|Course Title||Development of the Labor Market and Links with Human Resource Management|
|Institution||Tashkent State Economic University|
Written by Course Instructor: Adiba Ziyavuddinova, Ph.D in Economics, MBA, Senior Lecturer and Doctoral Researcher of Tashkent State Economic University. This course was developed and revised by Mrs. Adiba Ziyavuddinova as a result of her participation at the CRC Legal Studies session "Renewing Labor Market Institutions", November 26-30, 2001, CEU, Budapest, Hungary.
Target Group: Graduate students of University, Specialists in Business Administration:
Aim of the course
This course is designed to provide students with a broad understanding of labor management: relations of the labor market and human resource management. The orientation taken throughout the course will be the perspective of general managers and public administrators. As such, in the first part of the session, we will focus primarily upon how labor market and HRM policies and practices affect the achievement of corporate objectives. Specific topics to be investigated include: History and development of HRM science, Labor Market, Social and economic factors of labor market development and role of HRM within that context. Terms and definitions, the main factors which influence on labor market dynamics, employee Resourcing Strategy, Labor Market Models in industrially developed countries of the world: modern techniques and methods in HRM. HRM - role and functions in organizations.
The second part of the course is aimed to provide more practical skills for students concerning with Staffing the organization: Job Analysis and Job Design. Job Description and Job Specification. In taking the theoretical approach to this issue, students will be recommended to do experimental and skill building exercises and role play games.
At the end of the first part of session, students should be able to:
1. Recognize and explain the role of Government in Labour Market Development through a detailed examination of the 1999 President's Decree on Labour Market Development.
2. Be able to explain why managing human resources effectively is becoming so important
3. Understand and be able to state the goals of human resource management
4. Comprehend and describe major activities and fundamental concepts of human resource management linked sensitively with labor market development
5. Understand and be able to evaluate the reasons behind the managerial concept: who is responsible for managing human resources
6. Describe professionalism in human resource management and give examples from practical life: could be local or international companies, JV, others
7. Discuss current trends in human resource management and Labor Market Development and be able to compare them with the trends in Labor Management in Uzbekistan.
At the end of the second part of session, students should be able to:
Role of the course in the overall degree curriculum:
The liberalization and decentralization process of State and Social restructuring taking place in Uzbekistan is becoming increasingly important for the civil service and public management system that fits with reform pace requires continued training and upgrading management and professional skills of public servants. This “Labor Market Development and HRM” course was designed and mainly aimed to provide training programs for the students who will work as senior and middle level public managers/HRM specialists, university graduates who are responsible for strengthening reform processes and liberalization of public administration systems as well as provision of consulting services in the field of management and labor market development.
Here is given a part of the syllabus for "labor Economy and Sociology" Department Graduates, which includes the Session on Labor Market Development and HRM for public administrators' specialists and managers' target group. This course outline which consists of two parts of the one general session includes a comprehensive range of topics/sessions, each consists of about two pages worth of practical and theoretical content + experimental and skill building exercises on ‘how-to-do-it’ information.
The approaches offered in this valuable resource are applicable to all managers, regardless of their area of operation. The information is up-to-date and well researched, and provides practical guidelines to help resolve everyday management problems and to assist in the decision-making process.
The author recommends this resource to you as we continue to build upon the skills and expertise of all our people, and focus on the business issues, which will continue to make managers their company force in their industry.
Ž Theoretical and practical approach of HRM and Labor Market Development concept, using both methods: lectures and interactive approaches
Ž Holding discussions, using case studies, public reports and Government Decrees concerning these topics
Ž Case-Study Development and Case Analysis. The situation analyses and presenting the ideas.
Ž “Brain storming”
Ž Experimental and Skill Building exercises within groups
Ž Provide feedback from audience
Ž Presentation techniques and leadership skills development and their evaluation (part of assessment concerning class participation) during the group discussions and presentation of ideas
Ž Using modern techniques of presentation: projector, flipcharts, etc.
1st Part of Session
Introduction to HRM – History and Development of HRM in industrially developed economies. Labor Market Development and links with HRM.
Human Resource Management (HRM) is defined as the use of several activities to ensure that human resources (HR) are used effectively for the benefit of the individual, the organization and society. This chapter underscores the increasing importance of effective HRM to the performance and survival of organizations in today’s competitive global environment. The primary goals and activities of human resource management are described. The key organizational members and their responsibilities for managing human resources are also discussed. Special attention is given to ethical issues and professionalism in HR and role of HR in the transition period. The session concludes with a brief review of the history of the field of human resource management and a discussion of several important trends in this exciting and challenging field.
2nd Part of Session
Job Analyses and Job Design. Job Description and Job Specification.
Before a human resource is created line managers handle all personnel matters. Since operating managers are familiar with all the jobs they supervise, they seldom need recorded job information. They already know the characteristics, standards, and human abilities required of the jobs they supervise. As human resource activities grow in scope and complexity, many duties such as recruiting and compensation are delegated to the human resource department. Knowledge about jobs and their requirements must be collected through Job Analysis.
Recorded job information plays a crucial role because it influences most human resource activities such as recruitment and selection, compensation, performance appraisal, training and other interrelated personnel management activities.
§ Job Analysis
§ What is Job Analysis?
§ Job Description
§ Job Specification
§ Job Family
§ Major Human Resources Actions that Rely on Job Analysis Information
§ Methods of collecting Job Analysis Information
§ Assessing changes in conditions of work and absenteeism
§ Analysing sources of supply
§ Forecasting human resource requirements
§ Productivity and costs
§ Writing Job Descriptions
§ Writing the Job Specifications
Experimental and skill building exercise
Learning Objectives: At the end of the session the participants should be able to write:
To understand the main philosophy/idea of recruitment and selection – the “right” person to the “right” place in order to maximize the number of “right” decisions. That means to select the right candidate with needed knowledge, skills, and competence with his interests and preferences.
On the basis of the proposed instruction, to write Job Analyses, Job Descriptions, Job Specifications for the following positions (participants could select the positions themselves).
Rainey H.G. Understanding and managing Public Organizations. Second editon. Jossey-Bass Publishers. San Francisco, 1998
D.A. Peterson “Improvements in the Selection Interview”. Personal Journal.1991.pages 56-60.
Vichael Brent. Work functions in High-Performing Teams. Prado Systems Limited 1995 pages 24-56.
Randall S. Schular, Paul F.Buller “Managing Human Resources” Fifth edition 1995 by West Publishing Co. Section 1-5.
Alan Krant “Management Assessment in International Organizations” Industrial Relations.1976.
Eugene C. Mayfield ”Selection Interview – a Revolution of Published Research” Personnel Psychology. 1964.
Lord Wedderburn "Labour Law and Freedom. Further Essays in Labour Law "Redword Press, Trowbridge, 1995.
Steven D. Anderman Labour Law. Management Decisions and Workers' Rights. Butterworths. London, Edinburgh, Dublin, 1998.
Braverman,H (1994) Labor and Monopoly Capital, New York, Monthly Review Press
Mintzberg, H.,Quinn J.B.Ghosal. The Strategy Process. Revised European Editon. Prentice Hall Europe, 1998.
Keith Davis. Human Behavior at Work (New York: McGraw-Hill, 1992), p396
Williams, Dobson and Walters’. Taxonomy of Power, Role, Task and People Cultures. 1989
Margerison-McCann Team Management Systems. Prado Systems Limited. 1990
John P. Wanous, “Tell it like it is realistic. Job Review on Job Acceptance, Job Attitudes and Job Survival” Journal of Applied Philosophy, vol.58. 1973.
Gerge W. England “Development and Use of Weighted Application Blanks. Bullete 55. University of Minnesota, 1981