1.

Explain HRM principles and practices

The fundamental principles of HR management are as follows:

1. Deal with people as complete individuals.

2. Make people feel worthwhile and related.
3. Treat all employees with justice.
4. Human resource management is not personal.
5. Rewards should be earned, not to be given.
6. Supply employees with relevant information.
7. Do not underestimate the intelligence of people.
8. Treat people with respect and dignity.
9. Provides opportunities for growth within the organization.
10. The predominance of group interest over individual interests.
11. Sell the HR program. It must be sold.
1. Principle of Individual Development – To offer an equal opportunity to every
employee so as to realize his/her potential and capability.
2. Principle of the Scientific Selection – To place the right individual in the right job.
3. Principle of the Free Flow of Communication- To open & encourage upward,
downward, formal as well as informal communication.
4. Principle of the Participation – To associate with employees at each and every level of
decision making.
5. Principle of a Fair Remuneration- To pay fair and equitable wages & salaries to
talented employees.
6. Principle of an Incentive – To review the performances of the employees and
rewarding them accordingly.
7. Principle of the Dignity of Labor – To treat each and every employee with respect and
dignity.
8. Principle of Labor-Management cooperation – To promote industrial relations and
labor laws.
9. Principle of Team Spirit – To ensure cooperation & teamwork amongst the employees.
10. Principle of Contribution to National Prosperity – To provide a higher work purpose
to all the employees and to contribute to the national prosperity and integrity.

2. Define HR in an organization
HR is responsible for recommending and instituting strategies for people and the organization
that further the attainment of the organization's strategic goals. If your organization is changing
direction, developing new products, changing mission, vision, or goals, HR must lead the way
with employee programs and processes.

human resource or ‘people at work’.

( According to Leon C. Megginson from the national point of view Human Resources)
“the knowledge, skills, creative abilities, talents and aptitudes obtained in the population;
whereas from the . view point of the individual enterprise, they represent the total of
inherent abilities, acquired knowledge and skills as exemplified in the talents and
aptitudes of its employees.”

Human resource has a paramount importance in the success of any organization because
most of the problems in organizational setting are human and social rather than physical,
technical or economical failure. In the words of Oliver Shelden, “No industry can be
rendered efficient so long as the basic fact remains unrecognized that it is principally
human.”(

3. HRM vs HRD
Human resource management refers to the process of recruiting and developing a
company’s workforce. The HR department is concerned with identifying talent gaps in a
company, advertising for positions, evaluating potential candidates, and hiring top talent.

Human Resource Management (HRM) is a branch of management; that is concerned

with making best possible use of the enterprise’s human resources, by providing better
working conditions, to the employees. It involves those activities that arrange and
coordinates the human resources of an entity. Further, it aims at maintaining good
relations at various levels of management.

Human Resource Development (HRD)/Personnel development is a wing of HRM that

keeps focusing on the growth and development part of the organisation’s manpower.
There are many people, to whom HRM and HRD convey the same meaning, but this is
not true. We have compiled an article here, to make you understand the differences
between HRM and HRD. Have a look.
 Basis of HRM HRD
Differentiati
on

Definition The full form of HRM is Human The full form of HRD is Human
and full Resource Management. It refers Resource Development. It refers to
form to how the principles of continuous development functions
management can be applied to that are implemented for improving
manage the employees working the performance of those working
in an organization effectively. in an organization.

Nature HRM is a management function. HRD is a sub-function of HRM.

Function The functions of HRM are The functions of HRD are proactive
reactive and are usually applied and have to be applied consistently
to gaining holistic organizational to enhance the productivity of
goals. employees.

Goal The objective of HRM is related HRD goals are usually connected
to improving the overall with skill development, knowledge
performance of employees to enhancement, and increasing the
align with the overall strategic competency of employees.
goal of organization.

Process Most HRM processes are routine HRD processes are ongoing and
and have to be carried out as not occasional.
and when the need arises.

Dependency HRM is an independent entity in HRD is a subsystem of HRM and

itself. It comprises of different draws many functions, attributes,
sections inclusive of recruitment and processes from HRM.
and retention, HRD,
compensation, performance,
appraisal management, etc.

Concerned with HRM deals with and has HRD is concerned with the
concerns for people only. It development of all aspects and
handles recruitment, rewards, people within an organization and
etc. manages its skill development
processes.

Levels of formality HRM functions are generally HRD functions may be informal as
formal and are applied via in mentorships, employees receive
classroom/laboratory training, coaching from superiors, usually
etc. managers.
 4. HRD Organization structure, functions and composition

How can structure relate to function? Purpose of structure is to allow the organization to divide
its work into various units and then provide ways to integrate this work. No one structural format
is appropriate for all organizations because structure should fit unique needs and should
emerge from the organizations goals and objectives. Form should always follow function:
example, if the organization provides services over a large geographical area, it would likely
decentralize its delivery of services; if agency services needed to be coordinated with other
programs, then staff teams could be established.
-structure can also be affected by the composition of the staff; structure may emerge from
specific strengths or weaknesses that the staff possess. Example: a manager with strong
interpersonal skills may be weak in handling administrative details. Elaborate structures are
sometimes build based on special qualities of staff, and when certain staff leave, restructuring
may be necessary.

5. Job organization

Job Organization - Delineates the different departments, division, sections and units in light of
its philosophy, resources and needs of the organization.

the distribution and coordination of work tasks, skills and authority in an ORGANIZATION.
Work organization is the way that tasks are distributed amongst the individuals in an
organization and the ways in which these are then coordinated to achieve the final product or
service.

6. Explain the importance of HRM processes and external influences that might affect that
process

The human resources management process is defined as the eight activities

necessary for staffing the organization and sustaining high employee performance.

Functions (Importance) of the HRM Process

1. Ensuring that competent employees are identified and selected
2. Providing employees with up-to-date knowledge and skills to do their jobs.
3. Ensuring that the organization retains competent and high-performing employees
who are capable of high performance.
 The importance of HR processes in companies HR processes must take into account
two main aspects:
● They are responsible for attracting, selecting, training and maintaining human talent
in a company.
● In the sensitive area of “labor claims/complaints” in the case of disagreements and also,
in many companies, the workforce represents much of the fixed costs, the payroll.

Environmental Factors Affecting HRM

● Labor Union
- An organization that represents workers and seeks to protect their
interests through collective bargaining.
● Collective Bargaining Agreement
- A contractual agreement between a firm and a union elected to represent a
bargaining unit of employees of the firm in bargaining for: Wage, hours, and
working conditions.
● Affirmative Action
- The requirement that organizations take proactive steps to ensure the full
participation of protected groups in its workforce.

● Laws and Regulations

- Limit managerial discretion in hiring, promoting, and discharging employees.

7. Discuss tasks associated with identifying and selecting competent employees

The selection process typically consists of eight steps:
(1) initial screening interview,
This initial screening is, in effect, a two-step procedure: (1) screening inquiries
and (2) screening interviews. If the company’s recruiting effort has been
successful,they will have a pool of potential applicants. The organization can
eliminate some of these respondents based on the job description and job
specification. Perhaps candidates lack adequate or appropriate experience, or
adequate or appropriate education. Other red flags include gaps in the
applicant’s job history, a listing of numerous jobs held for short periods of time, or
courses and seminars listed instead of appropriate education.

(2) completion of the application form,

This may be as brief as requiring only the applicant’s name,
address, and telephone number. Most organizations, on the other hand, may
want a more comprehensive employment profile. In general terms, the
application form gives a job-performance-related synopsis of applicants’ life,
skills, and accomplishments

(3) pre-employment tests,

(4) comprehensive interview,

 comprehensive interview - A selection device used to obtain indepth information
about a candidate. The comprehensive interview is designed to probe areas not easily
addressed by the application form or tests, such as assessing a candidate’s motivation,
values, ability to work under pressure, attitude, and ability to “fit in” with the
organizational culture. Fit cannot be overstated. Ironically, in many cases, employees
are hired based on their competencies and how likely they are to be successful
performers. It can be a one-on-one encounter between the interviewer and the applicant
(the traditional interview) or involve several individuals who interview an applicant at
once (the panel interview). Interviews can follow a predetermined pattern that identifies
both questions and expected responses (a situational interview). The interview can also
be designed to create a difficult environment in which the applicant is “put to the test” to
assess his or her confidence levels. This is frequently referred to as the stress interview
Interview Issues
- Interview bias
- Impression Management
- Behavioral Interview

(5) conditional job offer,

A tentative job offer that becomes permanent after certain conditions are met.
Conditional job offers typically come from an HRM representative. In essence,
the conditional job offer implies that if everything checks out—such as passing a
certain medical, physical, or substance abuse test—the conditional nature of the
job offer will be removed and the offer will be permanent.

(6) background investigation,

The process of verifying information job candidates provide.

(7) medical or physical examination,

 An examination to determine an applicant’s physical fitness for essential job
performance.

(8) permanent job offer.

TYPES OF SELECTION:
1.Internal Selection – refers to the assessment and evaluation of employees from within
the organization as they move from job to job via transfer and promotion system.
2.External Selection – refers to the assessment and evaluation of external job
applicants.

8. Explain different types of orientation and training

kamu na explain
9. Describe strategies for retaining competent, high performing employees

Performance Management System - Establishes performance standards that are used to

evaluate employees performance in the systematic process
1. Performance Appraisal - provides feedback on employee job performance,
including steps to improve or redirect activities as needed
● Written essay
● Critical Incident
● Graphic Rating Scale
● BARS
● Multiperson Comparison
● MBO
● 360 degree appraisal

2. Compensation -refers to pay or the exchange in monetary terms of the work performed
by the employee and is paid by the employer. It help attract and retain competent and
talented individuals to stay in the company and help achieve goals and mission of the
company. Monetary term of work (loyalty pay, salary increase)
3. Benefits - Do not involve money but are presented in form of value (study leave, rice
benefits,
HRM must develop the compensation system that reflects the changing nature of work
and workplace in order for the people to keep motivated at work.
 10. Discuss contemporary issues in managing HR

in times of COVID:
volatile-vision
uncertain-understanding,
complex- clarity
ambiguous- agility (overcome ambiguity)

dialogue- open communication

trust life
think both end (inclusive and adaptive)
resilience

HR is the nerve center/ strategy architect

1. Managing Downsizing
downsizing- permanent reduction of workforce thru elimination of unproductive workers or
divisions, this is usually associated with economic downturns and failing businesses.planned
elimination of jobs in an organization
● Provide open and honest communication.
● Provide assistance to employees being downsized.
● Reassure and counseling to surviving employees.
2. Managing Workforce Diversity
- Recruitment for diversity
- Selection without discrimination
- Orientation and training that is effective
3. Sexual Harassment
- An unwanted activity of a sexual nature that affects an individual’s employment
- An offensive or hostile environment
- Workplace Romances - Potential liability for harassment

4. Work-Life Balance
–Employees have personal lives that they don’t leave behind when they come to work.
–Organizations have become more attuned to their employees by offering family-friendly
benefits:
- On-site child care
- Summer day camps
- Flextime
- Job sharing
- Leave for personal matters
- Flexible job hours
5. Controlling HR Costs
- Employee health-care
Encouraging healthy lifestyles
- Financial incentives
 - Wellness programs
- Charging employees with poor health habits more for benefits
Employee pension plans
- Reducing pension benefits
- No longer providing pension plans

1. Compliance with Laws and Regulation

2. Management Changes

3. Leadership Development

4. Workforce Training and Development

5. Adapting to Innovation

6. Compensation

7. Understanding Benefits Packages

8. Recruiting Talented Employees

9. Retaining Talented Employees

10. Workplace Diversity