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Human Resource Management in the Defence Context
Dr Teri McConville
Human Resource Management• Human resource management … seeks to achieve
competitive advantage [operational effectiveness] through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personal techniques.
• (John Storey, 1995)
Views of HRM (1)• HARD HRM• Focus on using people to add value and achieve
organisational goals • Concentrates on quantitative, measurable criteria,
control and performance management. • Emphasises:
– The interests of management– The strategic approach.– Processes and performance management– The need for a strong corporate culture (through mission
and value statements; communications, training and performance management process.
Views of HRM (2)
• Soft HRM• Identifies employees as valued assets, a source of
advantage/capability through their commitment, adaptability and high quality of output.
• Emphasises– The need to gain commitment of employees– The interests of management and employees should
coincide– Integration and team work
The Standard Agenda• Employment Relations
– Contracts• Written• Unwritten
– Communications– Legal obligations of
employers and employees• People Planning &
Resourcing– Forecasting– Planning– Recruitment – Selection – Severance
• Performance & Reward Management– Appraisal systems– Pay structures and systems– Equity and motivation
• Training & Development – Career planning– Human resource
development – Training Needs Analysis– Training & educations
programmes– Succession Planning
Integrating Human ResourcesOrganisational Strategic Analysis & Planning
Human Resources Strategy
Human Resource Management Practice
HR Planning & Resourcing
EmploymentRelations
Performance Rewards
Development& Training
Organisational Outcomes (advantages)
Integration Flexibility Commitment Quality
EXPECTATIONS IN THE WORKPLACEManaging the Employment Relationship
Structure of the Employment Relationship
PoliticalParties
PoliticalParties
LocalGovernment
Local BusinessGroups
LocalLabourGroups
Employers’Associations
TradeUnions
EMPLOYER EMPLOYEE
GOVERNMENT
State Institutions
The Contract of
Employment
Security Sector Quirk
EMPLOYER EMPLOYEE
GOVERNMENT
State Institutions
The Contract of
Employment
Who looks after the employees’ interests?
Contracts & the Employment Relationship
Employment Contract• Written• Legally binding• Statement of terms and
conditions of the effort-reward bargain.
Psychological Contract• Unwritten• Morally binding• Perceptions of the
obligations implied in the employment relationship.
Security Sector QuirksSecurity Sector Quirks
• Concept of public service - the public service ethos
• Criteria relevant to the armed services - comparable terms and conditions in different service branches
• A strategic move away from business orientated models and theories
• The X factor: lives put at risk therefore there is a trust element.
• Military/police etc may need to be available 24/7
• Forces must grow their own:– Military want ‘young’
people - – Wide range of skills
needed – Competition with the
private sector
The Military Covenant
Valued by theNation
Valued by theService
Fair Treatment& Reward
Fighting Spirit
The Military Covenant
Able to feel thatmy job is worthwhile
Able to enjoymy life
My family & Iare secure(whatever
might happen) Fighting Spirit
MAINTAINING THE WORKFORCEPeople Resourcing
Teri McConville15
Directors
Senior Management
Regional Management
Middle Management
Supervisors
Junior employees
Development & upward mobility Lateral development, experience, flexibility, diversificationLateral mobility Job rotation, personal development, diversificationRecruitment Replacements, growth, business objectives, diversificationWastage Age structure, opportunities, diversification, new technology
Personnel flow
General Ranks
Senior Officers
Majors & Lt Cols
Captains
Lieutenants
Cadets
Recruitment
Wastage
Security Sector Quirk
SingleEntry Point
The Internal Labour Market
HR Planning Process
HR Planning17
12/04/23
BusinessStrategy
ForecastingDemand & Supply
HR Strategy(Resourcing)
HR PlanningResourcing; Flexibility
Retention; Development
ScenarioPlanning
Labour TurnoverAnalysis
Labour Market Analysis
The Labour Market
• Who do we want to recruit?• Age• Gender• (Ethnicity)• Skills• Experience
The future Sudanese security force?
recruitment and selectionStrategy
SelectionAttract
SuitableCandidates
JobAnalysis
Identify Vacancy
HR Planning
Induction
Factors in Labour Turnover• Push factors (most
common) - undesirable features of a individual’s job, so they start to search for alternatives.
• Pull factors = Attractive alternatives.
• Involuntary turnover an individual has not chosen to leave but has been required to do so by their employer (redundancy, dismissal.)
• Unavoidable turnover reasons that are beyond the control of the employer (retirement, sickness, or family circumstances.)
Royal Navy Personnel Intending to Leave
210
10
20
30
40
50
60
70
80
No Yes Already applied
Percent Chief Petty Officer
Petty Officer
(From Defence Analysis & Statistics Agency)
British Forces (Officers)
(From Defence Analysis & Statistics Agency)
DEVELOPING POTENTIALDeveloping the Human Resource
General Ranks
Senior Officers
Majors & Lt Cols
Captains
Lieutenants
Cadets
Recruitment
Wastage
Security Sector Quirk
SingleEntry Point
The Internal Labour Market
Alternatives To Training
• Selection• Work Re-allocation• Change Reward System• Re-design Of
Methods/Equipment• Change Organisation
Structure• Change Organisation
Culture
High costs of recruitment and selection
Recruitment: are there enough people with the requisite skills?
The pace of change makes it increasingly costly not to attend to organisational learning
‘Training & development’ is a vital component in managing employee relations
Most of these won’t work in defence
Systematic Training: The Training Cycle
Monitor & Evaluate
OrganisationalStrategy
HRM Strategy
Training & Development
Strategy
Analysis of Training Needs
Plan/DesignTraining
ProgrammesDeliverTraining
Programmes
FOR MOTIVATION & PERFORMANCEReward Management
All pay systems contain two elements that contradict each other:
Cooperation between worker and employer or manager is an essential for the employment relationship and is built up by the logic of financial gain for the worker.
Tensions and conflict are generated through the logic that makes the ‘buying’ of labour a reward for one group and a cost for the other.
Pay systems and conflict
This fundamental tension makes the employment relationship an unstable contract
Objectives of the reward system
Support the organisation’s strategy
Recruit qualified employeesRetain capable employees Ensure quality (internal and
external)Be sustainable (within
financial limitations)
Motivate employees to perform at the maximum
Strengthen the psychological contract
Promote good organisational citizenship
Comply with legal regulations
Be efficiently administered
Motivation: Process TheoriesExpectancy Theory:
Equity Theories:
Goal Theories:
Behaviour depends on the outcomes that an individual values and the expectation that a particular type of behaviour will lead to those outcomes
Behaviour is affected by different levels of reward for the same amount of effort
Behaviour is affected by goals which are determined by the individual’s values and wants
Reward Management
Economic Rewards
Social Relationships
Intrinsic Rewards
Overlap = Needs andExpectations in theworkplace
TYPES OF REWARD
Security-driven:
•
Lifetime jobs
• Corporate prestige
Tradition-driven:
•
Cost of living increases
• Perks
Employability-driven:
•
Training and development
• Personal career plans
Contribution-driven:
•
Performance-related pay
• Merit bonus
Individual-related
Money-related
Non-Moneyrelated
Group-related
HRM in Defence:The UK Approach
• Statement of vision, guidance and direction for armed services personnel areas.
• Aims to:– maintain services’
operational readiness– ensure that European
and other regulations are accommodated
Five areas of intention:• Cultivate• Obtain• Retain• Sustain• Remember
Armed Forces Overarching Personnel Strategy (AFOPS) (2000-3)
AFOPS Policies• Cultivate
– Youth Policy• Obtain
– Recruitment; Training; Reserve Forces
• Retain– Manpower Structures
Policy– Conditions of Service– Career Management– Pay, Allowances and
Charges– Complaints & Discipline
• Sustain– Health and Welfare – Living Accommodation– Pastoral Care; Sport &
Recreation – Families
• Remember – Resettlement and Pensions– Veterans– Bereaved Families
04/12/23 34
Conclusion• People are, for most
organisations, the largest, single expense and most flexible asset– Manage them well
• Service personnel and civil servants all need appropriate and fair management
• Military and civil service must offer a rewarding career to attract/retain good people
• Defence sector has no monopoly on getting the best out of people - so learn from others