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 understanding of diversity relates to how well, or how poorly, people contribute.
R. Roosevelt Thomas Jr., p 320

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

. using an integrated array of cultural.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. structural and personnel techniques.

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

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.

• . Devolution of responsibility for labour management to line managers. 2. 1. Close „fit‟ between human resources. internal processes and the external environment. Co-ordination of policies on recruitment. training & performance management.STRATEGIC HRM • People are not just another cost or factor of production. They are the key to competitive advantage.

Periphery: Casuals and part-time workers and short-term contractors.FLEXIBILITY • • • • The flexible firm and the global economy. . Core: Highly skilled knowledge workers. Full time jobs and job security. Functional flexibility Numerical flexibility Financial flexibility 1. 2.

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

• Ensuring employees demonstrate desired attitudes. competencies and behaviours. • Culture Management – strong culture .Cont’d • ‘Transformational leadership’: CEO as visionary change agent.

• Quality assurance and zero defects. • Empowering workers via team working. quality products and services. • Internal customers. quality workers. • Total Quality Management.QUALITY • Culture of quality: Quality work. .

. • Emphasises the management of organisational culture as the central activity of senior management. • HRM represents the discovery of personnel management by chief executives.HRM vs PERSONNEL MANAGEMENT • Integral part of line management responsibilities.

. re-engineering and the elimination of the jobs of middle management. Line managers and devolution. Empowered or merely over burdened? Delayering.THE PRACTICE OF HRM • • • • • Does the rhetoric match the reality? Strategic integration.

.HR MANAGERS AND STRATEGIC DECISION-MAKING • • • • • Downsizing of personnel departments. Devolution of administrative functions. Consulting firms. Contracting-out of HR functions. Strategic HR planning.

• 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. • 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.HRM ACTIVITIES • Job analysis defines a job in terms of specific tasks and responsibilities and identifies the abilities. • Employee selection involves choosing from the available candidates the individual predicted to be most likely to perform successfully in the job. skills and qualifications needed to perform it successfully. .

improve their performance and prepare themselves for more senior positions. . • Career planning and development activities benefit both employees (by identifying employee career goals. Highly motivated employees tend to be more productive and have lower rates of absenteeism and turnover. • Training and development activities help employees learn how to perform their jobs. possible future job opportunities and personal improvement requirements) and the organisation (by ensuring that qualified employees are available when needed). communicating that information to the employees and establishing a plan for performance improvement.HRM ACTIVITIES (cont) • Performance appraisal is concerned with determining how well employees are doing their jobs. • Employee motivation is vital to the success of any organisation.

Organisational Planning Process Strategic Plan (5 yrs) Human Resource Development Challenges Business Plan (2-3 yrs) Succession Planning Individual Review (Ideal Case) Branch Plan (1 yr) Professional Development And Training Everybody Needs Team Plan (1 yr) Individual Needs Individual Plan (1 yr) Review Key Tasks Development Plan Review Induction / Orientation Organisational and Cultural Behaviours Job-Related Skills and Knowledge Branch Needs Team Needs Recruitment and Selection Organisational and Cultural Definitions Assessment (Survey?) .

8. 6. 10. 3. 4. 6. 9.Lecturer / Tutor Selection and Rating Criteria Selection Criteria 1. 9. 8. 4. 3. . 6. 2. 1. 3. 7. 8. 4. 10. Rating Narrative (Specific. 9. 5. 5. 7. Behavioural Examples) 1. 5. 2. 2. 7. 10.

can‟t miss lectures or tutorials with this person.” Pretty much average. Seems to lack energy and commitment. misses appointments. Does not seem willing or able to perform the job. not always prepared. but seldom excellent. Does not show up and is unprepared. Shows up on time. Does what is expected. Pass / Credit. an HD. and is prepared. Consistently fails to meet obligations and promises.g.Lecturer / Tutor Selection and Rating Criteria Exceptional – Often exceeds expectations. Does not seem to care about students. A low “D. shows honest interest in students.” Occasionally fails to meet expectations. e. Sometimes exceeds expectations. Tries hard. fails to deliver on agreements. generally performs better than many. relatively interesting and informative.. A high “D. Does not seem willing to do more than necessary. High-Performer – Satisfactory – Somewhat Below Expectations – Fails to Meet Minimum Requirements – . not bad. the “benchmark” for excellence. goes above and beyond the call of duty.

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