Mgmt 385

Human Resource Management



Facilitator: N Dube
The Organisation

 What is HRM?


All management decisions and action that
affect the nature of the relationship between
the organization and its employees – its
human resources. (Beer et al, 1984)

‘The management of work and people
towards desired ends.’ (Boxall et al, 2007)

How organizations manage their workforce
(Grimshaw and Rubery, 2007).
 Importance of HRM

Creates a committed and motivated
workforce
Builds competitive advantage
Bridges the gap between the
performance of employees and the
strategic objectives of the organisation.
 Theoretical Foundations

The resource-based view 
Contingency theory
Human capital theory
Commitment Theory
Motivation Theory
AMO theory
Social exchange theory
 HRM Objectives

Ensure availability of a competent and
willing workforce
Ensure organisation has the required
number of staff
Assist employees achieve personal goals
Reconciles personal and organisational
goals
 HRM Objectives

Establish and maintain a sound
organisational structure
Development of employees
Ensure job satisfaction
Provide scope for participation in
decision making
Balance societal and organizational needs
 Scope/Functions

The entire lifespan of the employee within the
organisation from entry to departure,
including but not limited to:
HR planning
job design and analysis
recruitment and selection
training and development
 Scope/Functions

motivation
performance management
reward management
health and safety, etc.
 Evolution of HRM

From Personnel Management to Strategic
HRM
1. Records and Administration
2. Accountability Regulations
3. Competitive Advantage
 HRM Environment

External environment
Labour force
Legal considerations
Society
Unions
Shareholders
 
Competition
Customers
Technology
Economy
Cultural forces
Professional bodies
 
Internal Environment
Type of business or organization
Size of the organization
Age or maturity of the organization
Technology or key activities of the
business
 
Type of people employed
Organisational culture
Mission
Policies
Management style of upper managers
Informal organisation
 HRM and Ethics

Equal Opportunity
Procedural justice
Distributive justice
Natural justice
Balancing pursuit of commercial gain
with employee wellbeing
 
Security of employment
Health and safety at work
Work-life Balance
Employee protection

 The HR Manager

Fair and honest, firm in enforcing discipline
Tactful and resourceful in difficult
situations
Sympathetic to employee demands
Sound knowledge of constitution and acts
that influence labour interests
Competent
 
Well educated and experienced
Leadership qualities
Inquisitive
Emotional intelligence
 The HR Manager

Essential Skills

Communication Negotiation
Tech Savvy Patience
Organisation Ethics
Flexibility Patience
Commitment