SADN 1043 – HUBUNGAN ETNIK

GROUP F

GROUP ASSIGMENT 1

Prepared to :

ENCIK AZMAN MD ZAIN

Prepared by :

NAMA NO.MATRIK
TIVAASHINI A/P SAMURGAM 259429
NUR ZUHREEN BINTU MUHAMAD 259149
TEE MING KUAN 255050
SOO JUIN YIT 255128
NUR AMEERA BINTI HABIBULLAH 259240
NUR AMALINA BINTI SALIM 259209
TUAN ASMA FARHAH BINTI TUAN YAZID 259204
NUR SYAHIRAH BINTI SAPUAN 259183
NURUL NADIAH BINTI ROSLI 259241
 TABLE OF CONTENT
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1) Human Resource Management
 Definition
 Principles
 Position and structure
 Function
 Job Analysis
 Selections
 Recruitment

 Training
 The roles of performance appraisal in
the organizations
 Compensation and benefits are used
in organizations

References
Definition of Human Resource Management

Human Resource Management (HRM) is the term used to describe formal

systems devised for the management of people within an organization. The
responsibilities of a human resource manager fall into three major areas: staffing,
employee compensation and benefits, and defining/designing work. Essentially, the
purpose of HRM is to maximize the productivity of an organization by optimizing the
effectiveness of its employees. This mandate is unlikely to change in any fundamental
way, despite the ever-increasing pace of change in the business world. As Edward L.
Gubman observed in the Journal of Business Strategy, "the basic mission of human
resources will always be to acquire, develop, and retain talent; align the workforce with
the business; and be an excellent contributor to the business. Those three challenges
will never change."

Until fairly recently, an organization's human resources department was often

consigned to lower rungs of the corporate hierarchy, despite the fact that its mandate is
to replenish and nourish what is often cited-; legitimately-; as an organization's greatest
resource, it's work force. But in recent years recognition of the importance of human
resources management to a company's overall health has grown dramatically. This
recognition of the importance of HRM extends to small businesses, for while they do not
generally have the same volume of human resources requirements as do larger
organizations, they too face personnel management issues that can have a decisive
impact on business health. As Irving Burstiner commented in The Small Business
Handbook, "Hiring the right people-; and training them well-; can often mean the
difference between scratching out the barest of livelihoods and steady business
growth'¦. Personnel problems do not discriminate between small and big business. You
find them in all businesses, regardless of size."

Principles of Human Resource Management

Business consultants note that modern human resource management is guided

by several overriding principles. Perhaps the paramount principle is a simple recognition
that human resources are the most important assets of an organization; a business
cannot be successful without effectively managing this resource. Another important
principle, articulated by Michael Armstrong in his book A Handbook of Human Resource
Management, is that business success "is most likely to be achieved if the personnel
policies and procedures of the enterprise are closely linked with, and make a major
contribution to, the achievement of corporate objectives and strategic plans." A third
guiding principle, similar in scope, holds that it is the HR's responsibility to find, secure,
guide, and develop employees whose talents and desires are compatible with the
operating needs and future goals of the company. Other HRM factors that shape
corporate culture-; whether by encouraging integration and cooperation across the
company, instituting quantitative performance measurements, or taking some other
action-; are also commonly cited as key components in business success. HRM,
summarized Armstrong, "is a strategic approach to the acquisition, motivation,
development and management of the organization's human resources. It is devoted to
shaping an appropriate corporate culture and introducing programs which reflect and
support the core values of the enterprise and ensure its success."

Position and Structure of Human Resource Management

 Human resource department responsibilities can be subdivided into three areas:
individual, organizational, and career. Individual management entails helping employees
identify their strengths and weaknesses; correct their shortcomings; and make their best
contribution to the enterprise. These duties are carried out through a variety of activities
such as performance reviews, training, and testing. Organizational development,
meanwhile, focuses on fostering a successful system that maximizes human (and other)
resources as part of larger business strategies. This important duty also includes the
creation and maintenance of a change program, which allows the organization to
respond to evolving outside and internal influences. Finally, there is the responsibility of
managing career development. This entails matching individuals with the most suitable
jobs and career paths within the organization.

Human resource management functions are ideally positioned near the theoretic
center of the organization, with access to all areas of the business. Since the HRM
department or manager is charged with managing the productivity and development of
workers at all levels, human resource personnel should have access to-;and the support
of-;key decision makers. In addition, the HRM department should be situated in such a
way that it is able to communicate effectively with all areas of the company.

HRM structures vary widely from business to business, shaped by the type, size,
and governing philosophies of the organization that they serve. But most organizations
organize HRM functions around the clusters of people to be helped-;they conduct
recruiting, administrative, and other duties in a central location. Different employee
development groups for each department are necessary to train and develop
employees in specialized areas, such as sales, engineering, marketing, or executive
education. In contrast, some HRM departments are completely independent and are
organized purely by function. The same training department, for example, serves all
divisions of the organization.

In recent years, however, observers have cited a decided trend toward

fundamental reassessments of human resources structures and positions. "A cascade
of changing business conditions, changing organizational structures, and changing
leadership has been forcing human resource departments to alter their perspectives on
their role and function almost overnight," wrote John Johnston in Business Quarterly.
"Previously, companies structured themselves on a centralized and compartmentalized
basis-;head office, marketing, manufacturing, shipping, etc. They now seek to
decentralize and to integrate their operations, developing cross-functional teams'¦.
Today, senior management expects HR to move beyond its traditional,
compartmentalized 'bunker' approach to a more integrated, decentralized support
function." Given this change in expectations, Johnston noted that "an increasingly
common trend in human resources is to decentralize the HR function and make it
accountable to specific line management. This increases the likelihood that HR is
viewed and included as an integral part of the business process, similar to its marketing,
finance, and operations counterparts. However, HR will retain a centralized functional
relationship in areas where specialized expertise is truly required," such as
compensation and recruitment responsibilities.
Function of Human Resource Management

Job Analysis
 Job Analysis is a process to identify and determine in detail the particular job duties
and requirements and the relative importance of these duties for a given job. Job
Analysis is a process where judgements are made about data collected on a job. An
important concept of Job Analysis is that the analysis is conducted of the Job, not the
person. While Job Analysis data may be collected from incumbents through interviews
or questionnaires, the product of the analysis is a description or specifications of the job,
not a description of the person.

The purpose of Job Analysis is to establish and document the 'job relatedness' of
employment procedures such as training, selection, compensation, and performance
appraisal.

Job Analysis can be used in training/"needs assessment" to identify or develop:

 training content
 assessment tests to measure effectiveness of training
 equipment to be used in delivering the training
 methods of training (i.e., small group, computer-based, video, classroom...)

Compensation 
Job Analysis can be used in compensation to identify or determine:

 skill levels
 compensable job factors
 work environment (e.g., hazards; attention; physical effort)
 responsibilities (e.g., fiscal; supervisory)
 required level of education (indirectly related to salary level)

Selection Procedures 
Job Analysis can be used in selection procedures to identify or develop:

 job duties that should be included in advertisements of vacant positions;

  appropriate salary level for the position to help determine what salary should be
offered to a candidate;
 minimum requirements (education and/or experience) for screening applicants;
 interview questions;
 selection tests/instruments (e.g., written tests; oral tests; job simulations);
 applicant appraisal/evaluation forms;
 orientation materials for applicants/new hires

Performance Review 
Job Analysis can be used in performance review to identify or develop:

 goals and objectives

 performance standards
 evaluation criteria
 length of probationary periods
 duties to be evaluated

Methods of Job Analysis

Several methods exist that may be used individually or in combination. These include:

 review of job classification systems

 incumbent interviews
 supervisor interviews
 expert panels
 structured questionnaires
 task inventories
 check lists
 open-ended questionnaires
 observation
 incumbent work logs
 A typical method of Job Analysis would be to give the incumbent a simple
questionnaire to identify job duties, responsibilities, equipment used, work relationships,
and work environment. The completed questionnaire would then be used to assist
the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the
identified job duties, responsibilities, equipment, relationships, and work environment
would be reviewed with the supervisor for accuracy. The method that you may use in
Job Analysis will depend on practical concerns such as type of job, number of jobs,
number of incumbents, and location of jobs.

Job Analysis should collect information on the following areas:

 Duties and Tasks The basic unit of a job is the performance of specific tasks and
duties. Information to be collected about these items may include: frequency,
duration, effort, skill, complexity, equipment, standards, etc.
 Environment This may have a significant impact on the physical requirements to
be able to perform a job. The work environment may include unpleasant
conditions such as offensive odors and temperature extremes. There may also
be definite risks to the incumbent such as noxious fumes, radioactive
substances, hostile and aggressive people, and dangerous explosives.
 Tools and Equipment Some duties and tasks are performed using specific
equipment and tools. Equipment may include protective clothing. These items
need to be specified in a Job Analysis.
 Relationships Supervision given and received. Relationships with internal or
external people. 

Recruitment

Recruitment (hiring) is a core function of human resource management. It is the

first step of appointment. Recruitment refers to the overall process of attracting,
shortlisting, selecting and appointing suitable candidates for jobs (either permanent or
temporary) within an organization.[1] Recruitment can also refer to processes involved in
choosing individuals for unpaid positions, such as voluntary roles or unpaid trainee
roles. Managers, human resource generalists and recruitment specialists may be tasked
with carrying out recruitment, but in some cases public-sector employment agencies,
commercial recruitment agencies, or specialist search consultancies are used to
undertake parts of the process.

 Internal recruitment – new employees were taken among existing

employees inside the organization (promotion)
 External recruitment – new employees were taken by searching outside of
the organizations

Selections

Application Forms

Application forms are a means of collecting written information about an

applicant's education, work and non-work experiences, both past and present. Almost
all organizations request applicants to complete an application form of some type.
Application forms typically request information on an applicant's home address, last
employer, previous work experience, education, military service, and other information
pertinent to employment, such as names and addresses of references. The application
form also serves as a guide for the employment interview.

Employment Interviews

The employment interview is a vehicle for information exchange between

applicant and interviewer regarding an applicant's suitability and interest in a job the
employer seeks to fill. Information provided in an applicant's application for employment
can be probed more deeply in the interview, and other information relevant to an
applicant's qualifications can be elicited. Since interviews can be rather flexible, any
missing pieces of information about an applicant can be collected at this time.

Tests of Abilities, Aptitudes, and Skills

 Tests used for screening applicants on the basis of skills, abilities, and aptitudes
can be classified as either paper and pencil tests or job sample tests. Both kinds are
scored, and minimum scores are established to screen applicants. The "cut-off" score
can be raised or lowered depending on the number of applicants. If selection ratios are
low, the cut-off score can be raised, thereby increasing the odds of hiring well-qualified
employees.

Tests should be selected only after thorough and careful job analysis. For
example, examination of a job description for an auto mechanic would probably show
that manipulation of parts and pieces relative to one another and the ability to perceive
geometric relationships between physical objects were required. These abilities are a
part of a construct called mechanical aptitude. Various parts of mechanical aptitude can
be measured using either paper and pencil or job sample tests.

Job sample tests, which require applicants to demonstrate specific job duties,
can also be used to measure mechanical ability. For example, applicants for a
mechanic's job could be asked to locate and fix a number of things wrong with a car or
truck. Organizations can develop their own job sample tests. Closely related to job
sample tests are job simulation exercises that place an applicant in a simulated job
situation to see how well he or she can cope.

Personality Test

People often believe that certain jobs require unique personalities or

temperaments. For example, an accountant may be thought of as conservative,
meticulous, and quiet, while a used-car salesman may be pictured as aggressive,
flashy, and smooth talking. While it is probably true that some "types" of people occupy
certain jobs, there is little evidence that people must have a specific personality type to
be successful at a particular type of job. It is more common that the job itself shapes the
job holder's behavior, and people stereotype others by their job behavior.

Nonetheless, there are two general types of personality test which are
sometimes used in selection decisions. These are self-report personality tests and
projective techniques. These personality measures have been used most often in the
selection of candidates for managerial positions. They are also frequently used as part
of assessment centers, which are a popular method of identifying potential managerial
talent.

Training

The purpose of training is to teach each organizational members how to perform

current jobs and to assist employees to acquire skills to perform effectively. Training
programs provide oppurtunities for employees to build their skills and knowledge, an
dprepare them for new job oppurtunities within the company. Since they also give
employers a better chance of ratining employess, they should be viewed as an
investment for both employees and employers.

Training format can be classified into 3 categories that is on-the job, on-site but
not on-the-job, and off-the job. On-the-job training prepares employees for job duties by
allowing them to perform tasks in the work setting under the guidance of experienced
co-workers, and can be done continuesly. Thus, as they readily apply these skills on the
job. It is also flexible and relevant to what employees do.

On-site but not on the job is appropriate where on-the-job training would be
distracting or harmful, yet contacts need to be maintained with work units at the work
site, but not on the job. Off-the-job training is more apprioprate when the consequences
of error or damage to equipment are high. It is also appriopriate when complex
competencies need to be mastered. Further, it avoids the constant interruptions for
example, from superiors and subordinates, either with walk-ins or telephone calls. Team
building sessions are more likely to be organized during a retreat, allowing team
members to focus on establishing ralationships.

Employee orientation or induction, the systematic introduction of new employees

to their jobs, co-workers and the organization, is the key part of the training and
development process. They need to learn about the organization and its culture. They
also need to learn how to do their jobs and to be introduced to workmates. The focus on
specific job skills permits new employees to improve their performance and thus feel a
sense of achievement. The organization in turn has a ned to accelerate their integration
and make them operationally competent.

Preferably, planned orientation activities should commence as soon as the

employee joins the organization. They need to know what is expected of them and how
well they are performing. New employees not only learn about company policies and
practices.

Researches have found that formal induction can achieve significant cost savings
by reducing the anxieties of new employees and by fostering positive attitudes, job
satisfaction and a sense of commitment at the start of the employement relationship.
Induction thus reduces the likehood of new employees quitting before they feel bonded
to the organization. Most labor turnover (particularly at operator levels) occurs in the first
six months of employement, so assisting new employees to feel as part of the
organization can reduce labour turnover costs and improve organizational profitability
and competitiveness.

However, induction or orientation per se is not necessarily beneficial. To be

worthwhile,induction programs must be well-planned, conducted and evaluated. In
particular, the HR manager should remember that induction is likely to be more
successful if it is done over a period of time so that the new employees is not
overloaded with information.

Career can be defined as a sequences of jobs and work pursuits that constitute
what a person does for a living. But in a changing environment, employees must begin
to think of their careers as a sequence of jobs that may or may not be in the same
organizations.

The emergence of a knowledge based economy has spawned a new nation of

workplace literacy, changing the relationship between employers and employees.the
traditional contract, where employees expect a stable of lifelong employment, no longer
applies. The retension of employees will most probably be based on their skills and
knowledge that can create advantages for the company over its competitors.

Career problems that younger employees face are generational issues, such as
how often the employees will change careers, employee loyalty, what motivates each
other employee, and the rapid advancement of technology which is planning and
development, career planning and development and motivation strategies to attempt to
attract and retain their key employees. The employees then will be more likely to take
more responsibility for their career paths, and seek career development oppurtunities
within, as well as outside of, the organization. This is in sharp contrast to the past, when
the focus of career development was on the employees future with that firm.

Although some organizations provide-in-house career planning and

development, this is often geared to the organization’s needs and not those of the
individual employee. Unless the employee is motivated to seek ongoing personal
development, her or she increases the risk of declining performance and job loss by
becoming professionally obsolescent.

Career planning and development require a conscious effort on the part of the
employee the process does not happen automatically. Effective career planning
depends on the joint efforts of the employee, he or his manager and the human
resource department. Moreover, the ongoing expansion of skills and knowledge makes
an employee more valuable and, therefore, more attractive to the organization.
Flexibility in jobs allows employees to gain a broad range of experiances which then
provide them with the ability to take advantages of a broader range of oppurtunities as
they become available.

The training process

Evaluation
Implementation

Selection

Objectives

Assessment
 The role of performance appraisals in the organization

Performance management is defined “as a systematic process for improving

organizational performance of individuals and team. As a holistic process, performance
management ensures that the following are developed and effectively carried out.

 Setting of corporate, department, team and individual objectives

 Performance appraisal system
 Reward strategies and schemes
 Training and development strategies and plans
 Feedback, communication and coaching
 Individual carrer planning
 Mechanism for monitoring he effectiveness of performance systems and
intervations

A performance appraisal is the process of determining how well employees are

doing on their job, providing feedback to them on their performance, agreeing on new
objectives and establishing a plan for performance improvement.
The performance review can include everything from attendance to performance goals
met. Performance appraisal give employees feedback about their strengths and
weakness, and how they can improve. An effective performance appraisal should take
place several times a year, be linked to organizational goals, be based on objectives
criteria, and be a two-way conversation. While formal appraisal are conducted at set
times during the year and they provide valuable, but infrequent feedback, informal
appraisals provide frequent feedback informally.

If a performance review is to be at all effective, it should meet the following criteria:

 Takes place several times a year

 Is linked to organizational goals
 Is based on objective criteria
 Takes place in the form of a two-way conversation
Performance appraisals can be formed by oneself, by the superior or by a
variety of people. These are 1) self appraisal, which supplement that performed
by the manager, 2) peer appraisal, which is usually carried out in team setting
where co-workers provide appraisal feedback, and 3) multi-person evaluation
where appraisal feedback is sought from a variety of people able to evaluate a
manager, including peers, customers, superiors and oneself. To provide effective
feedback, the organization should:
 Be specific and focus on correctable behavior, and identify suggested areas for
improvement.
 Focus on problem-solving and improvement, not critism.
 Express confidence in its workers ability to improve.
 Use a combination of formal informal feedback.
 Treat subordinated with respect and praise achievements.
 Set a timetable foe agreed changes.

An issues that needs to be addressed is wheather rewards are attached to

the appraisal. Linking pay to performance requires a robust performance
appraisal process and the active support of line managers. Various probems and
biases associated with appraisers and the inherent subjectivity of the
performance appraisal process may lead to claims of favoritism and arbitrariness.
Properly designed, the performance appraisal should be able to identify low
performing and high performing employees. Arising from this feedback, eployees
should be rewarded for their performance, and training and development needs
should be identified.
Compensation And Benefits Are Used In Organizations

In each and every organization people work for to get something in return or they
expect something after completion of their work form employers. We must have heard a
common phrase: give and take. We must always things to people in exchange for what
you give them. Compensation refers to this Exchange, but in monetary terms.
Compensation from the employer an employee feedback for work. It's just the monetary
value that employers exchange for their employees with the services that employees
provided.

Human Resource Management defines compensation in these words "employee

compensation refers to all forms of remuneration to workers and arising from their
employment." The expression ' all forms of remuneration "in the definition does not
include any non-financial benefits, but all the direct and indirect financial compensation.
(Gary Dessler, 1976).
 Workers today are not prepared to work just for the money apart from money
they expect some other benefits. This is known as extra employee benefits. Also known
as fringe benefits, employee benefits are non-financial form of compensation offered in
addition to cash salary to employees to enrich life.

What benefits would the company offer to its employees? Problem arises when
you begin to decide what to give to whom and on what basis? Employee benefits are
not performance-based, they are membership-based. Workers receive benefits
regardless of their performances. Employee benefits as a whole have no direct
influence on the performance of employee, however, insufficient benefits contribute to
the satisfaction of the low level and absenteeism and turnover in workers increase.
(DeCenzo and Robbins; 2007). So would you must carefully design your benefit
package. Your package contains a cell phone to each employee, with them to a training
workshop or seminar, giving them a day or two off every month and so on. While the
decision on the package of benefits, the associated costs. A well-designed
compensation and benefits plan helps attract motivate and retain talent in the company.
A well-designed compensation & benefits plan will benefit in the following ways.

1. Job satisfaction: your staff would be happy with their work and would like
to work for you if they honestly rewards in exchange for their services.

2. Motivation: We all have different types of needs. Some of us want money,

so they work for the company making them higher wages. Some value
reach more than money, she would join companies that have greater
chances of promotion, learning and development. A compensation plan
that affects workers needs is more likely to give them the way you want to
act to motivate.

3. Low absenteeism: why would anyone want to skip the day and watch
favorite TV program at the home, if someone really enjoy the work at the
office or company's environment and satisfied with their salaries and get
what they want and need?
 4.  Low turnover: would someone or any staff want to work for other
organization if your company offers them fair rewards. The rewards which
they thought they deserved.

Direct compensation persuade to financial benefits offered and provided to

workers in return of the services that they provide to the Company. The financial
benefits include Transportation, leave travel allowance, medical allowance, rent of the
house allowance, basic salary. They are provided at an expected period at a definite
time. Secondly is basic salary which salary is that amount which is received by the
employee after some task done by him/her for a certain period of time that can be a
day, a week, a month, etc. It is the wealth employees receive from their company for
which they are working by depiction their services. Thirdly is rent allowance which Some
of the Organizations either provide accommodations to its employees who are from
different regions, state or country or they provide house rent allowances to its
employees. This is done in order to maintain social security and to provide motivation in
their work. Then is transportation, which is Employer provides some transportation

facilities to its employees. Some of the organization also provides petrol allowance and
other allowances also they provide their own transport services in order to pick and
drop to their employees before and after completion of their day to day task. European
Care Group England provides transportation allowance to its employees.

Each and every company must identify its mission, understand the perspective
within which it has been operating and developing a policy and structure for meeting
its' objectives and goals. To retain, attract and motivate the employees required for high
levels of performance the human capital plan it adopts must contribute to its success.

The direct compensation program and strategy utilization must be fitting the context
and contributing to organizational effectiveness. The rate of the pay must be fair,
perceived and competitive as appropriate by all companies. If the management of the
any company believes pay rate above the market averages for some or all employment
produce benefits it must paying above market averages for some or all occupations
produce benefits it must influence those benefits resulting against the costs. There are a
number of options open if the company believes paying for performance fits the
organization's context and provides more advantages than the disadvantages. The
resources which are available in the organization for example; management skills,
money, freedom from regulatory/citizen intervention etc should be a main concern, and
one that should be measured early in negotiations. The effect on workforce is also a
critical concern.

Before cutting down the benefits and to add direct compensation the company should
be determining the direct compensation strategy and the programs that are best for
them. What is vital is that the system of the pay used is appropriate and effective,
provided the company's mission, environment objectives, culture, strategy and structure.

However the direct compensation system is not always the best. We can find its bad
influence in some of the organizations.

The key factors of the legal environment in which human resource management functions.

Legal Environment of HRM

• Legal Environment
- Federal and State legal philosophy specifying required, acceptable and prohibited work
practices place constraints on recruitment, choice , positioning , training and other
human resource activities.

 Legal Issues Related to HRM

- Federal, state and local anaesthetic laws
- Affirmative action
- Hands diversity
- Sexual harassment
 Important Laws

 Equal Employment Opportunity (EEO) Laws

- Prohibit consideration of race, coloring material , religion , national origin, or gender in

employ decision-making.
- Prohibit employment decisions based on biases against qualified individuals with
disabilities and the elderly .
- Bona Fide Occupational Qualification (BFOQ)
- An exclusion to protected-class discrimination as long as the determination not to
hire is based on line of work analysis, not personal attitude, popular opinion , bias
or stereotype .

 Affirmative Action

- Affirmative Natural process .

- The legal requirement that federal contractors, some public employers and private
organizations under court order for short-condition cure must actively recruit, hire,
and promote members of minority groups and other protected year if such
individuals are underrepresented in the organization.

Workforce Diversity

 Demographic changes in the work force will necessitate that organizations to

develop introduce SHRM computer program focused on recruiting and hiring diverse
individuals.
- Diversity can be a competitive advantage if people in an organization are accepting
of diverse perspectives and upshot and are Blackbeard to work well together.

Sexual Harassment

 Sexual Harassment Defined Actions that are sexually directed, are unwanted, and
subject the worker to adverse employment status .

 Major Manakin of Sexual Torment Quid pro quo

- Conditions where sexual compliance is required for job-related benefits and
opportunities such as pay and promotion.

 Hostile environment
 - Precondition where the victim does not suffer tangible economic injury but
workplace conduct is sufficiently severe to create an abusive working
environment.

EEOC Guidelines for Preventing Sexual Harassment

 Establish a policy on sexual torment and distribute a copy to all employee .

 Develop mechanism for investigating ill .The establishment needs a system for ill that
ensures that they are satisfactorily investigated and acted upon.
 Develop mechanisms for treatment accused multitude so that they are assured of a
fair and thorough investigation that protects their individual rights.
 Communicate to all employees, especially to executive program and coach ,
concerns and regulations regarding sexual harassment and the importance of
creating and maintaining a work surroundings free of sexual harassment.
 Discipline wrongdoer by using organizational countenance up to and including firing
the offenders.
 Wagon train all employees, especially supervisors and managers, about what
constitutes sexual harassment, and qui vive employees to the emergence and
deportment involved.

9) The importance of labor–management relations.

Labor-Management Relations

 The formal process through which labor trades union represent employee to negotiate
terms and experimental condition of employment, including:
- Pay
- Hours of work
- Benefits
- Other important aspects of the working surroundings

Implications for Leaders

 HRM is a critical element of the management process and is essential for long-term
organizational success.
 Job analysis is essential to understand what knowledge , science , ability , and attitudes
each job requires.
 Evaluate both internal and external sources for recruiting people.
 Base all HRM decisions on job-related criteria and not on racial, gender, or other
unjustified biases.
 To keep pace with rapid changes in global environment, be sure to climb employee ’
noesis and skill basis through training programs.
 Develop unbiased appraisal and advantage systems that are effective and equitable.
 Be innovative in scheduling body of work , designing jobs, and rewarding employees so
that you can respond effectively to the changing composition and needs of the
manpower .
References
Armstrong, Michael. A Handbook of Human Resource Management Practice. Kogan
Page Limited, 1999.

Mathis, Robert L., and John H. Jackson. Human Resource Management. Thomson

South-Western, 2005.

Inc. https://www.inc.com/encyclopedia/human-resource-management.html

Open libraries. https://www.inc.com/encyclopedia/human-resource-management.html

Studious Guy (2018) https://studiousguy.com/human-resource-management/