HUMAN RESOURCE MANAGEMENT = basics of HRM

•                     


CHAPTER 10

HUMAN RESOURCE MANAGEMENT

•          LECTURE OUTLINE

•          The HRM framework

•          Establishing the employment relationship

•          Maintaining the employment relationship

•          LECTURE OUTLINE

•          HRIS, Internet, intranets & extranets

•          The future of work

•          Terminating the employment relationship

•          Corporate responsibility

•          THE HRM FRAMEWORK

Management’s critical task:

To align formal structure with
HR systems so as to drive an organisation’s objectives.

•          THE HRM FRAMEWORK

The Harvard map

HR decisions regarding:

•          Extent of employee commitment

•          Flow of human resources

•          Reward systems

•          Work systems

Outcomes of HR decisions:

•          Degree of employee commitment

•          Competence of employees

•          Cost effectiveness

•          Congruence between employee & employer goals

•          THE HRM FRAMEWORK

Theories of HRM

•          Proactive approach, link to strategic planning & cultural change

•          View of people as capital, not cost

•          Possibility of mutually beneficial relationship between stakeholders

•          THE HRM FRAMEWORK

Those management functions concerned with attracting, maintaining and developing people in the employment relationship.

•          THE HRM FRAMEWORK

HRM functions

•          THE HRM FRAMEWORK

Regulatory framework

•          Australia & New Zealand, long history of government support for union involvement

•          Since early 1990s, major shift toward enterprise or individual agreements

•          Increasing reliance on civil law processes

•          Growth of regulation relating to human rights, discrimination, EEO, OH&S, environmental matters

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

•          Acquiring human resources

•          Job analysis

•          Recruitment

•          Selection

•          Interviews

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Human resource planning

Determining future human resource needs in relation to an organisation’s business objectives or strategic plan.

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Job analysis

The systematic collecting and recording of information about the purpose of a job, its major duties, the conditions under which it is performed, the required contacts with others and the knowledge, skills and abilities needed to perform
it effectively.

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Job Analysis

–        Outcomes:

<  Job descriptions and job specifications

–        Impacts upon:

<  Recruitment & selection

<  Performance appraisal

<  Remuneration

<  Training & development

<  Job design & redesign

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Recruitment

The process of finding and attracting job candidates capable of effectively filling job vacancies.

•          RECRUITMENT

Ensuring

compliance

by organisation

with government

regulations

•          RECRUITMENT

INTERNAL RECRUITMENT

ADVANTAGES                   DISADVANTAGES

- Improves morale                           - ’Inbreeding’

- Better assessment                       - Nepotism

- Motivates staff                              - Infighting

- Maintains organisational            - Induction/training costs

knowledge                                         - Lowers internal morale                                                               - Cultural adjustment

•         
METHODS OF RECRUITMENT

Employment agencies

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Selection process:

The decision-making system used to identify which job applicants are best suited to the vacant position.

Key aspects:

–        Reliability

–        Validity

–        Selection devices

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Key aspects of selection:

•          MAINTAINING THE RELATIONSHIP

•          Remuneration/benefits

The financial payment to employees for their work.

•          Training

The process of equipping people with skills and competencies.

•          Development

Broad preparation of employee for future opportunities through the acquisition of new knowledge, skills.

•          Performance management/appraisal

Judgmental assessment of employee performance

•          MAINTAING THE RELATIONSHIP

Remuneration & benefits:

•          Linked to job analysis

•          Governed by regulatory framework

•          Internal pay equity

•          External pay equity

•          MAINTAING THE RELATIONSHIP

Training & development:

Choices:

–        Buy skills, build them, or a mixed approach

Strategic rationales for training:

–        Proactive

–        Reactive

–        Enhancement of employee motivation, commitment & retention

•          MAINTAING THE RELATIONSHIP

•          MAINTAING THE RELATIONSHIP

•          HRIS, INTERNET, INTRANETS & EXTRANETS

•          HRIS

Human Resource Information System

•          Internet

Global connection of computer servers through which users can access stored information from their PCs

•          Intranets

Closed networks of information databases & systems within an organisation

•          Extranets

Closed networks of information systems between organisations

•          HRIS, INTERNETS, INTRANETS & EXTRANETS

•          THE FUTURE OF WORK

•          Fewer core employees

•          Increased part-time, casual & temporary staff

•          Tele-working

•          Hot-desking

•          Temporary agency work, short-term labour hires, on-call & contract workers

•          Personnel supply firms

•          Idea of employee as an independent contractor

•          THE FUTURE OF WORK

Flexible employing organisations:

•          Need for strategic vs cost-reduction focus

•          Reliance on staffing agencies

Flexible employees:

•          Self-employed

•          Use of staffing agency

•          Maintain skills base

•          ‘Portfolio’ worker

•          TERMINATING THE RELATIONSHIP

•          Retrenchment

The forced termination of the employment relationship due to financial, technological or organisational circumstances

•          Redundancy

A forced termination of the employment relationship resulting from the permanent deletion of specific positions

•          Dismissal

The employer gives the required notice to terminate the employment relationship

•          TERMINATING THE RELATIONSHIP

Key aspects:

•          Regulatory requirements

•          Exit interviews

•          Use of out-placement consultants

•          Effect on HR & other functions of the organisation

•          CORPORATE RESPONSIBILITY

An organisation’s competitive advantage depends upon their capacity to respond to more than the shareholder’s desire for bottom line profit.

•          Union/employee fair wage demands

•          Environmental issues

•          Government regulators

This requires attention paid to:

•          Corporate governance

•          Employee impact

•          Environmental impact

•          Social audits

•          LECTURE SUMMARY

•          The HRM framework

–      Functions

–      Principles

–      Regulatory framework

•          Establishing the employment relationship

–      HR planning

–      Job analysis

–      Recruitment

–      Selection

•          LECTURE SUMMARY

•          Maintaining the relationship

–      Remuneration

–      Training & development

–      Performance appraisal

•          HRIS, Internet, intranets & extranets

•          The future of work

–      Flexible employers

–      Flexible employees

•          LECTURE SUMMARY

•          Terminating the employment relationship

Retrenchment

Redundancy

Dismissal

•          Corporate responsibility

Corporate governance

Employee impact

Environmental impact

Social audits