MN20313%20Human%20Resource%20Management%202

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MN20313Human Resource Management 2

• Nick Kinnie

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Introduction to the course

• Aims combining theory and practice
• Content and method resourcing, performance
  management and negotiating and bargaining in
  three cycles of three weeks
• Reading text and readings
• Assessment paired assignment and exam
• Pre-requisites/prior knowledge HRM 1 or
  equivalent

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Where does this course fit in?
Sociology
OB
ER
HRM1
HRM2
HRM in Service Sector
Pay and Rewards
OCD
Law
SHRM
TLD
Leadership
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The course in its organisational context aims

• Identify the links between HR practices and
  organisational performance
• Understand the difference between HR strategy,
  practice and implementation
• Recognise the key role of line (and HR) managers
  skills in the implementation of HR practices
• Identify the some of the key line manager skills
  involved in implementing HR practices
  especially in face-to-face interactions

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HR practices and organisational performance the
role of line managers

• Extensive research which has established clear
  links between various HR practices and the
  performance of the organisation the Human
  Resource Advantage
• HRA - comprised of the Human Capital Advantage
  developing superior practices but these can be
  imitated
• Organisational Process Advantage the way these
  practices are actually implemented in practice
  these processes are more difficult to copy

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• Need to understand how this OPA is gained hence
  the key role of line managers as implementers of
  practices
• Implementation especially important in
  organisations which rely heavily on their human
  capital for their success

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HR practices and organisational performance
unlocking the black box
Organisational performance
HR practices
Black box how and why do these practices
influence performance?
Performance as measured in a variety of ways
including financial, markets, sustainability etc
Resourcing, training and development, performance
management, rewards
Implementation of HR practices the role of line
managers is key
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HRM Strategy, practice and implementation
Resourcing Performance management Pay and Reward
Strategy What are the key staffing needs? What is valued? What do we want to reward?
Practice Recruitment and selection practices Performance management techniques Pay systems and structures
Implementation/ skill (example) selection interviewing appraisal interviewing Negotiating and bargaining
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Line manager skill and the implementation of HR
strategy and practices an example
HR Strategy
HR practice
HR implementation
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Line managers and the implementation of HR
practices

• Differences between intended practices, actual
  practices and practices as experienced by
  employees
• Line managers implementation is critical lack of
  time, commitment, training doubt the benefits
  or lack understanding of what is expected of them

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Links between HR practices, employee experiences
and various outcomes
Experienced practices
Actual practices
Employee outcomes
Unit outcomes
Intended practices
Employee reactions
(Kinnie et al (2005))
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Line manager implementation 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

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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)
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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