Title in yellow

1
Part 1

• Introduction

2
Basis for Human Resource Management (HRM)
Slide 1.1

• Basis for all management activity
• Not the basis for all business activity
• Basis for management is always the same

3
What are HR People Concerned With?
Slide 1.2

• Management of resourceful humans not employed
  within the organisation
• Management of resourceful organisations employed
  within the organisation
• The effective management of all the people of the
  business, not only those employed within the
  business

4
What do HR People Administer?
Slide 1.3

• The contract of employment
• The psychological contract for performance
• Contract for performance

5
Defining HRM
Slide 1.4

• HRM is commonly used in two ways
• Body of management activities
• A particular approach to the management of people
  which is distinct from personnel management a
  distinct philosophy

6
HRM Mark 1
Slide 1.5

• Four key objectives
• Staffing objectives
• Performance objectives
• Change management objectives
• Administration objectives

7
HRM Mark 1Staffing Objectives
Slide 1.6

• Ensuring the business is appropriately staffed
  and able to draw on human resources it needs
• Designing organisational structures
• Compete in the employment market place
• Developing employment packages that are
  sufficiently attractive to attract retain staff

8
HRM Mark 1Performance Objectives
Slide 1.7

• Ensure motivation and commitment of staff
• Training development key role
• Reward systems
• Disciplinary systems
• Welfare functions

9
HRM Mark 1Change Management Objectives
Slide 1.8

• Effectively managing change
• Re-organisation of activities or introduction of
  new people to roles
• Alter attitudes, or norms
• Recruitment of those with required leadership
  skills to drive change

10
HRM Mark 1Administration Objectives
Slide 1.9

• Facilitate smooth running of organisation
• Maintain accurate and comprehensive data on
  individuals
• Comply with legal requirements
• Administer pay, sickness, taxation, leave, etc.

11
HRM Roles Objectives
Slide 1.10
Figure 1.1  HRM roles and objectives
12
HRM Mark 2
Slide 1.11

• A distinctive approach
• Something that is qualitatively different from
  personnel management approach
• Disagreement about how fundamental a shift there
  is
• Directed mainly at management needs for human
  resources
• Demand rather than supply is the focus
• Greater emphasis on planning, monitoring and
  control

13
Characteristics of Personnel Management
Slide 1.12
Figure 1.2  Personnel versus HRM
14
Characteristics of HRM
Slide 1.13
Figure 1.2  Personnel versus HRM
15
Evolution of Personnel HRM
Slide 1.14

• Social justice
• Humane bureaucracy
• Negotiated consent
• Organisation
• HRM

16
HRM Philosophy
Slide 1.15

• A series of activities which first enables
  working people and the organisation which uses
  their skills to agree about the objectives and
  nature of their working relationship, and
  secondly, ensures that the agreement is
  fulfilled.
• (Torrington, Hall, Taylor, 2002)

17
The Personnel / HR Process
Slide 1.16
Figure 1.3  The personnel/HR process
18
HRM Debates
Slide 1.17

• Conceptualising the nature of current responses
• What HR managers should be doing
• Longer term future developments

19
Key Environmental Developments (1 of 2)
Slide 1.18

• Globalisation
• Technology
• E-business
• Volatility
• Improvement in quality

20
Key Environmental Developments (2 of 2)
Slide 1.19

• Labour market and social trends- numbers or
  people and skills available- individualistic
  attitude
• Evolution of employment legislation- statutory
  regulation- contract of employment

21
Psychological Contract
Slide 1.20

• Expectations employees have about the role they
  play what employer provides in return
• Concerns broad expectations
• Not a written document exists in peoples
  heads
• Switch from old to new approach involves less
  job security

22
Best Practice
Slide 1.21

• Certain HR practices that will help organisations
  achieve competitive advantage
• Clear link between HR activity and business
  performance
• Best practice bundle advanced selection
  methods, commitment to employee involvement,
  investment in TD, individualised reward systems,
  etc.

23
Best Fit
Slide 1.22

• Identifies link between HRM practice and
  achievement of competitive advantage
• All is contingent on particular circumstances
• HR policies are required that fit and are
  appropriate to situations
• Key variables include size, dominant product
  market, etc.

24
Future of Work One Perspective
Slide 1.23

• Speculative and impossible to prove
• A world of work different in many respects than
  is currently experienced
• Shift towards knowledge work
• Job as we know it will become rarer
• Long term work guarantees a thing of the past

25
Future of Work A Different Perspective
Slide 1.24

• Continuation of established approaches
• Some reversal of trends that developed in 1980s
  and 1990
• Continuation of traditional approaches towards
  employment

26
Summary (1 of 2)
Slide 1.25

• HRM is fundamental to all management activity
• HRM describes a body of management activities
• HRM signifies a particular approach to carrying
  out these activities
• HRM managers are concerned with meeting 4
  distinct sets of organisational objectives

27
Summary (2 of 2)
Slide 1.26

• HRM activities are carried out in various ways
  through the organisational structure
• Current debate over HRM generally focus on the
  extent and nature of responses needed toface
  changes in the business environment
• There are three main current HRM debates