HRM by xiaohuicaicai

VIEWS: 41 PAGES: 21

									Human
Resource
Management
             Jay Hays
                            Human
                            Resource
                            Management

Managers must find ways to get the highest
level of contribution from their workers. And
they will not be able to do that unless they
are aware of the many ways that their under-
standing of diversity relates to how well, or
how poorly, people contribute.
                       R. Roosevelt Thomas Jr., p 320
Human Resource Management

The process of attracting, developing and
maintaining a talented and energetic
workforce to support organisational mission,
objectives and strategies. p 321
Human Resource Management

A distinctive approach to employment
management which seeks to achieve
competitive advantage through the strategic
deployment of a highly committed and
capable workforce, using an integrated
array of cultural, structural and personnel
techniques.
HRM Includes:

Employment Issues

• Discrimination,
• Equal Employment Opportunity
• Harassment
• Affirmative Action
• Diversity Management
• Occupational Health and Safety
• Industrial Relations
HRM Includes:

Employment Issues

• Recruitment
• Selection
• Induction / Orientation
• Training and Professional Development
• Performance Appraisal and Management
• Career Development
• Quality of Work Life
• Retention and Turnover
PRINCIPLES OF HRM

•   Strategic integration
•   Organisational flexibility
•   Commitment
•   Quality
   STRATEGIC INTEGRATION

An attempt to treat all labour management
processes – from recruitment and training
to remuneration and retrenchment – in a
strategic fashion by integrating them with
the broader business concerns of the
enterprise.
               STRATEGIC HRM
•   People are not just another cost or factor of
    production. They are the key to competitive
    advantage.
•   Close „fit‟ between human resources,
    internal processes and the external
    environment.
    1. Devolution of responsibility for labour
       management to line managers.
    2. Co-ordination of policies on recruitment,
       training & performance management.
           FLEXIBILITY
•   The flexible firm and the global
    economy.
•   Functional flexibility
•   Numerical flexibility
•   Financial flexibility
1. Core: Highly skilled knowledge workers.
   Full time jobs and job security.
2. Periphery: Casuals and part-time workers
   and short-term contractors.
            COMMITMENT

• From ‘control’ to ‘commitment’ through
  changing the organisation’s culture.
• Mission statement: A statement of core
  values.
• Recruitment: Only recruiting those
  prepared to subscribe to these core values.
Cont’d

  • ‘Transformational leadership’: CEO as
    visionary change agent.
  • Ensuring employees demonstrate desired
    attitudes, competencies and behaviours.
  • Culture Management – strong culture
               QUALITY
• Culture of quality: Quality work, quality
  workers, quality products and services.
• Total Quality Management.
• Quality assurance and zero defects.
• Internal customers.
• Empowering workers via team working.
       HRM vs PERSONNEL
         MANAGEMENT

• Integral part of line management
  responsibilities.
• Emphasises the management of
  organisational culture as the central
  activity of senior management.
• HRM represents the discovery of
  personnel management by chief
  executives.
     THE PRACTICE OF HRM

•   Does the rhetoric match the reality?
•   Strategic integration.
•   Line managers and devolution.
•   Empowered or merely over burdened?
•   Delayering, re-engineering and the
    elimination of the jobs of middle
    management.
HR MANAGERS AND STRATEGIC
     DECISION-MAKING
 •   Downsizing of personnel departments.
 •   Strategic HR planning.
 •   Consulting firms.
 •   Devolution of administrative functions.
 •   Contracting-out of HR functions.
                   HRM ACTIVITIES
• Job analysis defines a job in terms of specific tasks and
  responsibilities and identifies the abilities, skills and
  qualifications needed to perform it successfully.
• Human resource planning or employment planning is
  the process by which an organisation attempts to ensure
  that it has the right number of qualified people in the right
  jobs at the right time.
• Employee recruitment is the process of seeking and
  attracting a pool of applicants from which qualified
  candidates for job vacancies within an organisation can be
  selected.
• Employee selection involves choosing from the available
  candidates the individual predicted to be most likely to
  perform successfully in the job.
         HRM ACTIVITIES (cont)
• Performance appraisal is concerned with determining how
  well employees are doing their jobs, communicating that
  information to the employees and establishing a plan for
  performance improvement.
• Training and development activities help employees learn
  how to perform their jobs, improve their performance and
  prepare themselves for more senior positions.
• Career planning and development activities benefit both
  employees (by identifying employee career goals, possible
  future job opportunities and personal improvement
  requirements) and the organisation (by ensuring that qualified
  employees are available when needed).
• Employee motivation is vital to the success of any
  organisation. Highly motivated employees tend to be more
  productive and have lower rates of absenteeism and turnover.
Organisational Planning Process


    Strategic Plan (5 yrs)                                  Human Resource
                                                         Development Challenges


                                                               Succession
   Business Plan (2-3 yrs)                                      Planning


                                                                                               Individual Review
      Branch Plan (1 yr)                                      Professional                           (Ideal Case)
                                                              Development
                                                              And Training
                                                                                   Everybody          Individual
       Team Plan (1 yr)                                                            Needs              Needs


                                                               Induction /
                                      Review                   Orientation         Organisational    Job-Related
     Individual Plan (1 yr)       Key Tasks                                        and Cultural      Skills and
                                  Development Plan                                 Behaviours        Knowledge
                                  Review

                                                               Recruitment
        Branch        Team                                    and Selection
        Needs         Needs


                                  Organisational and                  Assessment
                                  Cultural Definitions                 (Survey?)
      Lecturer / Tutor Selection and Rating Criteria
Selection Criteria     Rating Narrative
                               (Specific, Behavioural Examples)

1.                       1.    1.

2.                       2.    2.

3.                       3.    3.

4.                       4.    4.

5.                       5.    5.

6.                       6.    6.

7.                       7.    7.

8.                       8.    8.

9.                       9.    9.

10.                      10.   10.
    Lecturer / Tutor Selection and Rating Criteria
Exceptional –      Often exceeds expectations; goes above and beyond
                   the call of duty; the “benchmark” for excellence; can‟t
                   miss lectures or tutorials with this person; an HD.

High-Performer –   Sometimes exceeds expectations; generally performs bet-
                   ter than many; relatively interesting and informative. Tries
                   hard; shows honest interest in students. A high “D.”

Satisfactory –     Pretty much average; not bad, but seldom excellent.
                   Does what is expected. Shows up on time, and is
                   prepared. A low “D.”

Somewhat Below     Occasionally fails to meet expectations; not always pre-
Expectations –     pared. Seems to lack energy and commitment. Does
                   not seem willing to do more than necessary. Pass /
                   Credit.

Fails to Meet      Does not show up and is unprepared. Does not seem
Minimum            willing or able to perform the job. Consistently fails to meet
Requirements –     obligations and promises, e.g., misses appointments, fails to
                   deliver on agreements. Does not seem to care about
                   students.

								
To top