November 13, 2021

  COURSE: DIPLOMA IN HUMAN RESOURCE MANAGEMENT   MODULE ONE      UNIT: FOUNDATIONS OF HUMAN RESOURCE MANAGEMENT     INTRODUCTION This module unit is designed to equip trainee with knowledge, skills and attitudes that will enable him/her to understand the Foundations of Human Resource Management.   GENERAL OBJECTIVE By the end of this module unit, the trainee should be able to: Understand the human resource policies in an organization Appreciate job analysis, recruitment and selection process Familiarize himself/herself with emerging issues and trends in job analysis, human resource records, recruitment and selection   TOPIC SUB-TOPIC HRS  INTRODUCTION TO HUMAN RESOURCE MANAGEMENT -Definition of Human Resource Management -Evolution of Human Resource Management -Differences between Personnel Management and Human Resource Management -Unique features of Human Resource Management 18 ROLE OF HUMAN RESOURCE FUNCTION IN AN ORGANIZATION The structure of Human Resource Department Functions of Human Resource Department in an organization Role of Human Resource Practitioner in an organization. 18 HUMAN RESOURCE POLICIES – Meaning of Human Resource policy -Importance of Human Resource policies -Areas covered by Human Resource policies 16 HUMAN RESOURCE RECORDS – Uses of Human Resource records -Type of Human Resource records -Computerized Human Resource records -Importance of Human Resource information systems -Identification of emerging issues and trends in human resource records 21 JOB ANALYSIS THEORY – CAT -Meaning of job analysis -Importance of job analysis -Process of job analysis -Techniques for collecting data for job analysis -Content of job description and job specification 26 HUMAN RESOURCE PLANNING THEORY  -Importance of human resources planning -Factors considered in forecasting human resource requirements -Human Resource Planning process 18      RECRUITMENT THEORY – Meaning of recruitment -Components of a recruitment policy -Sources of candidates -Recruitment process -Emerging issues and trends in recruitment 21 SELECTION THEORY Meaning of selection -Selection process -Selection methods -Emerging issues and trends in selection 18 PLACEMENT AND INDUCTUON THEORY Meaning of placement Importance of appropriate employee placement Meaning of employee induction Importance of employee induction Steps in induction process Components of employee induction program 24     ASSESSMENT PROCEDURE CAT …………………………….30% End Term Exams……………….70%     TOPIC 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT   LEARNING OBJECTIVES By the end of this topic, the trainee should be able to: explain the meaning of human resource management describe the evolution of human resource management differentiate between personnel management and human resource management explain the unique features of human resource management   1.1Meaning of Human Resource Management Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives. Storey (1989) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of HRM which are: a particular group of beliefs and assumptions; a strategic thrust informing decisions about people management; the central involvement of line managers; and reliance upon a set of ‘levers’ to shape the employment relationship   Aims of HRM The overall purpose of human resource management is to ensure that the organization is able to achieve success through people. ‘HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities.’ Specifically, HRM is concerned with achieving objectives in the following areas. Organizational effectiveness Distinctive human resource practices shape the core competencies that determine how firms compete. HRM strategies aim to support programmes for improving organizational effectiveness by developing policies in such areas as knowledge management, talent management and generally creating ‘a great place to work’. This is the ‘big idea’ as described by Purcell et al (2003), which consists of a ‘clear vision and a set of integrated values’. HR strategies can be concerned with the development of continuous improvement and customer relations policies. Human capital management Human capital can be regarded as the prime asset of an organization and businesses need to invest in that asset to ensure their survival and growth. HRM aims to ensure that the organization obtains and retains the skilled, committed and well-motivated workforce it needs. This means taking steps to assess and satisfy future people needs and to enhance and develop the inherent capacities of people – their contributions, potential and employability – by providing learning and continuous development opportunities. It involves the operation of ‘rigorous recruitment and selection procedures, performance- dependent incentive compensation systems, and management development and training activities linked to the needs of the businesses. It also means engaging in talent management – the process of acquiring and nurturing talent, wherever it is and wherever it is needed, by using a number of interdependent Knowledge management Knowledge management is ‘any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations’ .HRM aims to support the development of firm-specific knowledge and skills that are the result of organizational learning processes. Reward management HRM aims to enhance motivation, job engagement and commitment by introducing policies and processes that ensure that people are valued and rewarded for what they do and achieve and for the levels of skill and competence they reach. Employee relations The aim is to create a climate in which productive and harmonious relationships can be maintained through partnerships between management and employees and their trade unions. Meeting diverse needs HRM aims to develop and implement policies that balance and adapt to the needs of its stakeholders and provide for the management of a diverse workforce, taking into account individual and group differences in employment, personal needs, work style and aspirations and the provision of equal opportunities for all. Bridging the gap between rhetoric and reality The research conducted has found that there was generally a wide gap between the sort of rhetoric and reality. Managements may start with good intentions to do some or all of these things but the realization of them is often very