Management of Human Resources Q1

Management of Human Resources Q1

MANAGEMENT OF HUMAN RESOURCES 1

Management of Human Resources

Q1

Internal sources of recruitment include promotions, replacements ortransfers. The human resources department gives priority to theexisting employees to fill the positions instead of sourcing theskills from without the workplace. It is advantageous in improvingthe staff morale, and there is a minimum error in selection since thehuman resource managers have a track record of all the employees. Italso promotes loyalty to work as well as reducing the cost oftraining. However, it blocks away possible, desirable skills fromwithout the business. The relevant skills ay also lack in theexisting workforce.

Q2

Workflow process analysis involves having a detailed view of theelements of a work procedure and identifying any current inadequacieswith the aim of addressing them.A workflow analysis that I haveacquaintance with involves a seven elements in a snack producingventure that perform various tasks to achieve one primary objective.Te first is the nutrition system that prepares the menu fornutritional purposes. The attendance system follows to make sure thatthe food prepared is enough to foot all the orders. The individualsmaking the rules ensure that there are enough supplies to make thesnacks. The delivery system presents the food to the storage groupthat keeps the snacks d before passing them to the servicedepartment. Lastly, the payables department collects the payments

Q3

TDRs are the detailed description of what the employer expects theworker to implement as well as the extent to which the position theyexpect to hold will stretch. KSAOs are the qualities that a workershould possess to be productive in a particular area. Thecompetencies acquired through learning, or personal attributesincrease the productivity of an individual if well matched with theright job position.

Q4

There are several approaches to diversity training. The affirmativeaction is a major procedure creates a company that has fairrepresentation in the opportunities and work procedures to peopleregardless of from all the represented backgrounds. There is also thediversity of culture that aims at forging a tendency to culturaldiversity and acceptance in the workplace. Maximizing performance isalso an instrumental approach. Its primary objective is to increasethe productive output of individual employees by paying attention totheir distinct differences.

Q5

Companies assess their readiness to for learning by looking at theappropriateness of the employee and the employer. The organizationdetermines the employee`s attitude towards the learning develops fromthe knowledge of a particular knowledge gap. They are also ready ifthey understand the objectives of the process. The employer becomesready if he has the appropriate structure in place to support theprogram. He also passes the readiness assessment if all the necessaryresources are in place.

Q6

Drug tests are controversial in the selection process because theyinterfere with an individual’s privacy. Te test can also lead tounreasonable search and seizure, and this may have an implication ofthe due process. To avoid being controversial on the issue, thetests should apply to all applicants for the same job. The applicantsshould also receive the results of the tests and get a chance tooppose them. Privacy should be of utmost priority, and the employershould not release them to other parties.

Q7

In carrying out the performance management process, I would includethe employees. Most of the times they feel left out when beingassessed and they disengage from the process since it appears to be amanagement directed practice with little benefits to them. Engagingterm will assist them in reviewing their performance fairly as wellas setting goals for another operational period. In the nextassessment, it will easy for them to evaluate their performanceconcerning the set personal goals. I would use the five modelcriteria to conduct the performance management. The five stepsinclude strategic congruence, validity, reliability, acceptability,and specificity. Strategic Congruence refers to the measure to whichthe system elicits job performance. Validity refers to the attributeof the criteria to achieve its intended purpose while specificityrefers to the criteria focusing on the imperative aspects of the job.Reliability involves the rules being understandable in the same wayto all employees. It has to be acceptable to all the partiesinvolved.

Q8

Employee’s feedback is valuable to the managers because it helpsthem to understand any work practices that the workers do not uphold.They also get their views on the most productive procedures, and theycan capitalize n them. Feedback is also important to the employeesbecause they get a sense of inclusion and belonging to the workplace. Employers can either use surveys, online portals or suggestionboxes. Surveys are recommendable since the company tailors thequestions to reflect the interest of the work environment. Thequestions are comprehensive to capture all the areas relevant withthe work procedures. It also gives employees a chance to state anyother suggestions not captured in the questions.

Q9

Compliance with the employment and federal laws that relate to theworkplace is crucial since if offers protection to the employer andthe employees. They enforce the responsibilities of both parties, andthis creates a relationship of guided mutuality whereby none of themcan take advantage over the other. For example, the laws requiringemployers to avoid discrimination during hiring creates a balance inthe workplace and the regulation requiring employees to act withresponsibility when handling the employer’s equipment. Compliancewith the ethical practices that guides performance management andappraisal establishes a fair, rewarding system since the criteriafollow a strict pattern of factors that relate to the workplacewithout reservations for personal interests on the assessors. Forexample, the performance appraiser is bound to stick to theprocedures laid down uniformly for all the employees.

Q10

Voluntary turnover is an initiative of an employee as a matter ofchoice due to job dissatisfaction, lack of promotion or in search offavorable terms of employment. Involuntary turnover results from thedecision f an employer due to poor performance or s a disciplinaryaction. Voluntary turnover may be expensive for the company in thelong run since it may result in losing talented individuals on whomthe organization invests in their training. They may also influencefellow employees to leave the organization, and the management has nocontrol over it. Involuntary turnover creates a gap in the workplace,and it results to straining the existing workplace before getting areplacement.