSIS– ATTITUDE SURVEYSATTITUDE SURVEYS– VALIDATION STUDIESVALIDATION STUDIES
Source: ANDREW, EVOLUTION OF HR MGMT
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1
Human Resource
Management
Human Resource
Development
Com
pens
atio
n
Staffing
Em
ployee and
Labor Relations
Safety and Health
Conclude HRM Functions
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The Human Resources DepartmentThe Human Resources Department Functions of the HR Department:Functions of the HR Department:
– Recruits employees so that the line managers can select Recruits employees so that the line managers can select which employees to hire.which employees to hire.
– Orients employees and trains many of them to do their Orients employees and trains many of them to do their jobs.jobs.
– Usually develops the performance appraisal system and Usually develops the performance appraisal system and forms used by managers throughout the organization.forms used by managers throughout the organization.
– Determines compensation for employees.Determines compensation for employees.
– Is usually responsible for employee health and safety Is usually responsible for employee health and safety programs, labor relations, and the termination of programs, labor relations, and the termination of employees. employees.
– Keeping employment records, and it is often involved Keeping employment records, and it is often involved with legal matters.with legal matters.
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Human Resource RolesHuman Resource Roles
Source: Figure based on information from Dave Ulrich, Human Resource Champions: (Boston: Harvard Business Press, 1997); and Dave Ulrich and Wayne Brockbank, The HR Value Proposition (Boston, Harvard Business Press, 2005).
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The Chain of SuccessThe Chain of Success
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HR HR JOBs Description & AnalysisJOBs Description & Analysis
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HR JOBs Description & AnalysisHR JOBs Description & Analysis
Job Description (JD) Define as: Job Description (JD) Define as: A set of tasks or activities to be performed by an A set of tasks or activities to be performed by an
individual which delimits the function of the job (or individual which delimits the function of the job (or position) occupied by that individual.position) occupied by that individual.
http://stats.oecd.org/glossaryhttp://stats.oecd.org/glossary
Job Description (JD) simply Job Description (JD) simply describes describes as “a written statement as “a written statement that describes the following elementsthat describes the following elements::
Duties; Duties; Responsibilities, Responsibilities, Most important Contributions and Outcomes needed from a Most important Contributions and Outcomes needed from a
position; position; Required Qualifications of candidates, and Required Qualifications of candidates, and Reporting relationship and coworkers of a particular job. Reporting relationship and coworkers of a particular job.
(Reflect on the Job Structure & Components Models)(Reflect on the Job Structure & Components Models)
which are the frequent outcome of the “which are the frequent outcome of the “Job AnalysisJob Analysis””http://humanresources.about.com/od/jobdescriptionshttp://humanresources.about.com/od/jobdescriptions
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HR JOB HR JOB Description & AnalysisDescription & Analysis
Job AnalysisJob Analysis is: is: The The process used to collect information about the duties, process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work responsibilities, necessary skills, outcomes, and work environmentenvironment of a particular job. of a particular job. You need as much data as You need as much data as possible to put togetherpossible to put together a job description a job description
JD FeaturesJD Features– A job description contains many features. The A job description contains many features. The firstfirst is the is the
position title. It should be position title. It should be followedfollowed by the name of the person by the name of the person responsible for overseeing that position and the job location. It responsible for overseeing that position and the job location. It also is a good idea to include the pay scale range. It is also is a good idea to include the pay scale range. It is important important to add to add working conditionsworking conditions as this is a way for as this is a way for prospective employees prospective employees to decideto decide if they are interested in this if they are interested in this specific position. specific position.
– A job description should include A job description should include the hoursthe hours and/or and/or shiftshift that that the individual performing this position will be working. the individual performing this position will be working. Most Most importantlyimportantly, it will , it will includeinclude duties, tasks, and duties, tasks, and responsibilitiesresponsibilities that lie within that specific post. This is the that lie within that specific post. This is the area that specifics should be included, including the area that specifics should be included, including the skill set skill set necessary to complete the tasks outlinednecessary to complete the tasks outlined. .
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Job AnalysisJob Analysis A Basic Human Resource Management Tool A Basic Human Resource Management Tool
JA- JD - JS Process ModelJA- JD - JS Process ModelExplore Relations with Explore Relations with HRM ComponentsHRM Components??
Tasks Responsibilities Duties
Job Analysis
Job Descriptions
Job Specifications
Knowledge Skills Abilities
Human Resource Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor Relations
Legal Considerations
Job Analysis for Teams
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Uses of
JA – JD – JS Information
Job Analysis
1. Recruiting andSelection Decisions
2. Performance Appraisal
3. Job Evaluation—Wage and Salary
Decisions(Compensation)
4. TrainingRequirements
Job Descriptionand
Job Specification
Figure 3-1
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Reasoning why?Reasoning why?
UsesUses of of J JD D & Job Specifications& Job Specifications
USES OF USES OF JOB JOB DESCRIPTIONDESCRIPTION– Makes clear to both Makes clear to both
manager and employee manager and employee exactly exactly who does whatwho does what
– Managers use them to Managers use them to evaluateevaluate
– Motivate Motivate employeesemployees– RecruitmentRecruitment– Selection and Selection and
placementplacement– Performance appraisalPerformance appraisal
USES USES JOB SPECJOB SPECIIFFIICATCATIIONSONS– RecruitmentRecruitment– Selection andSelection and
promotionpromotion– Job classificationJob classification– EvaluationEvaluation– Training and Training and
developmentdevelopment
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JD ConsiderationsJD Considerations
If you are using job descriptions in your company If you are using job descriptions in your company and/or work setting, it is a good idea to and/or work setting, it is a good idea to first do a task first do a task analysis before writing the documentanalysis before writing the document. This basically . This basically means means examining Job by:examining Job by:
Figuring out the tasks and what sequence are Figuring out the tasks and what sequence are needed to perform the job. needed to perform the job.
Figure out what knowledge and possible Figure out what knowledge and possible expertise is needed.expertise is needed.
If this position is one you are not personally If this position is one you are not personally knowledgeable about, it is more effective to ask your knowledgeable about, it is more effective to ask your employees who oversee that part of the industry to give employees who oversee that part of the industry to give input and perform the analysis. input and perform the analysis.
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National JD samples National JD samples MCSMCS
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National JD sample National JD sample MOH RT & EITMOH RT & EIT
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Global Sample Human Resources Assistant Job DescriptionGlobal Sample Human Resources Assistant Job Description
The Human Resources assistant assists with the administration of the day-The Human Resources assistant assists with the administration of the day-to-day operations of the human resources functions and duties. The HR to-day operations of the human resources functions and duties. The HR assistant carries out responsibilities in some or all of the following assistant carries out responsibilities in some or all of the following functional areas: functional areas: departmental development, HRIS, employee relations, departmental development, HRIS, employee relations, training and development, benefits, compensation, organization training and development, benefits, compensation, organization development, executive administration, and employment. development, executive administration, and employment. The HR assistant has partial responsibility for these The HR assistant has partial responsibility for these areas:areas:
Recruiting and staffing logistics; Recruiting and staffing logistics; performance management and improvement tracking systems; performance management and improvement tracking systems; employee orientation, development, and training logistics and employee orientation, development, and training logistics and
recordkeeping; recordkeeping; assisting with employee relations; assisting with employee relations; company-wide committee facilitation and participation; company-wide committee facilitation and participation; company employee communication; company employee communication; compensation and benefits administration and recordkeeping; compensation and benefits administration and recordkeeping; employee safety, welfare, wellness, and health reporting; and employee safety, welfare, wellness, and health reporting; and employee services; employee services; maintaining employee files and the HR filing system; maintaining employee files and the HR filing system; assisting with the day-to-day efficient operation of the HR office.assisting with the day-to-day efficient operation of the HR office. Primary Objectives:Primary Objectives: Safety of the workforce. Safety of the workforce. Development of a superior workforce. Development of a superior workforce. Development of the Human Resources department. Development of the Human Resources department. Development of an employee-oriented company culture that emphasizes Development of an employee-oriented company culture that emphasizes
quality, continuous improvement, and high performance. quality, continuous improvement, and high performance. Personal ongoing development.Personal ongoing development.
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Code of ConductCode of Conductis the is the Newly Global Term of Traditional JDNewly Global Term of Traditional JD
Summary SHRM CHAPTER CODE OF CONDUCT
This Code of Conduct for the (Chapter Name) has been adopted to promote and maintain the highest standards of professional and personal conduct among its members. By joining this Chapter, a member indicates his/her support for upholding this Code and the understanding of his/her individual responsibility to act in accordance with the following items, thereby assuring that all Chapter activities support the development, networking, and educational intents of this professional organization. As a member of the (Chapter Name), I pledge to:
• Maintain the highest standards of professional and personal conduct.• Strive for personal growth in the field of human resource management.• Support SHRM's goals and objectives for developing the human resource management profession.•Instill in the public and other (Chapter Name) members a sense of confidence about my conduct and intentions.•Uphold all laws and regulations relating to my activities.•Refrain from using my official positions, either regular or volunteer, to secure special privilege, gain or benefit for myself.•Maintain the confidentiality of privileged information.•Recognize that (Chapter Name) meetings, events, and/or any other (Chapter Name) activities are times for networking and development, not times for sales contacts or self-promotion.
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ADMINISTRATIVE ASSISTANTADMINISTRATIVE ASSISTANT PERSONNEL P PERSONNEL Posted by: TSG on: February 25, 2009osted by: TSG on: February 25, 2009
JOB TITLEJOB TITLE: Administrative Assistant: Administrative Assistant DEPARTMENT:DEPARTMENT: Marketing Marketing ACCOUNTABILITY:ACCOUNTABILITY: Reports to Marketing Manager Reports to Marketing ManagerJOB SUMMARYJOB SUMMARY Performs wide variety of duties, some of a confidential nature, including Performs wide variety of duties, some of a confidential nature, including
administrative and clerical functions.administrative and clerical functions. DUTIES AND RESPONSIBILITIESDUTIES AND RESPONSIBILITIES: : Specific duties include:Specific duties include:
o Taking and transcribing dictation.o Taking and transcribing dictation.o Scheduling appointments.o Scheduling appointments.o Greeting visitors and screening telephone calls.o Greeting visitors and screening telephone calls.o Preparing reports, maintaining confidence when required.o Preparing reports, maintaining confidence when required.o Observing and implementing established policies ando Observing and implementing established policies andprocedures.procedures.o Word processing and preparing spreadsheet data.o Word processing and preparing spreadsheet data.
SKILLS AND EDUCATIONAL REQUIREMENTSSKILLS AND EDUCATIONAL REQUIREMENTSAbility to communicate effectively both verbally and in writing. Thorough knowledge Ability to communicate effectively both verbally and in writing. Thorough knowledge of IBM PC, including MS Word and Excel software. Typing speed of 60 words per of IBM PC, including MS Word and Excel software. Typing speed of 60 words per minute and dictation at 100 words per minute. Graduate of secretarial school or minute and dictation at 100 words per minute. Graduate of secretarial school or junior college with a minimum of two years of experience in secretarial or junior college with a minimum of two years of experience in secretarial or administrative position.administrative position.
INTER-RELATIONSHIPSINTER-RELATIONSHIPSContact with all levels of personnel within company and with clients and vendors.Contact with all levels of personnel within company and with clients and vendors.
WORKING CONDITIONSWORKING CONDITIONSOvertime required occasionally, plus travel to conventions and client meetings Overtime required occasionally, plus travel to conventions and client meetings throughout the country.throughout the country.
NEEDED ATTRIBUTESNEEDED ATTRIBUTESAptitudes: Verbal ability, ability to make simple calculations, ability to organize.Aptitudes: Verbal ability, ability to make simple calculations, ability to organize.
Temperament: Ability to perform a variety of tasks, often changing assignments on Temperament: Ability to perform a variety of tasks, often changing assignments on short notice.short notice.
Interests: Public contact, communication of plans and ideas.Interests: Public contact, communication of plans and ideas.Prepared by:_____________________Prepared by:_____________________
Approved by:___________ Date:_______________Approved by:___________ Date:_______________
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Further HRJD InformationFurther HRJD Information
Want More Information About Job Want More Information About Job Descriptions?Descriptions?
How to Develop a Job Description How to Develop a Job Description Human Resources Assistant Human Resources Assistant Human Resources Generalist Human Resources Generalist Human Resources Director Human Resources Director Human Resources RecruiterHuman Resources Recruiter
Visit Visit (http://humanresources.about.com/od/jobdescriptions/a/HR_Generalist_2.ht(http://humanresources.about.com/od/jobdescriptions/a/HR_Generalist_2.ht
mm
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HRM HRM
Preparation; RecruitmentPreparation; Recruitment
& &
SelectionSelection
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HR RecruitmentHR Recruitment
Recruitment:Recruitment: it is the it is the phase which immediately precedesphase which immediately precedes (comes before)(comes before) selectionselection, to , to pavepave (ground/flooring) (ground/flooring) the way the way for the selectionfor the selection procedures by producing, ideally, the procedures by producing, ideally, the smallest numbers of candidates who appear to be capable smallest numbers of candidates who appear to be capable either of performing the required tasks of the job from the either of performing the required tasks of the job from the outset, or of developing the ability to do so.outset, or of developing the ability to do so.
RecruitmentRecruitment is the process of seeking and attracting is the process of seeking and attracting the right kind of people to apply for a job in an the right kind of people to apply for a job in an organizationorganization (http://www.icmrindi.com )(http://www.icmrindi.com )
Systematic Systematic Recruitment Process consists of the following Recruitment Process consists of the following sequenced sequenced HeadingsHeadings::
1.1. Determine the Vacancies Determine the Vacancies i.e i.e DemandDemand of objectives of objectives 2.2. Considering the Sources (Considering the Sources (matchmatch Supply Supply with demandswith demands))3.3. Preparing and publishing informationPreparing and publishing information4.4. Processing and assessing applicationProcessing and assessing application5.5. Notify ApplicantsNotify Applicants
(Ego task)(Ego task)Search different Job advertisement and Search different Job advertisement and Recruit procedures including Recruit procedures including
application form application form & compare ? & compare ?
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HR SelectionHR Selection
In this Unit )Formally & Informally ( you have to learn: In this Unit )Formally & Informally ( you have to learn: - Basic Concept of SelectionBasic Concept of Selection; ; Selection ProcessSelection Process; ; Selection Method Selection Method
Standards including Standards including the Reliability, Validity, Generalizability, Utility, Legality, the Reliability, Validity, Generalizability, Utility, Legality, the the Application Forms; its Application Forms; its Evaluation and Ethical Issues, plus Application Form Evaluation and Ethical Issues, plus Application Form Design, Selection Tests, Intelligence Tests, Aptitude Tests, Achievement Tests, Design, Selection Tests, Intelligence Tests, Aptitude Tests, Achievement Tests, Situational Tests, Interest Tests, Personality Tests, Polygraph Tests, Graphology, Situational Tests, Interest Tests, Personality Tests, Polygraph Tests, Graphology, Interviews, Preliminary Interview, Selection Interview, Decision Making Interview, Interviews, Preliminary Interview, Selection Interview, Decision Making Interview, The Interview Process, Preparation, Setting, Conduct of Interview, Choosing an The Interview Process, Preparation, Setting, Conduct of Interview, Choosing an Interview, Evaluation, Reference Checks, Medical Examinations, Placement Interview, Evaluation, Reference Checks, Medical Examinations, Placement
SelectionSelection define as “ define as “the process of evaluating the the process of evaluating the qualifications, experience, skill, knowledgequalifications, experience, skill, knowledge, etc, of an applicant , etc, of an applicant in relation to the requirements of the job in relation to the requirements of the job to determine his to determine his suitability for the jobsuitability for the job” ” (http://www.icmrindia.org) (http://www.icmrindia.org)
The The Selection Process (SP) is based on the organizational objectives, Selection Process (SP) is based on the organizational objectives, the job specification and the recruitment policy of the organizationthe job specification and the recruitment policy of the organization..
SP has two basic objectives:SP has two basic objectives: To predict which applicant would be the most successful if To predict which applicant would be the most successful if
selected for the job. selected for the job. To sell the organization and the job to the right candidate.To sell the organization and the job to the right candidate.
The various selection processes areThe various selection processes are showing in the following showing in the following ModelModel
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The Selection ProcessThe Selection Process
1. Application form1. Application form
2. Screening interviews2. Screening interviews
3. Testing3. Testing
4. Background and reference checks
4. Background and reference checks
5. Interviewing5. Interviewing
6. Hiring6. Hiring
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Briefing Briefing
the HR Selection componentsthe HR Selection components
To facilitate a near accurate prediction of an applicant’s success To facilitate a near accurate prediction of an applicant’s success on the job, the on the job, the selection methodsselection methods should meet should meet several generic several generic standardsstandards of of reliability, validity, generalizability, utility and reliability, validity, generalizability, utility and legality. legality.
The Application FormThe Application Form is a is a formal recordformal record of an individual’s of an individual’s application for employment. It is usually used in the application for employment. It is usually used in the preliminary preliminary screening of job applicantscreening of job applicant
InterviewsInterviews help managers to help managers to fill the gaps in the information fill the gaps in the information obtained through the application blanks and testsobtained through the application blanks and tests. . Interviews also Interviews also enable the management to make an impact enable the management to make an impact on the job applicant’s viewon the job applicant’s view of the organization, apart from of the organization, apart from assessing his job-related behavior and attitude. Interviews may be assessing his job-related behavior and attitude. Interviews may be classified as preliminary, selection and decision-making, based on classified as preliminary, selection and decision-making, based on their timing and purpose.their timing and purpose.
The Process of InterviewingThe Process of Interviewing consists of several steps such as consists of several steps such as preparation for the interviewpreparation for the interview, , ensuring a settingensuring a setting, and , and conducting, closing and evaluatingconducting, closing and evaluating. .
The The selection processselection process also uses also uses background investigation or background investigation or reference checksreference checks to check the authenticity of the information to check the authenticity of the information provided by the applicant. Finally, after an applicant is selected, provided by the applicant. Finally, after an applicant is selected, the offer is made to him and on acceptance, the placement the offer is made to him and on acceptance, the placement process starts.process starts.
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Selecting the CandidateSelecting the Candidate
Problems to be avoid:Problems to be avoid:– RushingRushing– Stereotyping Stereotyping (Unethical e.g Discrimination)(Unethical e.g Discrimination) – ““Like me” syndrome Like me” syndrome (Unethical)(Unethical)
– Halo and horn effectHalo and horn effect– Premature selection: Premature selection: wrong time, prior wrong time, prior
select…select…
)end exam2()end exam2(
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Staffing Process Staffing Process
Staff = FacultyStaff = Faculty Determination of available managerial resourcesDetermination of available managerial resources
The Management Inventory )MI(;The Management Inventory )MI(;– An overview of the staffing situation.An overview of the staffing situation.– Easily, future, training, retirement, Easily, future, training, retirement,
transfer, promote, and opportunities.transfer, promote, and opportunities.– Not fair, position, not practical to share, Not fair, position, not practical to share,
need time and effort.need time and effort.(See MI Model)(See MI Model)
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Staffing process Staffing process MIChartMIChart
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SP SP Determination of available managerial resourcesDetermination of available managerial resources
Analysis of the need for managers Analysis of the need for managers and staff.and staff.
Using External and internal information Using External and internal information Sources.Sources.
Supply – Demand Applied ChainSupply – Demand Applied Chain..
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Staffing Process ChainStaffing Process Chain (SPAC) (SPAC)
+ +
SupplySupply - -
Demand Demand SelectionSelection
PlacementPlacement
PromotionPromotion
Internal; training and Internal; training and development development compensationcompensation
External; recruitmentExternal; recruitment
- -
Change in Change in company planscompany plans
OutplacementOutplacement
LayoffsLayoffs
DemotionsDemotions
Early retirementEarly retirement
Training and Training and development if development if change in demand is change in demand is expected in the expected in the future.future.
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SP SP Situational factors affecting staffingSituational factors affecting staffing
The The ExternalExternal Environment include:Environment include: Economic Economic TechnologicalTechnological Social Social Political Political Legal Legal
The The InternalInternal Environment: Environment: Promotion from within )organization(.Promotion from within )organization(. Promotion from within in large companies.Promotion from within in large companies. The policy of open competition.The policy of open competition. Responsibility for staffing.Responsibility for staffing. Need for top-management support in Need for top-management support in
overcoming resistance to effective staffing.overcoming resistance to effective staffing.
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HRM 2009HRM 2009
TRAINING & DEVELOPMENTTRAINING & DEVELOPMENT
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HR Development and Training Process (MDPT HR Development and Training Process (MDPT Model)Model)
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Developing EmployeesDeveloping Employees
OrientationOrientation is: is: The process of introducing employees to The process of introducing employees to
the organization and their jobs.the organization and their jobs.
Orientation Program Orientation Program Elements:Elements:1.1. Description of organization and department functionsDescription of organization and department functions2.2. Specification of job tasks and responsibilitiesSpecification of job tasks and responsibilities3.3. Explanation of standing plansExplanation of standing plans4.4. A facility tour (trip, journey, cashtah)A facility tour (trip, journey, cashtah)5.5. Introduction to coworkersIntroduction to coworkers
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Developing Employees (cont’d)Developing Employees (cont’d)
Training, is:Training, is:– The process of teaching employees the skills necessary The process of teaching employees the skills necessary
to do the job.to do the job.– The systematic development of the knowledge, The systematic development of the knowledge,
attitudes, abilities and skills as required by an attitudes, abilities and skills as required by an individual to perform a given task or job individual to perform a given task or job successfullysuccessfully. .
– Training Training aimsaims at at improving the organization’s improving the organization’s performanceperformance throughthrough the enhanced performance of the enhanced performance of its employees. its employees.
Development is Development is anan:: – Ongoing education to improve skills for present and Ongoing education to improve skills for present and
future jobs.future jobs.
While While trainingtraining helps employees do their current jobs, helps employees do their current jobs, development development prepares individuals to handle future prepares individuals to handle future
responsibilities.responsibilities.http://www.icmrindia.orghttp://www.icmrindia.org
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Developing Employees (cont’d)Developing Employees (cont’d) Major Types of TrainingMajor Types of Training
Off-the-Job Training:Off-the-Job Training:– Vestibule training develops skills in a Vestibule training develops skills in a
simulated setting.simulated setting.
On-the-Job TrainingOn-the-Job Training– Training done at the work site with the Training done at the work site with the
resources the employee uses to resources the employee uses to perform the job.perform the job.
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Job Instructional Training Steps Job Instructional Training Steps
1. Preparation of the trainee.1. Preparation of the trainee.
2. Presentation of the task by the trainer.
2. Presentation of the task by the trainer.
3. Performance of the task by the trainee.
3. Performance of the task by the trainee.
4. Follow up.4. Follow up.
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Training Needs Analysis Model TNAM(Training Needs Analysis Model TNAM(
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Training Training Skills & MethodsSkills & Methods
Skills Developed Appropriate Methods
Technical skills Written material, lectures, videotapes, question-and-answer sessions, discussions, demonstrations
Programmed learningJob rotationProjects
Interpersonal and Role playingcommunication skills Behavior modeling
Conceptual and Problem solving & Case studiesdecision-making skills In-basket exercises/ Management games
Interactive videos
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--Problem Solving & Case Studies are used for Technical skills )T / F(? Problem Solving & Case Studies are used for Technical skills )T / F(? - Role Playing is used for Interpersonal and Communication skillls )T / F( ?- Role Playing is used for Interpersonal and Communication skillls )T / F( ?
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HR Performance Appraisal )PA(HR Performance Appraisal )PA(Assess – Evaluate & Judge Assess – Evaluate & Judge
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Performance Appraisal )PA(Performance Appraisal )PA( Performance Appraisal )PA( isPerformance Appraisal )PA( is
– The ongoing process of evaluating employee The ongoing process of evaluating employee performance.performance.
Types of PA:Types of PA:– DevelopmentalDevelopmental performance appraisal performance appraisal
Make decisions and plans for Make decisions and plans for performance improvements.performance improvements.
– EvaluativeEvaluative performance appraisal performance appraisal Make administrative decisions about pay Make administrative decisions about pay
raises, transfers, promotions, demotions, raises, transfers, promotions, demotions, and terminations.and terminations.
It is “It is “You get What you RewardYou get What you Reward” ” ((ReflectReflect X & Y TheoriesX & Y Theories))
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PERFORMANCE APPAISAL PROCESS )PAP(PERFORMANCE APPAISAL PROCESS )PAP(
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The Job based PA Process The Job based PA Process )Job PAP()Job PAP(
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Retaining EmployeesRetaining Employees
Compensation )Recompense/Reward( is: Compensation )Recompense/Reward( is: The total cost of pay and benefits to The total cost of pay and benefits to
employeesemployees All rewards that individuals receive as a All rewards that individuals receive as a
result of their employmentresult of their employment
– Pay systemsPay systems Wages:Wages: paid on an hourly basis. paid on an hourly basis. Salary:Salary: based on specific time period based on specific time period
regardless of hours worked.regardless of hours worked. Incentives:Incentives: paid for performance as paid for performance as
piece rates for production, commissions piece rates for production, commissions on sales, merit raises, bonuses for on sales, merit raises, bonuses for reaching/exceeding goals, and profit reaching/exceeding goals, and profit sharing.sharing.
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Retaining Employees (cont’d)Retaining Employees (cont’d)
Compensation Compensation – Pay determinationPay determination
Externally market valuing the job on a pay level Externally market valuing the job on a pay level decision.decision.
Job evaluation is used internally to establish the Job evaluation is used internally to establish the worth of each job relative to other jobs in the worth of each job relative to other jobs in the organization.organization.
– BenefitsBenefits Legally required benefits (e.g., workers’ Legally required benefits (e.g., workers’
compensation)compensation) Optional benefits (e.g., health insurance)Optional benefits (e.g., health insurance) Occupational Safety and Health Acts and legislations Occupational Safety and Health Acts and legislations
require employers pursue workplace safety.require employers pursue workplace safety.
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Attracting Employees: Recruiting SourcesAttracting Employees: Recruiting Sources
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Loss of EmployeesLoss of Employees
Organizations lose employeesOrganizations lose employees becausebecause::
1.1. Through attritionThrough attrition, employees leave for , employees leave for other jobs, elect to stop working for a period other jobs, elect to stop working for a period of time, or retire.of time, or retire.
2.2. Employees who Employees who break rulesbreak rules or or do not perform do not perform to standardsto standards are are fired fired. .
3.3. Employees are Employees are laid offlaid off (unemployment; not working (unemployment; not working Exit interviewsExit interviews
– Help identify problem areas that lead to turnover.Help identify problem areas that lead to turnover. Outplacement servicesOutplacement services
– Help laid-off employees find new jobs/learn skills.Help laid-off employees find new jobs/learn skills.
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HR HR (Employee) (Employee)
RelationsRelationsChallenges; Associations; ProspectiveChallenges; Associations; Prospective
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Employment RelationsEmployment Relations
ERER is ais a bridging term that both bridging term that both integrates integrates Industrial Relations Management (IRM) and HRM, Industrial Relations Management (IRM) and HRM, and and broadensbroadens the boundaries of both disciplines the boundaries of both disciplines to encompass a wider range of stakeholders to encompass a wider range of stakeholders (Posts)(Posts), , social, humanities and environmental factorssocial, humanities and environmental factors
Additional stakeholders include:Additional stakeholders include:– CustomersCustomers– Investors Investors – Suppliers Suppliers – Local and broader communityLocal and broader community– International International organisationsorganisations– Interest groupsInterest groups– Future generations Future generations
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HR the Employee RelationsHR the Employee RelationsThe Nature of the Employment Relationship )ER(The Nature of the Employment Relationship )ER(
Factors Affecting ERFactors Affecting ER Economic exchangeEconomic exchange Power relationshipPower relationship Continuous and open-endedContinuous and open-ended ContradictoryContradictory InterdependentInterdependent Ethical & Legal contractEthical & Legal contract Psychological contractPsychological contract
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Occupational Occupational Safety and HealthSafety and Health
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Safety and HealthSafety and Health
Employees Employees who work in safe environment and enjoy who work in safe environment and enjoy good health are more likely to be productive and good health are more likely to be productive and yield long-term benefits to organizationyield long-term benefits to organization. .
SafetySafety - Involves protecting employees from injuries caused - Involves protecting employees from injuries caused by work-related accidentsby work-related accidents
HealthHealth - Refers to employees' freedom from illness and their - Refers to employees' freedom from illness and their general physical and mental well beinggeneral physical and mental well being
Our Health, the Islamic Our Health, the Islamic HealthHealth is not just free of illness is not just free of illness and their general factors, It and their general factors, It refers to refers to employees' employees' freedom from illness and their all related “Physical, freedom from illness and their all related “Physical, Moral, Emotional, Spiritual, Mental and Psychological, Moral, Emotional, Spiritual, Mental and Psychological, Social and Cultural, Economical, Technological Well Social and Cultural, Economical, Technological Well BeingBeing (Johali Ethics 2008, Johali HEHAT/HEHA 2009)(Johali Ethics 2008, Johali HEHAT/HEHA 2009)
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Occupational Safety and HealthOccupational Safety and Health
Causes of Safety and Health Problems at the Causes of Safety and Health Problems at the Work Place:Work Place:
Lack of Education and Training, Lack of Education and Training, Human Errors, Human Errors, Technical Errors,Technical Errors, Psychological Problems, Psychological Problems, Occupational Hazards and Risks, Occupational Hazards and Risks, Provisions to Prevent Accidents at the Work Place,Provisions to Prevent Accidents at the Work Place, Prerequisites for an Effective Safety and Health Policy,Prerequisites for an Effective Safety and Health Policy, Accident Prevention in the Work Place,Accident Prevention in the Work Place, Stress and its Consequences on Employee Performance,Stress and its Consequences on Employee Performance, Causes and handling Employee Stress, Causes and handling Employee Stress, Avoiding Burnout, Avoiding Burnout, Challenges in the Service Sector, and Challenges in the Service Sector, and Importance of ErgonomicsImportance of Ergonomics
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Some Some Traditional HRM Systems - Traditional HRM Systems - CriticismsCriticisms
Overly descriptive and lackOverly descriptive and lacks s explanatory value explanatory value NNotion of a otion of a ‘‘shared ideologyshared ideology’’
– WWhen combined with the focus on rules, hen combined with the focus on rules, this this has created a has created a preoccupation preoccupation with with maintaining stability and regularity in maintaining stability and regularity in the system the system
– It is possible It is possible that one or more parties may seek to that one or more parties may seek to minimise or eliminate the role of othersminimise or eliminate the role of others
– TThe model is too deterministic and does not he model is too deterministic and does not appreciate the strategic choices made by the actors appreciate the strategic choices made by the actors
Thus; internationally, they start to Thus; internationally, they start to propose more qualitative system propose more qualitative system )Figure()Figure(, Is it , Is it appropriate for us?. Based on the above criticism, we appropriate for us?. Based on the above criticism, we can create Idealist Islamic HRM System just by can create Idealist Islamic HRM System just by adding adding ……..?! ..?!
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Traditional Traditional HRM Structure & Functions in a Large FirmHRM Structure & Functions in a Large Firm
President and CEO
Vice President, Marketing
Vice President, Operations
Vice President, Finance
Vice President, Human
Resources
Manager, Training and Development
Manager, Compensation
Manager, Staffing
Manager, Safety and
Health
Manager, Labor
Relations
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ProspectiveProspective
A Possible Evolving HR Organization ExampleA Possible Evolving HR Organization Example
President and CEO
Vice President, Operations
Vice President, Strategic Human
Resources
Vice President, Finance
Director of Safety
and Health
Training & Development (Outsourced(
Compensation (Shared Service
Centers(
Staffing (Line Managers, Use of Applicant Tracking
Systems(
Vice President, Marketing
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HR Associations; Resources & References HR Associations; Resources & References (Further don’t worry not in exams)(Further don’t worry not in exams)
http://www.eapm.org/http://www.eapm.org/
http://www.lotsofessays.com/viewpaper/1688019.htmlhttp://www.lotsofessays.com/viewpaper/1688019.html
http://www.academon.com/lib/paper/19794.html
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Lectures Note Lectures Note REFERENCES & SOURCESREFERENCES & SOURCES
Learners’ Creative Smart NotesLearners’ Creative Smart Notes **Johali Easy Guide to Quality Management of Health Care **Johali Easy Guide to Quality Management of Health Care
Human Resources: Human Resources: A Creative Thinking Lectures’ NoteA Creative Thinking Lectures’ Note of the of the related literature by Eisa Ali Johali the Lecturer related literature by Eisa Ali Johali the Lecturer (will be (will be available soon at al Quafil Centreavailable soon at al Quafil Centre near KSUnear KSU( (
* Human Resource Management )3* Human Resource Management )3rdrd Edition( by Shaun Tyson Edition( by Shaun Tyson & Alfred York. & Alfred York. Made Simple Books.Made Simple Books.
* Human Resource Management in Health Care* Human Resource Management in Health Care By L. Fleming By L. Fleming Fallon, Charles R. McConnell 2007; Jones & Bartlett Fallon, Charles R. McConnell 2007; Jones & Bartlett ISBN-13:ISBN-13: 9780763735319 9780763735319 ISBN-10:ISBN-10: 0763735310 (www.jbpub.com ) 0763735310 (www.jbpub.com )
Managing Human Resources in Health Care Organizations by Managing Human Resources in Health Care Organizations by Leiyu Shi, Jones and Battlerr Publisher 2007.Leiyu Shi, Jones and Battlerr Publisher 2007.
Human Resources and Personal ManagementHuman Resources and Personal Management, 5, 5thth ed, By ed, By William B Werther & Keith Davis. MacGraw Hill.William B Werther & Keith Davis. MacGraw Hill.
Human Resources Management (HRM) Portal: Learning Resources, Human Resources Management (HRM) Portal: Learning Resources, Expert Advice, Training Courses and HR Tools Expert Advice, Training Courses and HR Tools
http://www.hrmportal.org/hrm_interviewingtestingselection.htmhttp://www.hrmportal.org/hrm_interviewingtestingselection.htm
http://www.icmrindia.orghttp://www.icmrindia.org
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With With My Best – Idealist My Best – Idealist
WishesWishesDon’t forget To: Don’t forget To:
Be Excellency in ever think Be Excellency in ever think Be Critical Thinkers Be Critical Thinkers Be Creative; & Be Creative; & Meaningful Assertive HA & Meaningful Assertive HA & Learners Lifelong and Day Learners Lifelong and Day AfterAfter