Intro to HR1

8/3/2019 Intro to HR1

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http://www.bized.co.uk

HUMAN RESOURCES

DEVELOPMENT

A METHODOLOGY FORORGANISATIONAL CLIMATE

ESTIMATION


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http://www.bized.co.ukOFTEN ASKED QUESTIONS ?

Are we in the right business ?

Do we have the right people ?

Are we in the right industries ?

Are we in the right states ?

Given the same country climate, why arewe where we are ?

is it because we have/lack

Purpose Values

Standards of behaviour

Strategy


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Organisations are driven by humancapital and it is crucial to have ascientific look at this factor of

production


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HRM & HRD

HRM

- deals with optimum utilization of humancapital - integrative & supportive

HRD

- deals with development and upgradationof human capital


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HRM takes the stock of human capital as givenand tries to optimally allocate it among differentprocesses/activities such that output is maximized.

HRD tries to bring about qualitative changes in

this stock of human capital in accordance with theneeds of the organization and corporateobjectives. It tries to mould the stock as perrequirements.


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http://www.bized.co.ukWhy Study Human ResourcesManagement

Human Resources Management (HRM)

The process of managing human resources

(human capital and intellectual assets) to achieve

an organizations objectives. Why Study HRM?

Staffing the organization, designing jobs and

teams, developing skillful employees, identifying

approaches for improving their performance, andrewarding employee successesall typically

labeled HRM issuesare as relevant to line

managers as they are to managers in the HR

department.


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EMPLOYMENT HR DEV

COMPENSATION

MGT

HUMAN RELATIONS

Org design

Job design

Job analysis

Perf. app

Training

Career pl

Job eva

Wage

Perks

Motivaton

Morale

Job satisfaction

Communication

Grievance

Discp. action

Planning

Recruitment

Selection

Induction

Placement

Quality of life

AN ILLUSTRATION

OBJECTIVES & POLICIES

OF HRM

OPERATIVE FUNCTIONS OF HRM

MANAGERIAL FUNCTIONS

OF HRM


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Managers Mind Map

Get strategyvetted by Board

Schedule of

implementation

Project planning

Liaise with

Other Depts.

Implement

Monitor

expenses

Allocate

Budget

Manage the

Budget

Manage the team

Appraisal

Development

Manage enquiries

Deal with

customers

Design appropriate

Instruments

Processing

Detailing

Report

preparation

Move the Committee

Sanction

Outgo of funds

Monitoring


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http://www.bized.co.ukHuman ResourcesManagement


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Recruitment


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Recruitment

The process by which a job vacancy

is identified and potential employees are notified.

The nature of the recruitment process is regulated

and subject to employment law.

Main forms of recruitment through advertising in

newspapers, magazines, trade papers and internal

vacancy lists.


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Recruitment

Job descriptionoutline of the role of the job

holder

Person specificationoutline of the skills andqualities required of the post holder

Applicants may demonstrate their suitability

through application form, letter or curriculumvitae (CV)


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Selection


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Selection

The process of assessing candidates and

appointing a post holder

Applicants short listedmost suitable

candidates selected

Selection processvaries according to

organisation:


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http://www.bized.co.ukSelection

Interviewmost common method

Psychometric testingassessing the personality

of the applicantswill they fit in?

Aptitude testing assessing the skillsof applicants

In-tray exerciseactivity based around what the

applicant will be doing, e.g. writing a letter to a

disgruntled customer

Presentationlooking for different skills as well

as the ideas of the candidate


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Employment Legislation


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Employment Legislation

Increasingly important

aspect of the HRM role

Wide range

of areas for attention

Adds to the cost of thebusinessEven in a small business, thelegislation relating to employees isimportant chemicals used in ahairdressing salon for examplehave to be carefully stored andhandled to protect employees.


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Discrimination

Crucial aspects of

employment legislation:

Race Gender

Disability

Disability is no longer an issue for employersto ignore, they must take reasonable stepsto accommodate and recruit disabled workers.

Copyright: Mela, http://www.sxc.hu


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Discipline


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Discipline

Firms cannot just sack workers

Wide range of procedures and steps in dealing with

workplace conflict

Informal meetings

Formal meetings

Verbal warnings

Written warnings Grievance procedures

Working with external agencies


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Development


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Development

Developing the employee can be regarded as

investing in a valuable asset

A source of motivation A source of helping the employee fulfil

potential


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Training


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Training

Similar to development:

Provides new skills for the employee

Keeps the employee up to datewith changes in the field

Aims to improve efficiency

Can be external or in-house


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Rewards Systems


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Rewards Systems

The system of pay and benefits used by the

firm to reward workers

Money not the only method

Fringe benefits

Flexibility at work

Holidays, etc.


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Trade Unions


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Trade Unions

Importance of building relationships with

employee representatives

Role of Trade Unions has changed

Importance of consultation and negotiation and

working with trade unions

Contributes to smooth change management and

leadership


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Productivity


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Productivity

Measuring performance:

How to value the workers contribution

Difficulty in measuring some types of output

especially in the service industry

Appraisal

Meant to be non-judgmental

Involves the worker and a nominated appraiser Agreeing strengths, weaknesses and ways

forward

to help both employee and organisation


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Figure 14 Productivity Enhancements


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http://www.bized.co.ukSummary of HR Functions


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THE BUILDING BLOCKS OF HRM

Reactive and supportive HRM

Integrative HRM

Independent HRM


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http://www.bized.co.ukREACTIVE AND SUPPORTIVE HRM- ADMINISTRATIVE EXPERT

Management of employeecontribution/performance appraisaljob definition

Listening and responding to employees

Recruitment, salaries and remuneration, retraining,sustenance, growth

Union/association negotiations

Data base, compendium


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http://www.bized.co.ukINTEGRATIVE HRM- STRATEGIC PARTNER

What was a fine solution yesterday may notbe valid tomorrow.

The 7 ssStrategy, systems, staff, skills, style,structure, shared values

Generate a learning organization withknowledge workers


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http://www.bized.co.ukINDEPENDENT HRM

- CHANGE AGENT/CONSULTANT

Observe the organization's movementover time at a certain level ofabstraction and provide inputs for

change correct age/skill distribution


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Peak

Performance

DistressBoredom

H

ENERGY

CHALLENGE

L

H

L

Burnt out

Exhausted

Rechargetime

MANAGING STRESS


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Delegate Beware ofDumping Tasks

Long term

projects

Leave

Urgency

Challenge & Development

H L

H

L

ANALYSING THE TASK

AN EXAMPLE


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http://www.bized.co.uk(Job Affected Well-being Scale) that has been designed by Katwyk, Fox,Spector, Kelloway (2000) for measuring the different affects that have an

effect on peoples perceptions on their subjective job-related well-being.

JAWS Scale Emotion

High High (HH)

High pleasure high arousal

energetic, excited, ecstatic,

enthusiastic, inspired

High Low (HL)High pleasure low arousal

at-ease, calm, content, satisfied,relaxed

Low High (LH)Low pleasure high arousal

angry, anxious, disgusted,frightened, furious

Low Low (LL)Low pleasure low arousal

bored, depressed, discouraged,gloomy, fatigued


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Recent Trends in Human

Resource Management


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http://www.bized.co.ukFigure 11 Overall Framework for Human Resource Management


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Competitive Challenges and HRM

The most pressing competitive issues facing firms:1. Going global

2. Embracing new technology

3. Managing change

4. Managing talent, or human capital

5. Responding to the market

6. Containing costs


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Competitive Advantage through People

Core Competencies

Integrated knowledge sets within an

organization that distinguish it from its

competitors and deliver value to customers.

Sustained competitive advantage through people

is achieved if these human resources:

Have value. Are rare and unavailable to competitors.

Are difficult to imitate.

Are organized for synergy.


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http://www.bized.co.ukChallenge 1: Going Global(contd)

Corporate Social Responsibility

The responsibility of the firm to act in the best

interests of the people and communities affected by

its activities

Impact on HRM

Different geographies, cultures, laws, and business

practices

Issues:

Identifying capable managers and workers

Developing foreign culture and work practice

training programs.

Adjusting compensation plans for overseas work


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Challenge 1: Going Global

Globalization

The trend toward opening up foreign markets

to international trade and investment

Impact of globalization

Anything, anywhere, anytime markets

Partnerships with foreign firms

Lower trade and tariff barriers

NAFTA, EU, APEC trade agreements

WTO and GATT


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http://www.bized.co.ukChallenge 2: Embracing New Technology

Knowledge Workers

Workers whose responsibilities extend

beyond the physical execution of work to

include planning, decision making, and

problem solving.

Knowledge-Based Training

Online instruction

Just-in-time learning via the Internet

on company intranets


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http://www.bized.co.ukInfluence of Technology in HRM

Human Resources Information System (HRIS)

A computerized system that provides current and

accurate data for the purposes of control and

decision making.

Benefits: Store and retrieve of large quantities of data.

Combine and reconfigure data to create new

information.

Institutionalization of organizational knowledge.

Easier communications.

Lower administrative costs, increased

productivity and response times.


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http://www.bized.co.ukHRM IT Investment Factors

Fit of the application to

the firms employee base.

Ability to upgrade

Increased efficiency and

time savings

Compatibility with current

systems

Availability of technical

support

Time required to

implement and train staff

members to use HRIS

Initial and annual

maintenance costs

Training time required for

HR and payroll


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Challenge 3: Managing Change

Types of Change

Reactive change

Change that occurs after external forces have

already affected performance

Proactive change

Change initiated to take advantage of

targeted opportunities

Managing Change through HR

Formal change management programs help to

keep employees focused on the success of the

business.


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Challenge 4: Managing Talent, or Human Capital

Human Capital

The knowledge, skills, and capabilities of

individuals that have economic value to an

organization.

Valuable because capital:

is based on company-specific skills.

is gained through long-term experience.

can be expanded through development.


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Challenge 5: Responding to the Market

Total Quality Management (TQM)

A set of principles and practices whose core

ideas include understanding customer needs,

doing things right the first time, and striving for

continuous improvement.

Six Sigma

A process used to translate customer needs into

a set of optimal tasks that are performed in

concert with one another.


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http://www.bized.co.ukChallenge 5: Responding to the Market (contd)

Reengineering and HRM

Fundamental rethinking and radical redesign of

business processes to achieve dramatic

improvements in cost, quality, service, and speed.

Requires that managers create an environment

for change.

Depends on effective leadership and

communication processes. Requires that administrative systems be

reviewed and modified.


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Challenge 6: Containing Costs

Downsizing

The planned elimination of jobs (head count).

Layoffs

Outsourcing Contracting outside the organization to have work done

that formerly was done by internal employees.

Offshoring

The business practice of sending jobs to other countries.

HR-Leadership: emerging models


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LEADS MODEL

L

E

A D

S

LISTENING

EMPOWERING

ADAPTING DELIVERING

SELF-

UNDERSTANDING

HR-Leadership: emerging models


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GROW MODEL

G

R

O W

GOALS

REALITY

OPTIONS WILL

HR_Leadership: emerging models


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BOOST MODEL

B

O

O S

T

BALANCE

OBSERVE

OWNERSHIP SPECIFIC

TIME


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Conclusion


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Thank You

Documents

Intro to HR1