Контрольная работа: Human resousce management

· some idea of tasks and duties

· to whom employees are responsible

· likely targets and standards employees are expected to meet.

Person or job specifications

Person or job specifications set out the qualifications and qualities required in an employee. The list might include:

·education and professional qualifications required

·character and personally traits expected

·physical characteristics needed

·experience necessary.

Recruitment can be an expensive exercise but is less costly than appointing the wrong employee and perhaps having to repeat the process.

4. Selections

Because of the costs involved in recruiting the wrong people, firms are investing more resources and time in the recruitment process. A number of techniques of selection exist:

· interviews remain the most common form of selection and may involve one or two interviewers or even a panel interview. Interviews are relatively cheap and allow the two-way exchange of information but are unreliable as a method of selection. Some people perform well at interview, but that does not necessary mean they will perform well when in the post,

· psychometric tests reveal more about the personality of a candidate than might be discovered through interview. Questions are frequently used to assess candidates’ management skills or ability to work within a team,

· aptitude tests may provide an insight into a candidate’s current ability and potential. Such tests can also be used to assess intelligence and job-related skills.

5. Measuring employee performance

Managers need to measure employee performance in an objective way for the following reasons:

· to assess the efficiency (and competitiveness) of the workforce,

· to assist in developing the workforce plan,

· to confirm that the business’s human resource planning is contributing directly to the achievement of the corporate objectives. One of the factors influencing an organization’s workforce plan is the performance of its exiting employees. This will highlight the need for training, further recruitment or, perhaps, redundancy or redeployment. There are a number of ways a business can assess the performance of its current labour force.

If workers are producing a similar or greater amount each day, weekly or month than employees of rival businesses, then productivity may be satisfactory. However, such comparisons may be simplistic: factors such as wage rates, the level of technology and the way the labour turnover could be caused by many factors:

· inadequate wage levels leading to employees defecting to competitors

· poor morale and low levels of motivation within the workforce

· the selection of the wrong employees in the first place, meaning they leave to seek more suitable employment

· a buoyant local labour market offering more (and perhaps more attractive) opportunities to employees.

Injuries and illness can be genuine causes of absenteeism. However, other more potentially damaging causes exist. Low morale, poor working conditions, inadequate training and stressful demands may all lead to employees taking time off, absenteeism is expensive as quality and productivity can suffer and overtime payments may be necessary for absent employees.

6. Financial methods of motivation

In spite of the belief of some writers, such as Herzberg, that money is not а positive motivator (although lack of it can demotivate), рау systems are designed to motivate employees.

a) Piece-rate рау.