INTRODUCTION TO MANAGING THE

HUMAN RESOURCE

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 MANAGEMENT

Top Management

LINE MANAGERS HR MANAGER

THE PERSONNEL (HUMAN RESOURCE) FUNCTION

This requires co-operation and commitment of all

members of staff Press Esc to end the show
 TOP MANAGEMENT
• Set the underlying philosophies and attitudes of the
organisation
• Determine aims of the organisation
• Establish present and future plans
Formulate policies for Human Resource Management
• Agree terms of reference

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 LINE MANAGERS

• Operate at departmental level

• Manage staff in their department
• Oversee day-to-day operations
• Have technical knowledge of activities of their
department
• Are aware of working conditions of their staff

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 HUMAN RESOURCE MANAGERS

• Operate at organisational level

• Possess specialist expertise and advice
• Implement policy
• Are aware of broader aspects which may affect
all staff and the organisation as a whole

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 MAJOR ACTIVITIES OF HUMAN
RESOURCE DEPARTMENT
• Health, Safety and Welfare
• Development of Human Resource
• Reward Management
• Organisation Development
• Recruiting and Resourcing of Employees
• Employee Relations
• Maintaining Personnel (HR) Records

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 ROLE OF THE PERSONNEL (HR)
FUNCTION
• Guiding
• Supporting
• Enabling
• Facilitating
• Empowering
• Intervening

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 ENABLING ROLE

• Enabling people to do things for themselves

rather than doing things for them
• Providing guidance and support
• Supporting management to ensure the
responsibility of management for human
resources is exercised effectively

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 GUIDANCE ROLE – OFFERS GUIDANCE
ON
• Human resource implications of business
strategies
• Strategies regarding resourcing of staff, staff
development, reward management and
employee relations
• Develop strategies to deal with short-term
problems, e.g. shortages or surpluses of
employees

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 FACILITATING ROLE

• Manage change
• Advise on implications of new technology
• Set agreed objectives
• Measure performance progress towards
objectives
• Offer a supportive environment to encourage
staff and reinforce confidence
• Generate a positive attitude among all
employees to encourage change and innovation
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 EMPOWERING ROLE

• Ensuring people can use and develop skills for

the benefit of both themselves and the
organisation
• Designing job specifications to place
responsibility on individuals and teams
• Providing mechanisms to enable staff to make
contributions
• Developing training programmes to increase
staff competence and also staff confidence

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 INTERVENTIONIST ROLE

• Human Resource Managers have to be

concerned with implementing and monitoring
policies but may have to intervene on occasions
in specific circumstances
• Intervention should be selective

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 EMPLOYMENT RELATIONS AND
BUSINESS PERFORMANCE
People Positive Commitment Productivity
Management psychological
Practices contract

•Job design •Trust Motivation

•Skills Profitability
development •Fairness
•Involvement Willing
climate •Delivery of the Contribution
deal

Organisation Satisfaction
culture Agility
supportive to
employees

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