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MGM 3123: HUMAN RESOURCE MANAGEMENT

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Shankary Rajanthram

on 26 November 2013

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Transcript of MGM 3123: HUMAN RESOURCE MANAGEMENT

MGM 3123: HUMAN RESOURCE
Human Resource Management Division, Registry Department of UPM

Conclusion
SIVASHANKARY A/P RAJANTHRAM
HUANG PEI LIAN
NURUL SHAFIQAH
NUR SAADAH
MA CHENG LIN
GROUP MEMBERS
ABOUT ASSIGNMENT
OBJECTIVE OF ASSIGNMENT
1) Understand better this 4 process in a real organization which is Recruitment and Selection, Managing Performance, Managing Rewards and Managing employer and employee relationship.

The org that we choose is Human Resource Management Division in Registry Department of UPM. Its because:
1) have all the process in our objectives.
2) near and known environment
3) unfamiliar among the students
4) its employee is more than 50 (requirement for the assignment)

First of all, our appreciation to Mrs. Besek Intan Binti Basok, the head of Senior Assistant Register for her information and help.
Introduction of the organization
T
hi
s department is under UPM itself. It’s a one of the administration department in UPM. So, the background, objectives, mission and vision is same as UPM since they act as whole.
VISION: To become a university of international reputation

MISSION: To make meaningful contributions towards wealth creation, nation building and universal human advancement through the exploration and dissemination of knowledge.

MISSION, VISION
Human Resource Planning for Recruiting at Registry Department -
Human Resource Management Division

depends on the warrant from government specifically from Public Service Commission of Malaysia
warrant would have the allocation provided in terms of number of supporting staff and academic staff that an organization can have for the coming year
Local Government Act (1976)
For the Registry Department UPM, once they receive this warrant they will proceed to the first step which is Forecasting
Forecasting
For supporting staff and ii) For academic staff. For this research we will focus more on supporting staff also known as non academic staff.
surplus and shortage
temporary workers i)or contract workers

Analyzing personal policies in Registry Department.
Internal versus External Recruiting
Lead the Market Pay Strategies
Employment at will policies
Image Advertising

Recruitment Sources
Internal Sources. Internal sources are employees who currently hold other position in the organizations. This is done by job posting, or communicating information about the vacancy on organization bulletin
The selection process in Registry department is conducted by a unit known as Appointment Section
Selection Process
1) screening application and resumes
2) test
3) interview
4) reference check
5) decision
Managing Performance
Behavioral Approach

Criteria for effective Performance Management:
Fit with strategy
Validity
Reliability
Acceptability
Specificity

Method for Measuring Performance
Non Academic:
Observation of behavioral
Academic:
Result from early target
Performance Feedback
Ongoing process
Two way communication
Express dissatisfaction or complaints
Sharing their ideas or provide strategies
Open dialog and confidential
Managing employer & employee relationships
2 types of relationships can be identified:
Formal relationship
Informal relationship
Informal relationship
Based on observation, we can conclude that informal relationship exists through:
Intranet
Daily activities. i.e. lunch, hi tea
Ceremonial activities i.e. team building, family day


APPOINTMENT SECTION RESPONSIBILITIES
 UPM plans annual designation to the Ministry of Education (MOE);
 Appointment of officers of the Management and Professional (Academic and Non-Academic) and support groups;
 Appointment and extension of contract services group officer Management Professional (Academic and Non-Academic) and support groups;
 Appointment and extension of contract officers in the Internal Service Scheme UPM and expatriates;
 Fixed exchange (regular method of appointment of officers are on loan to the position held at the agency borrowers);
 Change of Appointment to public agencies or other service scheme because: -
(i) Isolation or abolition of posts;
ii. Application of the new officer
 New appointment

MANAGING REWARD
ROLE AND RESPONSIBLE
Basic condition for the promotion

Confirmed in service
Recommended by the Dean / Head of Department;
Scored 80% of the Annual Performance Evaluation Report for the 3 years preceding the application
For UPM Academic Officer, candidates must earn a minimum of 80% marks in the Promotion Criteria Scores Score set
Special assessments (if required) to be determined by the Appointing Authority
Pass PTK exam

Example of reward :
Ceremony to award an outstanding employee and department every year.
Increase in salary or promotion for eligible employee.
UPM officers can apply for certain allowance ex. bearing allowance work or acting allowance work.

MANAGING EMPLOYEE AND EMPLOYER RELATIONSHIP
RECOMMENDATIONS
1)

The disadvantages of using internal resources, the resumes/ application form track by system? Is it efficient?
2) Controlling the employee's performance.
3) Improper managing rewards - demotivating specially for non-academic staff.
4) Communications, using hierarchy
There are differences between private sector and public sector.
Theory that we learned is not really applied in the real organizations.
The objective had been accomplished.
THANK YOU
Question
When you have a higher qualification to apply one a job, and same time that you are very sure the organization will hire you. But……even they DID NOT interview you…..

Controlling the employee's performance.
*It is not strict compared with private sector.
*if the employees performance is bad, they will not fire/terminate .
Recommendation:

can have an important plan/program to improve on this problem.
Improper managing rewards -
demotivating specially for non-academic staff.
As we mention early
The government sector did not like private sector,
they do have rewards but....depends on government

When have rewords that everyone will get same rewords.

so they should carry out some specific rewards system to encourage employee.

Communications, using hierarchy
Relationships is more informal. In terms of reporting is not really following the hierarchy-no boundary .
Full transcript