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

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 organisations culture.
Mission statement: A statement of core
values.
Recruitment: Only recruiting those
prepared to subscribe to these core values.

Contd
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
Planning

Business Plan (2-3 yrs)

Branch Plan (1 yr)

Professional
Development
And Training
Everybody
Needs

Team Plan (1 yr)

Individual Plan (1 yr)

Branch
Needs

Individual Review
(Ideal Case)

Review

Induction /
Orientation

Key Tasks
Development Plan
Review

Recruitment
and Selection

Team
Needs

Organisational and
Cultural Definitions

Assessment
(Survey?)

Organisational
and Cultural
Behaviours

Individual
Needs

Job-Related
Skills and
Knowledge

Lecturer / Tutor Selection and Rating Criteria

Selection Criteria

Rating Narrative
(Specific, Behavioural Examples)

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Lecturer / Tutor Selection and Rating Criteria

Exceptional

Often exceeds expectations; goes above and beyond the

call of duty; the benchmark for excellence; cant miss
lectures or tutorials with this person; an HD.

High-Performer

Sometimes exceeds expectations; generally performs better 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
Expectations

Occasionally fails to meet expectations; not always prepared. Seems to lack energy and commitment. Does not
seem willing to do more than necessary. Pass / Credit.

Fails to Meet
Minimum
Requirements

Does not show up and is unprepared. Does not seem willing

or able to perform the job. Consistently fails to meet
obligations and promises, e.g., misses appointments, fails to
deliver on agreements. Does not seem to care about
students.