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Human Resource Management

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 .

structural and personnel techniques.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.

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.

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

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

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

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

• Empowering workers via team working. • Internal customers. quality products and services. quality workers. • Quality assurance and zero defects. . • 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. . Empowered or merely over burdened? Delayering.THE PRACTICE OF HRM • • • • • Does the rhetoric match the reality? Strategic integration. Line managers and devolution.

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

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. • 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.

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. Highly motivated employees tend to be more productive and have lower rates of absenteeism and turnover. 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. . improve their performance and prepare themselves for more senior positions. • Career planning and development activities benefit both employees (by identifying employee career goals. • Training and development activities help employees learn how to perform their jobs.

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?) .

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

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