HRM QUICK NOTES HANIZAH FARHANI BINTI JAAFAR IMAN BINTI MOHAMAD FAWZI Perdagangan
H R M Q U I C K N O T E S i Managing Editor Hasnida binti Ismail Editor Siti Hajar binti Khazali Writer Hanizah Farhani binti Jaafar Iman binti Mohamad Fawzi Designer Hanizah Farhani binti Jaafar Iman binti Mohamad Fawzi Application Publishers and Developers Hanizah Farhani binti Jaafar Iman binti Mohamad Fawzi 1 st Edition 2021 e ISBN 978-967-2498-29-2 All rights reserved. No part of this work may be reproduced, stored in any form or by any means without the written permission of the publisher. Published by: Politeknik Muadzam Shah, Lebuhraya Tun Abdul Razak, 26700 Muadzam Shah, Pahang Darul Makmur EDITOR COMMITEES
H R M Q U I C K N O T E S ii We would like to record our warm appreciation and thanks to the many parties who have provided encouragement and helpful comments towards the arrangement of this HRM Quick Notes eBook. It is our hope that this eBook would help students to gain better understanding of this course. HANIZAH FARHANI BINTI JAAFAR IMAN BINTI MOHAMAD FAWZI Lecturer Department of Commerce Politeknik Muadzam Shah ACKNOWLEDGEMENT
H R M Q U I C K N O T E S iii HRM Quick Notes provide knowledge on principles, approaches, procedures, methods and processes in managing human resource. This knowledge will enhance students’ understanding and skills in solving human resource management issues in achieving organizational goals. The topics covered in this eBook are in line with the latest syllabus prescribed by the Department of Polytechnic and Community College Education, Ministry of Higher Education Malaysia. Several important topics include introduction to Human Resource Management, job analysis and human resource strategic planning, recruitment and selection, training and development, performance appraisal, compensation management and industrial relation which aim to give a comprehensive view of the subject. We hope this eBook will be useful for all students of Polytechnics especially for Diploma Business Studies students because it is user-friendly, in an interactive form and easy to follow as well as to understand. Suggestions for improving the coverage and the content of this eBook are most welcome from the end-users. We honestly feel and hope that these suggestions will greatly help us further improve the quality of the eBook. HANIZAH FARHANI BINTI JAAFAR IMAN BINTI MOHAMAD FAWZI Lecturer Department of Commerce Politeknik Muadzam Shah PREFACE
H R M Q U I C K N O T E S iv Acknowledgements ii Preface iii Contents iv INTRODUCTION TO HUMAN RESOURCE MANAGEMENT 1.1 Human Resource Management 1 1.2 Objectives of Human Resource Management 1 1.3 Factors Determine the Establishment of Human Resource Department 2 1.4 The Functions of Human Resource Management 2 1.5 The Environmental Factors Affecting Human Resource Management 3 1.6 Sample Exam Questions 4 JOB ANALYSIS AND HUMAN RESOURCE STRATEGIC PLANNING 2.1 Job Analysis 5 2.2 Purpose of Job Analysis 6 2.3 Methods to Collect Data in Conducting Job Analysis 7 2.4 The Documents of Job Analysis Information 7 2.5 Uses of Job Analysis Information 7 2.6 Human Resource Strategic Planning 8 2.7 The Importance of Human Resource Planning 8 2.8 The Human Resource Planning Process 9 2.9 Sample Exam Questions 10 TOPIC 1 TOPIC 2 TABLE OF CONTENTS
H R M Q U I C K N O T E S v RECRUITMENT AND SELECTION 3.1 Recruitment 11 3.2 The Steps Involved in Recruitment Process 11 3.3 Alternatives to Recruitment 12 3.4 Sources and Methods of Recruitment 13 3.5 The Advantages and Disadvantages of Internal and External Recruitment 14 3.6 Selection 16 3.7 The Activities Involved in Selection Process 17 3.8 Sample Exam Questions 19 TRAINING AND DEVELOPMENT 4.1 Training 20 4.2 Comparison Between Training, Education and Development 21 4.3 The Benefits of Training and Development to The Organization 21 4.4 The Training Needs Analysis 22 4.5 Employee Orientation 22 4.6 The Purpose of Orientation 22 4.7 Types of Orientation 23 4.8 Training Approach and its Common Methods 24 4.9 Sample Exam Questions 25 PERFORMANCE APPRAISALS 5.1 Performance Appraisal 26 5.2 The Purpose of Performance Appraisal 26 5.3 The Sources of Employees’ Information in Performance Appraisal 27 5.4 The Common Methods of Performance Appraisal 27 5.5 The Common Errors in Performance Appraisal 28 5.6 Sample Exam Questions 28 TOPIC 3 TOPIC 4 TOPIC 5
H R M Q U I C K N O T E S vi COMPENSATION MANAGEMENT 6.1 Compensation Management 29 6.2 The Components of Compensation 29 6.3 Benefits Provided to Employee 31 6.4 Reward Systems 33 6.5 Sample Exam Questions 34 INDUSTRIAL RELATIONS 7.1 Industrial Relations 35 7.2 The Tripartite System in Malaysia’s Industrial Relations 36 7.3 Trade Union 36 7.4 The Types of Trade Union 37 7.5 The Trade Union Membership 38 7.6 The Group of Employees who are Prohibited to be Trade Union Member 38 7.7 The Reasons Why Workers Join Trade Union 39 7.8 Industrial Action in Organization 39 7.9 Industrial Dispute in Organization 40 7.10 Sample Exam Questions 41 References 42 TOPIC 6 TOPIC 7
1 | P a g e H R M Q u i c k N o t e s In this chapter, students will learn, 1.1 HUMAN RESOURCE MANAGEMENT (HRM) The development and implementation of systems in organization designed to attract, develop and retain a high-performing workforce. 1.2 OBJECTIVES OF HUMAN RESOURCE MANAGEMENT To overcome the problems in workplace. To overcome the issues of labor force. To control the manager’s action. To overcome the changes of internal and external working environment. CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Course Learning Outcomes Interpret principles and approaches applicable to human resource management in an organization.
2 | P a g e H R M Q u i c k N o t e s To identify the current needs of knowledge and skills. To solve problems in the working environment. 1.3 FACTORS DETERMINE THE ESTABLISHMENT OF HUMAN RESOURCE DEPARTMENT The size of the organization The philosophy of the top management Unionization of the workforce Ownership of the company 1.4 THE FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Job Analysis and Human Resource Planning Recruitment and Selection Training and Development Performance Appraisal Compensation Management Industrial Relations
3 | P a g e H R M Q u i c k N o t e s 1.5 THE ENVIRONMENTAL FACTORS AFFECTING HUMAN RESOURCE MANAGEMENT 1.5.1 Internal Factors Organization’s mission Physical (Ventilation, Noise, OSH) Organization’s policies Resources Corporate Culture 1.5.2 External Factors Society Political Parties Unions Competition Customers HR Technology Economy Labor Market Legal Considerations
4 | P a g e H R M Q u i c k N o t e s 1.6 SAMPLE EXAM QUESTIONS 1. Define Human Resource Management. 2. The stability of human resource management is greatly influenced by the environment factors. Discuss FOUR (4) internal environmental factors that influenced the human resource activity. 3. List FIVE (5) importance of human resource management. 4. Describe FIVE (5) functions of human resource management. 5. Describe TWO (2) internal and TWO (2) external factors that affect human resource management activities.
5 | P a g e H R M Q u i c k N o t e s JOB ANALYSIS In this chapter, students will learn, 2.1 JOB ANALYSIS Job analysis is a technique of studying a job to identify the skills, knowledge, experience and other requirements necessary to perform a job. Job analysis is a systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization. CHAPTER 2 JOB ANALYSIS AND HUMAN RESOURCE STRATEGIC PLANNING Course Learning Outcomes Illustrate the procedures, methods and processes in managing human resource.
6 | P a g e H R M Q u i c k N o t e s 2.2 THE PURPOSE OF JOB ANALYSIS
7 | P a g e H R M Q u i c k N o t e s 2.3 METHODS TO COLLECT DATA IN CONDUCTING JOB ANALYSIS 2.4 THE DOCUMENTS OF JOB ANALYSIS INFORMATION 2.5 USES OF JOB ANALYSIS INFORMATION JOB DESCRIPTION A set of document providing information regarding tasks, duties, and responsibilities of a job. JOB SPECIFICATION A set of document used to ensure the specific skills and qualifications needed by an employee to perform duties.
8 | P a g e H R M Q u i c k N o t e s 2.6 HUMAN RESOURCE STRATEGIC PLANNING The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. 2.7 THE IMPORTANCE OF HUMAN RESOURCE PLANNING Focuses on the demand and supply of labor and involves the acquisition, development and departure of people. To ensure that a predetermined number of persons with the right skills are available at a specified time in the future. The success of an organization depends on its employees. It must be linked to the organization’s overall business strategy, and concentrate on the organization’s long-range human resource requirements. Determining current and future needs to achieve organization goals. Facilitating the organization to respond to the needs of the current environment. Ensuring the distribution of manpower in organization. Ensuring the employee activity planning is at the desired level.
9 | P a g e H R M Q u i c k N o t e s 2.8 THE HUMAN RESOURCE PLANNNG PROCESS FORECASTING HR REQUIREMENTS FORECASTING HR AVAILABILITY COMPARING REQUIREMENTS AND AVAILABILITY DEVELOP AND IMPLEMENT HR STRATEGIES EVALUATE THE IMPLEMENTATION OF STRATEGIES
10 | P a g e H R M Q u i c k N o t e s 2.9 SAMPLE EXAM QUESTIONS 1. Explain FOUR (4) method used to collect data in conducting job analysis. 2. Explain FOUR (4) uses of job analysis information in human resource management functions. 3. Describe Job Description and Job Specification. 4. List FIVE (5) importance of human resource planning. 5. State FIVE (5) activities that involved in human resource planning. 6. Describe FIVE (5) activities involved in human resource planning process. 7. Identify FOUR (4) importance of human resource planning. 8. Describe FIVE (5) methods that can be used by the organization to reduce the surplus of workers.
11 | P a g e H R M Q u i c k N o t e s In this chapter, students will learn, 3.1 RECRUITMENT Recruitment is a process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications to apply for jobs with an organization. 3.2 THE STEPS INVOLVED IN RECRUITMENT PROCESS The basic process of recruitment is as follows: 3.2.1 Requirement from Human Resource Planning and the managers’ requisition 3.2.2 Evaluate alternatives to recruitment 3.2.3 Determine sources and methods of recruitment 3.2.4 Recruited Individual CHAPTER 3 RECRUITMENT AND SELECTION Course Learning Outcomes Interpret principles and approaches applicable to human resource management in an organization.
12 | P a g e H R M Q u i c k N o t e s The Recruitment Process (Martocchio J.J., 2018) 3.3 ALTERNATIVES TO RECRUITMENT Outsourcing and Offshoring Contingent workers Professional Employer Organizations (Employee Leasing) Overtime
13 | P a g e H R M Q u i c k N o t e s 3.4 SOURCES AND METHODS OF RECRUITMENT 3.4.1 Internal Sources and Methods 3.4.2 External Sources and Methods College And University Recruiting Advertisement And Job Fairs E-recruitment Employee Referrals Unsolicited Applicants Employment Agencies And Consultants Promotions Retirements Transfers Internal Advertisement
14 | P a g e H R M Q u i c k N o t e s 3.5 THE ADVANTAGES AND DISADVANTAGES OF INTERNAL AND EXTERNAL RECRUITMENT 3.5.1 Internal Recruitment 3.5.2 External Recruitment ADVANTAGES DISADVANTAGES The morale of the promoted employee is usually high ‘Inbreeding’ results The firm can better assess a candidate’s abilities Those not promoted may experience morale problems Recruiting costs are lower for some jobs Employees may engage in ‘political’ infighting for promotions The process is a motivator for good performance A management development program is needed The process causes a succession of promotions The firm has to hire only at entry level ADVANTAGES DISADVANTAGES New ‘blood’ brings new perspectives The firm may not select someone who will fit the job or the organization Training new hires is cheaper and faster because prior external experience The process may cause morale problems for internal candidates not selected The new hire has no group of ‘political supporters’ in the organization The new employee may require a longer adjustment or The new hire may bring new orientation time industry insights
15 | P a g e H R M Q u i c k N o t e s 3.6 SELECTION Selection is a process of choosing from a group of applicants the individual best suited for a particular position and the organization. 3.7 THE ACTIVITIES INVOLVED IN SELECTION PROCESS The Selection Process (Martocchio J.J., 2018)
16 | P a g e H R M Q u i c k N o t e s 3.7.1 Preliminary Screening In employee selection, preliminary screening is a review to eliminate those who obviously do not meet the position’s requirements. 3.7.2 Review of Application Form and Resumes Job applicants often begin selection process by submitting resume. Resume is a goal-directed summary of a person’s experience, education, and training developed for use in the selection process. 3.7.3 Selection Tests PHYSICAL ABILITY TEST Test on muscular tension, muscular power, muscular endurance, cardiovascular endurance, flexibility, balance and coordination. COGNITIVE ABILITY TEST Tests that determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability. PERSONALITY TEST Self-reported measures of traits, temperaments , or dispositions. WORK SAMPLES TEST Tests that require an applicant to perform a task or set of tasks representative of the job.
17 | P a g e H R M Q u i c k N o t e s 3.7.4 Employment Interviews 3.7.5 Method of Interviewing STRUCTURED INTERVIEW Interview in which the interviewer asks each applicant for a particular job the same series of job related questions. UNSTRUCTURED INTERVIEW Interview in which the job applicant is asked probing, openended questions. SITUATIONAL INTERVIEW Interview in which interviewer create hypothetical situations that candidates would likely to encounter on the job and asking them how they would handle them. BEHAVIORAL INTERVIEW Interview in which applicants are asked to relate actual incidents from their past relevant to the target job. One To One Interview Group Interview Multiple Interviews Video Interview Board Interview Stress Interview
18 | P a g e H R M Q u i c k N o t e s 3.7.6 Pre-Employment Screening Pre-employment screening or background checks determine the accuracy of the information submitted or to determine whether vital information was not submitted. It involves obtaining data from various sources, including previous employers, business associates, credit bureaus, government agencies, and academic institutions. 3.7.7 Selection Decision In making this decision, a manager will review results of the selection methods used. The candidate whose qualifications most closely conform to requirements of open position and organization should be selected. Medical examination determines whether applicant is physically capable of performing the work. Pre-employment medical examinations may include blood test, X-ray, Eye Sight test and drug screening test. 3.7.8 Offer of Employment Notification of candidates is when the management notify both successful and unsuccessful candidates of selection decisions as soon as possible. Any delay may result in the company losing a prime candidate because top prospects often have other employment options.
19 | P a g e H R M Q u i c k N o t e s 3.8 SAMPLE EXAM QUESTIONS 1. Interpret FOUR (4) types of selection test in choosing the best candidate as a new employee. 2. Prepare a diagram of selection process in order to choose the most suitable applicant from amongst a group of applicants. 3. State FOUR (4) basic processes of recruitment. 4. List TWO (2) main sources of recruitment. 5. Explain FOUR (4) sources of external recruitment. 6. Describe FIVE (5) disadvantages of external recruitment. 7. State FIVE (5) advantages of internal recruitment. 8. Crestmax Sdn. Bhd. uses labor market as the primary source of getting the best candidates to fill the vacancies in their company. Write any FOUR (4) suitable methods of recruitment when Crestmax Sdn. Bhd recruiting potential employees from the labor market.
20 | P a g e H R M Q u i c k N o t e s In this chapter, students will learn about, 4.1 TRAINING Training is a learning experience designed to achieve a relatively permanent change in an individual that will improve the ability to perform on the job. Training is the attempt by an organization to change employees through the learning process so that they are able to perform their jobs efficiently. CHAPTER 4 TRAINING AND DEVELOPMENT Course Learning Outcomes Interpret principles and approaches applicable to human resource management in an organization.
21 | P a g e H R M Q u i c k N o t e s 4.2 COMPARISON BETWEEN TRAINING, DEVELOPMENT AND EDUCATION 4.3 THE BENEFITS OF TRAINING AND DEVELOPMENT TO THE ORGANIZATION TRAINING A short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related. EDUCATION A lifetime investment. It tends to be initiated by a person in the area of his/her interest. DEVELOPMENT A long term investment in human resources
22 | P a g e H R M Q u i c k N o t e s 4.4 THE TRAINING NEEDS ANALYSIS 4.5 EMPLOYEE ORIENTATION Induction or orientation is the process by which the new recruit is familiarized with the working environment. 4.6 THE PURPOSE OF ORIENTATION Reduce anxiety Reduce employee turnover Save time for the supervisor ORGANIZATIONAL ANALYSIS The process of review the development, work environment, personnel and operation of a business or another types of association. INDIVIDUAL ANALYSIS Analyse how well the individual performs the task/job and to evaluate the extent of teams and individuals skills, knowledge and abilities. TASK ANALYSIS The analysis of how a task is accomplished, including task frequency, task allocation, task complexity and any other unique factors involved in or required for one or more people to perform a given task.
23 | P a g e H R M Q u i c k N o t e s Providing information on tasks and performance expectations Easing new employees’ adjustment to the organization Introduction the organization to workers Helping the new employees overcome problems of worry, anxiety and shame Increasing the acceptance of new workers towards the organization Increasing the commitment of new workers 4.7 TYPES OF ORIENTATION Formal employment orientation is conducted in two levels which are organizational and departmental levels. New employees will be given the following information during the orientation session:
24 | P a g e H R M Q u i c k N o t e s 4.8 TRAINING APPROACH AND ITS COMMON METHODS 4.8.1 On the Job Training Approach 4.8.2 Off the Job Training Approach
25 | P a g e H R M Q u i c k N o t e s 4.9 SAMPLE EXAM QUESTIONS 1. Before organize training program, a training need analysis should be carried out. Implement THREE (3) levels of training need analysis in enhancing training and development for a company. 2. Determine TWO (2) levels of formal orientation to introduce new employee to the organization. 3. As Human Resource Manager at Pet Oil & Gas Company, you are responsible to plan training for the employee. This training is designed to overcome lack of skills and knowledge issues among them. Relate any TWO (2) methods of ‘On Job Training’ that can be applied in the given situation. 4. Exhibit THREE (3) purposes of employee orientation to the organization. 5. Relate THREE (3) methods of ‘off the job training’ that can be applied by Human Resource Manager in improving the employees’ knowledge and skills. 6. Interpret THREE (3) importance of training and development to the organization.
26 | P a g e H R M Q u i c k N o t e s In this chapter, students will learn about… 5.1 PERFORMANCE APPRAISAL Performance appraisal is the process through which an organization gets information on how well an employee is doing his or her job. Performance appraisal is a formal system of review and evaluation of individual or team task performance. 5.2 THE PURPOSE OF PERFORMANCE APPRAISAL CHAPTER 5 PERFORMANCE APPRAISAL Course Learning Outcomes Interpret principles and approaches applicable to human resource management in an organization.
27 | P a g e H R M Q u i c k N o t e s 5.3 THE SOURCES OF EMPLOYEES’ INFORMATION IN PERFORMANCE APPRAISAL 5.4 THE COMMON METHODS OF PERFORMANCE APPRAISAL
28 | P a g e H R M Q u i c k N o t e s 5.5 THE COMMON ERRORS IN PERFORMANCE APPRAISAL 5.6 SAMPLE EXAM QUESTIONS 1. Determine THREE (3) purposes of performance appraisal. 2. Explain THREE (3) common methods of performance appraisal. 3. Describe THREE (3) source of performance appraisal. 4. Identify FOUR (4) common errors made during performance appraisal.
29 | P a g e H R M Q u i c k N o t e s COMPENSATION FOR EMPLOYEE In this chapter, students will learn about… 6.1 COMPENSATION MANAGEMENT Total compensation represents both the intrinsic and extrinsic rewards employees receive for performing their jobs. 6.2 THE COMPONENTS OF COMPENSATION 6.2.1 Financial Compensation 6.2.1.1 Direct financial compensation is as follows: CHAPTER 6 COMPENSATION MANAGEMENT Course Learning Outcomes Illustrate the procedures, methods and processes in managing human resource. Wages Salary Commissions Bonuses
30 | P a g e H R M Q u i c k N o t e s 6.2.1.2 Indirect financial compensation is as follows: 6.2.2 Non-Financial Compensation Compensation in terms of the satisfaction from the job itself or from psychological and/or physical environment in which employee works. The following are the non-financial compensation that an employee can gain in the firm: Legally Required Benefits Health Care Social Security Unemployment Compensation Workers' Compensation Family & Medical Leave Discretionary Benefits Paid Time Off Life Insurance Retirement Plans Employee Stock Option Plans Employee Services Premium Pay THE JOB• Meaningful •Appreciated • Satisfying • Learning • Enjoyable • Challenging JOB ENVIRONMENT • Sound Policies • Capable Managers • Competent Employees • Congenial Coworkers •Appropriate Status Symbols •Working Conditions WORKPLACE FLEXIBILITY • Flexitime • Compressed Workweek • Job Sharing • Telecommuting • Part-Time Work
31 | P a g e H R M Q u i c k N o t e s 6.3 BENEFITS PROVIDED TO EMPLOYEE 6.3.1 The Statutory Benefits Statutory benefits are the benefit that all employers required to follow as they are stated in the Acts. The legislation requiring these benefits includes the following: The Employees Provident Fund (EPF) Act 1991 EPF is a scheme to ensure workers have funds available after their retirement. In the past, the retirement was enforced at the age of 55 and 56. The Minimum Retirement Age Act 2012 enforced employees to retire at the age of 60. All employees are liable to pay monthly contributions of 11% of their wages. Employer's contribution of 12% of the workers' monthly wages. The Employees' Security (SOCSO) Act 1969 This scheme is designed to ensure employees receive financial compensation for injuries if they are unable to work. Contributions are paid monthly on behalf of all employees, regardless of their wages except for foreigners. The monthly rates are roughly 1.25% (employer's contribution) and 0.5% (employee's contribution) of the employee's wages. SOCSO set up by the Act administers benefits such as free medical care, disablement benefit, dependants' benefit, invalidity pension, survivors' pension, funeral benefit, constant attendance allowance, supply of prosthetic appliances and facilities for physical rehabilitation.
32 | P a g e H R M Q u i c k N o t e s 6.3.2 The Non-Statutory Benefits Non-Statutory benefits are a wide range of optional benefits given by the employer which are: Time-Off Payment Healthcare Insurance Financial Services Allowances The Employment Act 1955 & Sabah and Sarawak Labour Ordinances (Amended as of 2005) These Acts require employers to give certain benefits to employees who are covered under the Acts. Maternity Protection Every female employee is entitled to maternity leave for a period of not less than 60 days for every confinement. The leave can begin at any time within 30 days prior the confinement. Maternity allowance is payable if the employee has less than 5 surviving children and has worked with the company more than 90 days. The allowance is RM6.00 per day and is payable even if the employee resigns within her confinement. Gazetted Paid Leave Other types of paid leave provided in the Acts which are: i. A weekly rest day ii. Public Holidays iii. Annual Leave iv. Sick Leave
33 | P a g e H R M Q u i c k N o t e s 6.4 REWARD SYSTEMS Financial and Non-Financial rewards can reinforce desirable behavior and spur the employee on higher levels of productivity. 6.4.1 Common Financial Rewards 6.4.2 Common Non-Financial Rewards Salary Increment Bonus Profit Sharing Shares Commission Performance Awards Letter of Appreciation Sponsorship to Seminars, Conference, and Overseas Rewards for Long Service
34 | P a g e H R M Q u i c k N o t e s 6.5 SAMPLE EXAM QUESTIONS 1. Interpret FIVE (5) non-statutory benefits given to the employee. 2. Choose TWO (2) types of statutory benefits. 3. Interpret the terms below with appropriate examples; direct financial compensation, indirect financial compensation and non-financial compensation. 4. Interpret FIVE (5) types of gazetted paid leaves that are entitled under the Employment Act 1955.
35 | P a g e H R M Q u i c k N o t e s INDUSTRIAL RELATIONS In this chapter, students will learn about… 7.1 INDUSTRIAL RELATIONS Industrial relation is the relationship between an employer and the trade union which represents his workers. Industrial relation is the interaction between employees and employers that exist as they work together to achieve organizational objectives. CHAPTER 7 INDUSTRIAL RELATIONS Course Learning Outcomes Illustrate the procedures, methods and processes in managing human resource.
36 | P a g e H R M Q u i c k N o t e s 7.2 THE TRIPARTITE SYSTEM IN MALAYSIA’S INDUSTRIAL RELATIONS 7.3 TRADE UNION
37 | P a g e H R M Q u i c k N o t e s 7.4 THE TYPES OF TRADE UNION
38 | P a g e H R M Q u i c k N o t e s 7.5 THE TRADE UNION MEMBERSHIP 7.6 THE GROUP OF EMPLOYEES WHO ARE PROHIBITED TO BE TRADE UNION MEMBER
39 | P a g e H R M Q u i c k N o t e s 7.7 THE REASONS WHY WORKERS JOIN TRADE UNION 7.8 INDUSTRIAL ACTION IN ORGANIZATION From time to time there are disagreements and conflict between employers and employees. An effective industrial relations system recognizes these differences and provides machinery to settle disputes. Malaysian law recognizes two methods that can be used by employees and one method that can be used by the employers. 7.8.1 The Methods of Industrial Action
40 | P a g e H R M Q u i c k N o t e s 7.9 INDUSTRIAL DISPUTE IN ORGANIZATION Industrial or Trade Dispute is defined under the Industrial Relations Act 1967 as a dispute between the employer and his workmen on issues relating to employment, non-employment, terms of employment or conditions of work. 7.9.1 The Methods to Solve Industrial Dispute
41 | P a g e H R M Q u i c k N o t e s 7.10 SAMPLE EXAM QUESTIONS 1. Define Industrial Relations. 2. The relationship between management and workers in an industry are not harmonized. Sometimes conflict happens. Determine TWO (2) methods of industrial actions that can be used by employees. 3. Determine FOUR (4) procedures that can be used in solving an industrial dispute such as salaries and working conditions. 4. Determine FIVE (5) reason why workers join Trade Union.
42 | P a g e H R M Q u i c k N o t e s Bohlander, G.W. and Snell, S.A. (2013). Principle of Human Resource Management. 16th Edition. USA: South Western. Dessler, G. (2012). Human Resource Management. 13th Edition. Pearson Singapore: Prentice Hall. Employment Act 1955 (Act 265), Regulation and Orders & Selected Legislation. (2020). International Law Book Services. Industrial Relations Act 1967 (Act 177), Rules & Regulations. (2021). International Law Book Services. Maimunah Aminuddin (2014). Human Resource Management, Principles and Practices 3rd Edition. USA: Oxford. Martocchio, J. J. (2018). Human Resource Management 15th Edition. USA: Pearson. Mondy, R.W. and Martocchio, J.J. (2016). Human Resource Management. 14th Edition. Pearson. Trade Union Act 1959 (Act 262) & Regulations. (2019). International Law Book Services. REFERENCES
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