HRIR 201: Managing Human Resources & Industrial Relations

Week 12: Tuesday 5 June 2012
Organising HRM & IR Course lecturer: Jane Bryson

Recap
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. HRM, IR and the workplace Studying and thinking critically The NZ workplace context High performance workplace systems Skills in the workplace Employee engagement & voice at work Good work and good workplaces Diversity at work Green workplaces The business of HRM & IR Ethics and HRM & IR

Chapter 12 in Bryson & Ryan (2012) .This week Organising HRM & IR • How is HRM & IR delivered in workplaces? • What careers are possible in HRM & IR? Ref: Bryson.

the combining or consolidation of services within a corporation Centres of excellence or expertise .Traditional HRM departments are often organised around the functional areas of HRM Shared services .Having certain tasks and operations in the organisation performed by other businesses .comprise teams of experienced HR technical experts HR business partner – HR expert working alongside business managers to facilitate the most appropriate HR service for each situation Outsourcing .Different ways of organising HRM services Traditional HR functions .

Managing without HR Managers Four main barriers to good HR for line managers • Lack of capacity • Lack of competency • Lack of support • Unclear policies & practices .

delegates • Union organiser (from union) • Consultation and bargaining mechanisms with the employer • Non-unionised workplaces • Voice mechanisms? • HR systems? .Delivering industrial relations in workplaces? • Unionised workplaces • Union members.

Becoming an HRM or IR professional • Entry level: • HR assistant. advisor. networks. other courses..hrinz.nz . experience while studying. new roles. online recruitment boards .. www.org. administrator. • Getting a role • Uni Careers service. coordinator • Generalist roles and specialist roles • HR or recruitment or training/learning & development or payroll or employment relations • Ongoing professional development • HRINZ.

What do employers look for in HRM graduates?           Interpersonal skills Written communication skills Oral skills – able to clearly articulate your message Common sense Fairness Able to think logically. analytical and conceptual skills Organised. well rounded Adaptable ‘can do’ attitude . attentive to detail Interested in ongoing learning Life skills.

There are five core competencies of HRM practitioners: Business knowledge HR delivery Personal credibility Strategic contribution Business technology (Source: HRINZ) .Competencies of HRM practitioners Competency is the ability of an individual to perform a job properly.

What do HRM practitioners get paid? Source: Strategic Pay New Zealand Remuneration Report. September 2011 .

nz/Site/My_HR_Career/HR_Studen ts/default.hrinz.ac.victoria.• Careers – what have VUW HRIR graduates done? http://www.nz/st_services/careers/resources/ career_publications/career_view/hrm_and_ir.pdf • Consider HRINZ student membership or using their website: http://www.aspx .org.

HRIR 201: Managing Human Resources & Industrial Relations Week 12: Thursday 7 June 2012 HRM & IR: what we’ve done the last 12 weeks & Exam tips Course lecturer: Jane Bryson .

or MGMT 300-399. or COML 302.aspx . or ECON 333 • You can have a minor in your degree (eg in MGMT.victoria. MGMT 202 • HRIR 320.BCA HRIR (major) • HRIR 201. and various other combinations • VUW course information links: http://www. MARK. COML etc) • Or you can do BCA HRIR (major) and PSYC (minor).nz/vms/study/subjects/hrir.ac. three further courses from HRIR 300-399 • Plus 1 more course from: HRIR 300-399.

different perspectives of the employment relationship • Critically analyse and solve workplace issues • Apply HRM and IR competencies to contribute to organisational capability and worker wellbeing • Identify issues and interactions between local and global employment relations and work environments .HRIR – major attributes • Demonstrate knowledge of. and the implications of.

HRIR at 300 level 2012 (2nd Trimester)  HRIR 306: Remuneration & Performance Management – Geoff Plimmer  HRIR 307: Human Resource Development – Richard Norman  HRIR 304: Workplace Industrial Relations – not offered in 2012  HRIR 320*: Strategic Issues in HRIR – Richard Norman (*this course is mandatory in the major and it requires you to have already completed 2 HRIR 300 level courses) 2013 (1st Trimester)  HRIR 302: Managing Employment Agreements – Stephen Blumenfeld  HRIR 303: International Employment Relations – Noelle Donnelly  HRIR 305: Employee Recruitment & Selection – Jane Bryson .

scientific management/taylorism. Studying and thinking critically • theory. and questioning assumptions Pluralist vs unitarist. 3. theories of motivation and of equity.micro focus on managing behaviour. ideology. social/demographic – the labour market and labour force participation rates . collective bargaining • economic. HRM. IR and the workplace • HRM .The last 12 weeks – your increasing HRM & IR knowledge 1. IR – macro focus on workplace regulations. trade unions.Employment Relations Act 2000 and other workplace acts. balancing power The employment relationship 2. The NZ workplace context • legal/regulation/IRER framework.

and incentivising effective participation. Challenges for HRM and IR to implement these systems for employee well being as well as organisational outcomes. . High performance workplace systems • bundles of HRM practices that raise productivity in the workplace – worker participation in decisions. 5. increasing skills. Skills in the workplace • where do they get developed and how? And who invests in/pays for them? National VET infrastructure (ITOs. industry training. apprenticeships. unit standards and NZNQF). organisational responses and individual challenges.4.

committed) we know what makes for good organisations that workers want but why don’t we achieve them? 7. Employee engagement & voice at work • having a say – direct & indirect voice. International Decent Work agenda of the ILO. work processes. Good work and good workplaces • Good work (job design. employee engagement (involved. support) good workplaces (HR practices to create and support good work. . good management behaviour).6. empowered. resources.

business case (IR collective bargaining. The business of HRM & IR • HRIR mechanisms of informal and formal influence in workplace.8. empowering). 9. . Evolution from an equal rights and equal treatment focus in the 60s and 70s. The need for buy-in and support of workers for sustainability and thus good HRM & IR practices (involving. Green workplaces • 3 pillars of sustainable development: economic. Diversity at work • seeking equity/fairness. Formal through HR strategy. Informal through building credibility & trust – expert power. partnership). social and environmental. to EEO and managing diversity to focus on equitable outcomes for different groups. Ongoing change – ageing and ethnic diversity in society. 10.

12. Ethics and HRM & IR • Action guiding principles to balance the different or competing interests in a situation. The inherent tension in the HRM role – whose interests take precedence (the employer/organisation or the worker?). Can include consideration of duties. and consequences. Organising HRM & IR • Different configurations of HRM delivery in organisations – with or without HR managers .11. rights.

30 am. Kelburn campus • Check the timetable & the exam room you are in through the My Victoria site • Closed book exam.Exam details • Don’t panic • Be a few minutes early • Wednesday 20 June. 9. two hours .

Exam tips: Exam Overview 2 hour exam Reading exam – 5-10 mins (approx) • Look through the paper and get the feel of it. • Make notes as you go and make a plan of attack • Plan to do the easy questions first Part 1: Short answers (worth a total of 40 marks) • 10 questions (4 marks per question). 1 Hour 20 minutes (approx 8 mins per question) Part 2: Essay question (worth 10 marks) – 20-30 minutes (approx) Review/ Edit – 5-10 mins (approx) .

Exam tips • Analyse question and be clear on what is being asked. • Write down as much relevant information as you can in relation to the question • You will be marked in terms of the relevant points you make • Be concise . .You can use bullet points.

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