View
226
Download
0
Category
Tags:
Preview:
Citation preview
URL’s Wikispace
http://www.wikispaces.com/ search sathrm
Learning styles
http://www.engr.ncsu.edu/learningstyles/ilsweb.html
OUTCOMES – Session Two
By the end of this session you should be able to :
1. Schematically present HR as a “body” of knowledge
2. Define Human Resources Management
3. Discuss the impact of the macro environment on HRM
4. Differentiate between the various mngt approaches to
structuring HRM
5. Differentiate between individual efficiency and effectiveness
6. Discuss key challenges impacting HRM in South Africa
HR as a body of Knowledge Mind = Psychology
Heart = Sociology & Anthropology
Stomach = Management, Labour relations
Legs = Empowerment Education, Training and
Development
HRM DEFINED
The productive use of people in,
Achieving the organizations strategic objectives, and
The satisfaction of individual employee needs
Impact of the Macro or External environment
“PEST” Political : laws, government
Economic: Strength of Rand, interest rates, inflation, level
of unemployment
Social: Values of society, expectations of the people,
demographics of people
Technology: WWW, Machinery, Computers
Components of HRM
ENVIRONMENTPolitical, Economic, Social, Technological
ORGANIZATIONSize, culture, structure, policies, technology
INDIVIDUAL
Knowledge, skills, Abilities, personalities,
values
JOB
Value, challenge, variety, autonomy
FIT
Functional Structure of organization
Managing Director
Marketing & Sales Director
Operations Director Financial Director HR Director
1. Functional approach Views HR as a staff function, providing assistance to
line departments Traditionally HR is structured as follows:
Recruitm ent & selectio n T raining & D evelopm en t Industrial Relation s Adm inistratio n
HR M NG R
Functional approach (Continued)
Service Function
Day to day tasks of HR
(Recruitment, selection, Pay, Training, Health and safety)
Control Function
Ensuring that HR is strategically aligned & working
(Productivity, labour turnover, absenteeism)
Advisory Function
Expert advice on how best to manage people(labour law, motivation, procedures)
Levels of Authority in functional structure
Line: Direct authority over subordinates.
Functional: Authority to issue enforceable functional instructions.
Staff: Advisory authority that may not be enforced.
Using a systems theory approach what would change if:
Technology is introduced that makes your qualified architects redundant, as the software is able to produce drawings in half the time. The skills needed to produce the drawings are very easy to acquire.
You own an Architectural Company
“Architects - R – Us”
Systems theory simplified
“framework to describe and analyze groups of objects, that work together to produce a result”
Systems approach to HR management
Views an organization as an open system, with the people being a sub-system of the Organization
The purpose of HR Mngt is to obtain optimal utilization of employee in support of optimal outputs of the organization
Micro system of HR
Work(What we do)
Work method(How we do it)
People(Who)
Structure(Organization)
Goal(Why)
•Environment•Culture•Education•Social•Genes•Needs
•Personality•Needs•Psycho contract
Job Content•Nature•Autonomy•Challenge
Job Context (environ)•Culture•Leadership•Policies•Work Conditions•Relationships
Ext. environment•Labour market•Economy•Unions•Laws
HR Processes•Planning•R & Selection•Job design
HR Processes•Org Development•Compensation•Leadership Dev•Training•Team building
HR Processes•Org Development•Ee relations•E/Equity•Diversity
Perform
ance outputMacro systems view
3. Efficiency approach
Views HR as ensuring success by ~ people doing the “right stuff” (Effectiveness) “right” (Efficiency)
Through: Ensuring that appropriate goals are set for individuals &
groups.
Groups focus on and achieve these goals with as little disruption as possible
Efficiency approach
Organizations aim to meet goals through people
It therefore stands to reason to minimize the disruption and barriers to the speedy and smooth attainment of these goals.
Current key challenges to HRM
1. Globalization
2. Down sizing and de-layering
3. Knowledge management
4. Skills demand
5. Developing workplace flexibility
6. HIV/AIDS
Recommended