You are on page 1of 44

`

The design, implementation and maintenance of strategies to manage people for optimum business performance including the development of policies and processes to support these strategies.

IBMS HRM Mullins Ch. 13, term 5 2010-2011

2

` ` `

Human resource management: The most ³modern´ term. Most people give Human Resource Management a more strategic role

IBMS HRM Mullins Ch. 13, term 5 2010-2011

3

`

Are the activities concerning employees known as HRM or as personnel management? Is HRM more strategic than personnel management?

`

IBMS HRM Mullins Ch. 13, term 5 2010-2011

4

IBMS HRM Mullins Ch. term 5 2010-2011 5 .` Essential for good management is the efficient use of the employees. the people that you work with. 13.

human rescources who work for the organisation. term 5 2010-2011 6 .` It is everything that affects or influences the people. IBMS HRM Mullins Ch. 13.

` IBMS HRM Mullins Ch. but a strategic role as well. It has to take the strategic plans of the corporation into account. Notice: HRM has not only a caring role. 13. term 5 2010-2011 7 .` Mullins states that there is no difference between personnel management and HRM.

13.` A recent approach in HRM: competencies. An organisation has to know which competencies are needed in the future ` ` IBMS HRM Mullins Ch. (1) The competencies of your employees have to be coordinated with the organisation¶s goals. term 5 2010-2011 8 .

term 5 2010-2011 9 . Only a few people really belong to an organisation. 13. The need for hierarchical relations between the top and the bottom of an organisation diminishes.` Another development: (2) In the future we won¶t belong to an organisation anymore but we are part of (virtual) networks. IBMS HRM Mullins Ch.

term 5 2010-2011 10 .` This network based organisation needs a very efficient and careful HRM department. 13. You mustn¶t loose your key-freelancers! ` IBMS HRM Mullins Ch.

term 5 2010-2011 11 . 13.` ` ` Intellectual capital Emotional capital Social capital IBMS HRM Mullins Ch.

` And ± very important. 13. strategy and performance of a business.should be enforced by the top-management of an organisation! IBMS HRM Mullins Ch.` All approaches of HRM have to link people. term 5 2010-2011 12 .

term 5 2010-2011 13 . 13.` ` ` ` The recognition of people¶s needs and expectations at work Respect for the individual Justice in treatment and equitable reward systems Stability of employment IBMS HRM Mullins Ch.

` ` ` ` Good working environment and conditions of service Opportunities for personal development and career progression Democratic functioning of the organisation Full observance of all laws and codes of conduct relating to employment (p. 13.483) IBMS HRM Mullins Ch. term 5 2010-2011 14 .

` ` ` ` Designing an effective organisation structure Staffing the structure with suitable people Defining work roles and relationships Securing optimum working arrangements IBMS HRM Mullins Ch. 13. term 5 2010-2011 15 .

term 5 2010-2011 16 . IBMS HRM Mullins Ch.` To attain this the HRM department has to have a clear and accepted position in the organisation. 13.

13. ` IBMS HRM Mullins Ch. term 5 2010-2011 17 .` No matter how large an organisation: a person or a whole department has to take care of the HRM tasks as mentioned before. Especially regarding the changing structure of organisations (networks).

` In larger organisations you can have a human resource manager. a training officer and an employee relations advisor. term 5 2010-2011 18 . 13. As long as a form of HRM exists there is discussion about the relation with line managers in the organisation. For example: Is HRM a strategic partner or an operational task master? ` ` IBMS HRM Mullins Ch.

1 page 486/500 ` IBMS HRM Mullins Ch. See Figure 13.` The HR manager mostly has an advisory function towards the line managers. term 5 2010-2011 19 . 13.

technology.` ` How important is HRM? HRM has tot take the role of a strategic partner. 13. change? ` IBMS HRM Mullins Ch. intellectual capital. What about: globalisation. term 5 2010-2011 20 . profitabiliy through growth. the environment.

A champion for employees A transformation agent IBMS HRM Mullins Ch. 13.` ` ` ` ` should become: A partner of senior and line managers A specialist in the most effective and profitable organisation of work. term 5 2010-2011 21 .

13.` HRM has to make sure that employees get the right training and that these skills are updated regularly. IBMS HRM Mullins Ch. term 5 2010-2011 22 .

13. Lots of research however learns that to have a well trained workforce is a good investment. ` IBMS HRM Mullins Ch.` Training of employees is absolutely necessary but employers often think it too expensive. term 5 2010-2011 23 .

IBMS HRM Mullins Ch.B. aims to change the individual behaviour or attitudes. it gives you the basic knowledge and skills you need to get a job. It is an investment in people. Education works inside-out. term 5 2010-2011 24 . 13. Training works outside-in.` ` ` N.: Training is not education.

IBMS HRM Mullins Ch. 13.` ` ` If employees are to be trained the training has to be to the point: It has to contribute to the goals of the organisation. It has to be something the employee needs. term 5 2010-2011 25 .

13. term 5 2010-2011 26 . IBMS HRM Mullins Ch.` To make e-learning effective one has to redesign the whole concept of learning.

` ` The Investors in People Standard and Profile This is a business improvement tool designed to advance an organisation¶s performance through the training and development of its people. do and review model ` IBMS HRM Mullins Ch. The standard follows the plan. term 5 2010-2011 27 . 13.

the employee as well.` ` How to measure the results of your workforce? You can do it by Performance Management It has to be a system that takes in future developments. And not only the employer has responsability for it. term 5 2010-2011 28 . ` ` IBMS HRM Mullins Ch. 13.

term 5 2010-2011 29 . It has to be a system that generates the sort of results that is asked for. Next: if you have an effective system who is going to apply it? ` ` IBMS HRM Mullins Ch.` To make this system effective the next has to be taken into account. 13.

Realistic and Timebound. Achievable. term 5 2010-2011 30 . behaviour and performance. ` ` IBMS HRM Mullins Ch. 13.` PM systems can be used to measure attitudes. Measurable. One of the approaches used: The ³SMART´ approach: Specific.

term 5 2010-2011 31 . 13. What do we expect you to contribute to the business plan of the organisation? Afterwards: Has the plan been met? ` ` IBMS HRM Mullins Ch.` An other way of PM is: a performance `agreement` or `contract`.

` Feedback of your performance from different groups: peers and subordinates. ` ` IBMS HRM Mullins Ch. Another approach using feedback: Feedback from subordinates about their managers. 13. term 5 2010-2011 32 . bosses. internal and external clients.

term 5 2010-2011 33 . Bias is to be eliminated IBMS HRM Mullins Ch.` ` ` It is neccessary to use well evaluated systems and models. 13. The models and systems are to be used consistently.

13. See figure 13.2. term 5 2010-2011 34 .` The ideal is continuous feedback and linking staff development to organisational performance. page 500/517 ` IBMS HRM Mullins Ch.

term 5 2010-2011 35 . 13.` Sound HRM policies help to foster good employee relations. IBMS HRM Mullins Ch.

` In this American textbook trade unions are mentioned as partners. 13. term 5 2010-2011 36 . Their strenght diminishes and employers want to engage their employees In the Netherlands we are much more used to unions as partners. IBMS HRM Mullins Ch.

IBMS HRM Mullins Ch. 13. term 5 2010-2011 37 .` The organisation is viewed as an integrated and harmonious whole.

(trade unions!) IBMS HRM Mullins Ch. 13.` ` The organisation is made up of powerful and competing sub-groups. term 5 2010-2011 38 .

` ` The employment contract: Legal dimensions and behavioural dimensions. term 5 2010-2011 39 . 13. IBMS HRM Mullins Ch.

13. term 5 2010-2011 40 .` Which nationality does your manager have? IBMS HRM Mullins Ch.

For example Germany and the Netherlands ` Netherlands: the ³MZR´ or ³OR´.` ` Industrial democracy in Europe. IBMS HRM Mullins Ch. 13. term 5 2010-2011 41 .

13.` A Problem! But to repeat: ` IBMS HRM Mullins Ch. term 5 2010-2011 42 .

13.` ` ` ` The recognition of people¶s needs and expectations at work Respect for the individual Justice in treatment and equitable reward systems Stability of employment IBMS HRM Mullins Ch. term 5 2010-2011 43 .

483) IBMS HRM Mullins Ch.` ` ` ` Good working environment and conditions of service Opportunities for personal development and career progression Democratic functioning of the organisation Full observance of all laws and codes of conduct relating to employment (p. term 5 2010-2011 44 . 13.