MN20313 Human Resource Management 2

1
MN20313Human Resource Management 2

• Nick Kinnie
• and
• Juani Swart

2
Introduction to the course

• Aims
• Content and method
• Reading
• Assessment
• Pre-requisites/prior knowledge

3
Where does this course fit in?
Sociology
OB
ER
HRM1
HRM2
Pay and Rewards
Managing Conflict
OCD
Law
SHRM
TLD
Leadership
4
HRM Strategy, policy and practice
Resourcing Learning and Development Performance management Pay and Reward
Strategy What are the key staffing needs? What knowledge and skills are needed? What is valued? What do we want to reward?
Policy Recruitment and selection policies Learning and development policies Performance management techniques Pay systems and structures
Practice/ skill (example) selection interviewing coaching and training appraisal interviewing Performance related pay
5
The course in its organisational context aims

• Set the organisational context for this course
• Identify the key role of HR policies and
  practices in the conversion of human capital into
  intellectual capital in contemporary
  organisations
• Understand the difference between HR strategy,
  policy and practice
• Recognise the key role of line (and HR) managers
  skills in the implementation of HR policies

6
Organisational context

• Emergence of organisations which rely heavily on
  their human capital
• These professional service firms are often highly
  knowledge intensive
• Conversion of their human capital into
  intellectual capital is key to their success
• HR policies and practices play a key role in this
  conversion

7
Converting Human Capital into Intellectual Capital
Human Capital
Intellectual Capital
Conversion Process
Employee Knowledge Skills Experience
Products and services which have market value
8
Converting Human Capital into Intellectual
Capital the Role of HR Policies and Practices
Intellectual Capital
Human Capital
Staffing
Learning and Development
Employee Knowledge Skills Experience
Products and services which have market value
Human Capital
Remuneration and Reward
Performance Management
9
HR Strategy, policy and practice the key role of
line manager skills

• HR strategy and policy are important, but it is
  the implementation of these which is critical
• Line managers play a key role in implementation
  and this influences employees experience of
  policy
• Line manager (and HR managers) skills are
  therefore critical to this implementation
• Implementation of staffing and performance
  management is especially important in PSFs

10
Line manager skill and the implementation of HR
strategy and policy an example
HR Strategy
HR policy
HR practice
11
Face-to-face interactions

• Forms of communication verbal and non-verbal
• Barriers to effective interactions
• Types of interaction enquiry, exposition, joint
  problem solving and conflict resolution

12
Types of interaction
Enquiry Selection Attitude survey Health screening Exposition Presentation Lecture Briefing
Joint problem solving Appraisal Counselling Discipline Conflict resolution Negotiation Arbitration
Torrington et al (2005 71)
13
Face-to-face skills

• Defining the situation setting the tone
• Listening skills tone of voice, giving
  attention
• Questioning skills types of questions, multiple
  questions, forbidden questions
• Feedback skills summarising, empathising and
  non verbal communication