5. What is organization?
•The act of rearranging element following
one or more rule.กระบวนการแบ่งงานสาหรับบุคคล ซึ่งต้องอาศัยความถนัด หรือความชานาญเฉพาะด้าน มีการจัด
วางโครงสร้าง และความสัมพันธ์ระหว่างบุคคล กลุ่มคน ตลอดจนอานาจหน้าที่ ความรับผิดชอบ
ลดหลั่นกันไปตามสายการบังคับบัญชา เพื่อให้ทุกคนสามารถปฏิบัติงานให้บรรลุผลสาเร็จตาม
เป้ าหมายขององค์กร
33. What is “Decentralization”?
•Decentralization is the process of dispersing
decision-making governance closer to the
people and/or citizens. It includes the
dispersal of administration or governance in
sectors or areas like engineering,
management science , political science,
political economy, sociology and economics.
Decentralization is also possible in the
dispersal of population and employment.
34. Administrative decentralization
Deconcentra
tion
Devolution
Delegation
Deconcentration is the weakest form of decentralization and is used most frequently in
unitary states—redistributes decision making authority and financial and management
responsibilities among different levels of the national government. It can merely shift
responsibilities from central government officials in the capital city to those working in
regions, provinces or districts, or it can create strong field administration or local
administrative capacity under the supervision of central government ministries.
Delegation is a more extensive form of decentralization. Through delegation central governments
transfer responsibility for decision-making and administration of public functions to semi-autonomous
organizations not wholly controlled by the central government, but ultimately accountable to it.
Governments delegate responsibilities when they create public enterprises or corporations, housing
authorities, transportation authorities, special service districts, semi-autonomous school districts,
regional development corporations, or special project implementation units. Usually these
organizations have a great deal of discretion in decision-making. They may be exempted from
constraints on regular civil service personnel and may be able to charge users directly for services.
Devolution is an administrative type of decentralisation. When governments devolve functions, they
transfer authority for decision-making, finance, and management to quasi-autonomous units of local
government with corporate status. Devolution usually transfers responsibilities for services to local
governments that elect their own elected functionaries and councils, raise their own revenues, and
have independent authority to make investment decisions. In a devolved system, local governments
have clear and legally recognized geographical boundaries over which they exercise authority and
within which they perform public functions. Administrative decentralization always underlies most
cases of political decentralization.
49. High-performance work
practices
• Self-directed team work
• Job rotation
• High level of skills training
• Problem-solving groups
• Total quality management
procedures and processes
• Encouragement of
innovative and creative
behavior
• Extensive employee
involvement and training
• Implementation of
employee suggestions
• Contingent pay based on
performance
• Coaching and mentoring
• Significant amounts of
information staring
• Use of employee attitude
surveys
• Cross-functional integration
• Comprehensive employee
recruitment and selection
procedures
54. Human resource planning
Current assessment
•Human resource inventory survey
•Job analysis
•Job description
•Job specification
Knowing the job
Job analysis
Job specification
A statement of the human
qualifications necessary to do
the job. Usually contains such
items as:
•Education
•Experience
•Training
•Judgement
•Initiative
•Physical effort
•Physical skills
•Respomsibilities
•Communication skills
•Emotional characteristics
Job Description
A statement containing items
as:
•Job title
•Location
•Job summary
•Duties
•Machine, tools, quipment
•Materials and forms used
•Supervision given or recieved
•Working conditions
•Hazards
Future human resource needs
Understaffed
VS
Overstaff
55. Recruitment VS Decruitment
Knowing the source
of human resources
Sources inside the
organization
Sources outside
the organization
•Management inventory card
•The position replacement form
•Management manpower
replacement chart
•Competitors
•Employment agency
•Publications
•Educational institute
Knowing the law
•หลักสิทธิมนุษยชน
•พระราชบัญญัติคุ้มครองแรงงาน
•กฏกระทรวงแรงงานและสวัสดิการสังคม
•การว่าจ้าง
•การเลิกจ้าง
•การไล่ออก
•การกระทาที่เป็นธรรม
Source Advantage Disadvantage
Internal search
Low cost, build
employee morale,
candidates are similar
with organization
Limited supply, may not
increase proportion of
employees from
protected group
Advertisements Wide distribution
Generates many
unqualified candidates
Employee referrals
Knowledge about the
organization provided by
current employees
May not increases the
diversity and mix of
employees
Public employment
agencies
Free or nominal cost
Candidates tend to be
unskilled or minimally
trained
Private employment
agencies
Wide contact, careful
screening
High cost
School placement
Large, centralized body
of candidates
Limited to entry-level
positions
56. Decruitment options
Option Description
Firing
Permanent involuntary termination
Layoffs
Temporary involuntary termination; may last only a few days or extend to
years
Attrition
No filling opening created by voluntary resignations or normal retirements
Transfer
Moving employees either laterally or downward; usually does not reduce
costs but can reduce intraorganizational supply-demand imbalances
Reduced workweeks
Having employees work fewer hours per week, share jobs, or perform their
jobs on a part-time basis.
Early retirement
Providing incentives to older and more senior employees for retiring before
their normal retirement date.
Job sharing
Having employees share one full-time position.
57. Selection
Employee
Available potential
personnel
from inside or outside
company
Rejection
of
potential
employe
es
•Preliminary screening
from records, data sheets,
etc.
•Preliminary interview
•Intelligence tests
•Aptitude tests
•Personality tests
•Performances references
•Diagnostic interview
•Physical examination
•Personal judgement
Stages of the selection
process
educational and
performance record
•Obvious misfit from
outward appearance and
conduct
•Failure to meet minimum
standards
•Failure to have minimum
necessary aptitude
•Negative aspect of
personality
•Unfavorable or negative
reports on past
performance
•Lack of necessary innate
ability, ambition, or other
qualities
•Physically unfit for job
•Remaining candidate
Reasons for
elimination
59. Orientation
Work unit orientation
Job specification
Head of work unit
Colleague
Goal
Standard operating procedure
Organization orientation
Vision & Mission
Organization philosophy
Organization culture
Regulation and rule
Human resource policy
Benefits and compensations
60. Employee training
Determining training needs
1
Design the training program
2
Administering the training program
•Lectures
•Programmed learning
•On the job training
•Coaching
•Class room technique
3
Evaluating the training program
•Rating scale
•Employee comparison
•Free-form essay
•Critical-form essay
4
•ข้อมูลหรือทักษะ สาระต่างๆ ของ
บุคคลหรือกลุ่มคนที่ต้องการพัฒนา
เพิ่มขึ้น เพื่อเพิ่มผลผลิตของแต่ละ
คนหรือกลุ่ม
61. Employee performance management
Method Advantage Disadvantage
Written essay Simple to use
More a measure of evaluator’s writing
ability than of employee’s actual
performance
Critical incidents Rich examples; behavioral based Time-consuming lack quantification
Graphic rating scales
Provide quantitative data; less time-
consuming than others
Do not provide depth of job behavior
assessed
BARs
Focus on specific and measurable job
behavior
Time-consuming; difficult to develop
Multiperson comparisons Compare employees with one another Unwieldy with large number of employees
MBO Focus on ended goals; results oriented Time-consuming
360 degree appraisal Thorough Time-consuming
62. Compensation and Benefits
Level of
compensation
and benefits
Employee’s tenure
and performance
Kind of job
performed
Kind of business
Unionization
Labor or capital
intensive
Management
philosophy
Geographic location
Company
profitability
Size of company
What industry is job in?
Is business unionization
Is business labor or
capital intensive?
What is management’s
philosophy toward pay?
Where is organization
located?
How profitable is the
company?
How large is the
company?
Does job require high
level of skill?
How long has employee
been with company and
how has he or she
performed
65. Human resources in dental
clinicReceptionist
Register
Chairside dental
assistant
Dental hygienist
Cashier
Laboratory technician
Business assistant -
Sale and marketer
Nurse
Design the HRM in term below
Job analysis
Employee training program
Performance appraisals
Benefits and compensation
Group discussion for approximate 15
minutes and present for 5 minutes