This summary organizes the Amoud University BBA 6222 course material into a structured chapter-by-chapter format, highlighting the essential definitions, processes, and strategies for Human Resource Management.

BBA 6222: Human Resource Management – Course Summary

Chapter 1: An Overview of HRM

  • Definition: The strategic process of planning, acquiring, developing, and utilizing an organization’s workforce to achieve goals.
  • Nature: It is a pervasive (applies to all levels), continuous, and dynamic system focused on the human side of business.
  • HRM vs. Personnel Management: HRM is strategic and views people as assets/resources, whereas Personnel Management is traditional, administrative, and views labor as a tool.
  • Evolution: Progressed from primitive labor divisions and feudal systems to the Industrial Revolution, leading to modern strategic HR theories.
  • Environmental Challenges: Influenced by internal factors (culture, strategy) and external factors (labor laws, unions, economy, and diversity).

Chapter 2: Job Analysis and Design

  • Job Analysis: The systematic process of gathering information about a job.
    • Job Description (JD): Factual statement of duties, responsibilities, and working conditions.
    • Job Specification (JS): Statement of minimum human qualifications (education, skills, experience).
  • Methods: Interviews, questionnaires, direct observation, and participant logs.
  • Job Design Techniques:
    • Simplification: Breaking jobs into small tasks.
    • Rotation: Moving employees between different tasks.
    • Enlargement: Increasing the number of tasks.
    • Enrichment: Increasing autonomy and responsibility (vertical growth).

Chapter 3: Human Resource Planning (HRP)

  • The Concept: Matching the internal and external supply of people with anticipated job openings over a specific period.
  • Process:
    1. Analyzing organizational objectives.
    2. Forecasting Demand (Requirement) vs. Supply (Availability).
    3. Identifying gaps (Shortages or Surpluses).
    4. Developing action plans to close gaps.

Chapter 4: Recruitment

  • Purpose: A “positive” function aimed at searching for and attracting a large pool of qualified candidates.
  • Internal Sources: Promotions, transfers, and rehiring. (Pros: Higher morale, lower cost. Cons: Inbreeding).
  • External Sources: Campus recruitment, Walk-ins, Advertisements (Internet/TV/Newspaper), and Employee Referrals.

Chapter 5: Selection

  • Purpose: A “negative” or filtering process to choose the best individual for a position.
  • The Process: Application blanks \(\rightarrow\) Preliminary interview \(\rightarrow\) Testing (Aptitude, Personality, Polygraph) \(\rightarrow\) Secondary interview \(\rightarrow\) Reference checks \(\rightarrow\) Medical exam.
  • Interview Types: Structured, Semi-structured, Unstructured, and Stress interviews.
  • Common Bias: Halo effect (one trait influencing all), Contrast effect, and Central Tendency.

Chapter 6: Induction and Placement

  • Induction (Orientation): Introducing the new hire to coworkers, company history, policies, and benefits. It reduces “reality shock” and anxiety.
  • Socialization: The process of internalizing the organization’s values and norms.
  • Placement: Assigning the selected candidate to the specific job where their skills match the requirements.

Chapter 7: Performance Management

  • Performance Management: A continuous process of identifying, measuring, and developing performance.
  • Performance Appraisal Methods:
    • Graphic Rating Scales: Rating traits from “Unsatisfactory” to “Outstanding.”
    • MBO (Management by Objectives): Setting specific, measurable goals between manager and employee.
    • 360-Degree Feedback: Gathering input from supervisors, peers, subordinates, and customers.
  • Rating Problems: Leniency (too easy), Harshness (too strict), and Recency (judging only by recent events).

Chapter 8: Training and Development

  • Training: Focuses on technical skills for the current job (e.g., Apprenticeship, Vestibule training).
  • Development: Focuses on long-term growth and managerial potential (e.g., Case studies, Role-playing).
  • Succession Planning: Identifying and developing internal people to fill key leadership roles in the future.

Chapter 9: Compensation and Benefit Administration

  • Direct Compensation: Wages, salaries, incentives, and bonuses.
  • Indirect Compensation (Fringe Benefits): Paid time off (vacations, sick leave) and non-pay benefits (insurance, housing, transport).
  • Influencing Factors: Government laws (minimum wage), cost of living, labor market supply/demand, and union influence.

Chapter 10: Employee and Labor Relations

  • Collective Bargaining: Negotiation between union representatives and management regarding wages, hours, and conditions.
  • Grievance Handling: A formal process for employees to raise concerns about their work environment.
  • Disciplinary Action: A progressive process: Oral warning \(\rightarrow\) Written warning \(\rightarrow\) Final warning \(\rightarrow\) Dismissal.

Chapter 11: HR Maintenance and Separation

  • Maintenance (Movement):
    • Promotion: Upward movement with more pay/responsibility.
    • Transfer: Lateral movement with similar pay/status.
    • Demotion: Downward movement due to poor performance or discipline.
  • Separation (Exit):
    • Resignation: Employee-initiated exit.
    • Discharge: Employer-initiated exit (firing).
    • Layoff/Retrenchment: Separation due to lack of work or financial issues.
    • Retirement: Exit due to age or health.
  • Leaves: Entitlements like Annual, Sick, Maternity, and Mourning leave.