ch10

CHAPTER 10
HUMAN RESOURCE
MANAGEMENT
Copyright 2005 McGraw-Hill Australia Pty Ltd
PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin
101
LECTURE OUTLINE
The HRM framework
Establishing the employment
relationship
Maintaining the employment
relationship

102
LECTURE OUTLINE
HRIS, Internet, intranets &
extranets
The future of work
Terminating the employment
relationship
Corporate responsibility
103
THE HRM FRAMEWORK

Managements critical task:
To align formal structure with
HR systems so as to drive an
organisations objectives.

104
THE HRM FRAMEWORK

The Harvard map
HR decisions regarding:
Extent of employee commitment

Flow of human resources
Reward systems
Work systems
Outcomes of HR decisions:
Degree of employee commitment

Competence of employees
Cost effectiveness
Congruence between employee & employer goals

105
THE HRM FRAMEWORK

Theories of HRM
Proactive approach, link to strategic
planning & cultural change

View of people as capital, not cost
Possibility of mutually beneficial
relationship between stakeholders

106
THE HRM FRAMEWORK

Those management functions
concerned with attracting,
maintaining and developing
people in the employment
relationship.

107
THE HRM FRAMEWORK

HRM functions
Identifying HR needs
Attracting human resources
Maintaining human resources
Terminating the relationship
108
THE HRM FRAMEWORK

Regulatory framework
Australia & New Zealand, long history of
government support for union involvement

Since early 1990s, major shift toward
enterprise or individual agreements
Increasing reliance on civil law processes
Growth of regulation relating to human
rights, discrimination, EEO, OH&S,
environmental matters
109
ESTABLISHING THE
EMPLOYMENT RELATIONSHIP
Acquiring human resources
Job analysis
Recruitment
Selection
Interviews

1010
ESTABLISHING THE
Human resource planning
Determining future human resource
needs in relation to an organisations
business objectives or strategic plan.

1011
ESTABLISHING THE
Job analysis
The systematic collecting and recording of
information about the purpose of a job, its
major duties, the conditions under which it
is performed, the required contacts with
others and the knowledge, skills and
abilities needed to perform
it effectively.

1012
ESTABLISHING THE
Job Analysis
Outcomes:
Job descriptions and job specifications
Impacts upon:
Recruitment & selection

Performance appraisal
Remuneration
Training & development
Job design & redesign

1013
ESTABLISHING THE
Recruitment
The process of finding and
attracting job candidates capable
of effectively filling job vacancies.

1014
RECRUITMENT
THREE
THREEOBJECTIVES
OBJECTIVES
Ensuring
Ensuring
compliance
compliance
by
byorganisation
organisation
with
withgovernment
government
regulations
regulations
Maximising
Maximisingthe
the
pool
poolof
ofapplicants
applicants
at
atminimum
minimum cost
cost
Attracting
Attracting suitably
suitably
qualified
qualified&&
skilled
skilledapplicants
applicants

1015
RECRUITMENT
INTERNAL RECRUITMENT
ADVANTAGES
- Improves morale
- Better assessment
- Motivates staff
- Maintains organisational
knowledge
DISADVANTAGES
- Inbreeding
- Nepotism
- Infighting
- Induction/training costs
- Lowers internal morale
- Cultural adjustment

1016
METHODS OF RECRUITMENT
Internal
Internalpromotion
promotion
Executive
Executiverecruitment
recruitment
(head
(head hunters)
hunters)
Advertisements
Advertisements
Campus
Campusinterviews
interviews
Employee
Employeereferrals
referrals
Contractors
Contractors
Employment
Employmentagencies
agencies
Internet
Internet job
job
&&career
career sites
sites

1017
ESTABLISHING THE
Selection process:
The decision-making system used to identify
which job applicants are best suited to the vacant
position.
Key aspects:
Reliability
Validity
Selection devices

1018
ESTABLISHING THE
Key aspects of selection:
Reliability
The degree to which the
decision-making process
will measure the same
consistently
Selection devices
Application form
Written tests
Selection interview
Assessment centre
Validity
Whether the decision
process actually measures
what it sets out to measure

1019
MAINTAINING THE RELATIONSHIP

Remuneration/benefits
The financial payment to employees for their work.
Training
The process of equipping people with skills and
competencies.
Development
Broad preparation of employee for future opportunities
through the acquisition of new knowledge, skills.
Performance management/appraisal
Judgmental assessment of employee performance

1020
MAINTAING THE RELATIONSHIP

Remuneration & benefits:
Linked to job analysis
Governed by regulatory framework
Internal pay equity
External pay equity

1021

Training & development:
Choices:
Buy skills, build them, or a mixed approach
Strategic rationales for training:
Proactive
Reactive
Enhancement of employee motivation,
commitment & retention

1022

PERFORMANCE APPRAISALS
MOULD EMPLOYEE
BEHAVIOUR TO
COMPANY NORMS
IMPROVE QUALITY
OF SALARY REVIEWS
BUILD CONSISTENCY OF
EMPLOYEE ACTIONS &
ORGANISATION GOALS
IMPROVE HR PLANNING,
TRAINING & SUCCESSION
PROVIDE RECORD FOR DISMISSAL,

DEMOTION, GRIEVANCE, APPEAL

1023
Performance
Performance
appraisal
appraisal
o
360
360o feedback
feedback
non-hierarchical
non-hierarchical method
method

1024
HRIS, INTERNET, INTRANETS &

EXTRANETS
HRIS
Human Resource Information System
Internet
Global connection of computer servers through which users
can access stored information from their PCs
Intranets
Closed networks of information databases & systems within
an organisation
Extranets
Closed networks of information systems between
organisations

1025
HRIS, INTERNETS, INTRANETS &

EXTRANETS
Better internal
communication
Widespread
electronic
systems
Employee maintenance
of own HR records
Enhanced distribution
of HR policy,
news, information
Multi-site collaborative
work teams, electronically
linked
Performance appraisal,
including 360O feedback

1026
THE FUTURE OF WORK

Fewer core employees
Increased part-time, casual & temporary
staff
Tele-working
Hot-desking
Temporary agency work, short-term labour
hires, on-call & contract workers
Personnel supply firms
Idea of employee as an independent
contractor

1027
THE FUTURE OF WORK

Flexible employing organisations:
Need for strategic vs cost-reduction focus
Reliance on staffing agencies
Flexible employees:
Self-employed
Use of staffing agency
Maintain skills base
Portfolio worker
1028
TERMINATING THE RELATIONSHIP

Retrenchment
The forced termination of the employment relationship due
to financial, technological or organisational circumstances
Redundancy
A forced termination of the employment relationship
resulting from the permanent deletion of specific positions
Dismissal
The employer gives the required notice to terminate the
employment relationship

1029
TERMINATING THE RELATIONSHIP

Key aspects:
Regulatory requirements
Exit interviews
Use of out-placement consultants
Effect on HR & other functions of the
organisation

1030
CORPORATE RESPONSIBILITY
An organisations competitive advantage depends
upon their capacity to respond to more than the
shareholders desire for bottom line profit.
Union/employee fair wage demands
Environmental issues
Government regulators
This requires attention paid to:
Corporate governance
Employee impact
Environmental impact
Social audits

1031
LECTURE SUMMARY
The HRM framework
Functions
Principles
Regulatory framework
Establishing the employment
relationship
HR planning
Job analysis
Recruitment
Selection

1032
LECTURE SUMMARY
Maintaining the relationship
Remuneration
Training & development
Performance appraisal
HRIS, Internet, intranets & extranets

The future of work
Flexible employers
Flexible employees

1033
LECTURE SUMMARY
Terminating the employment
relationship
Retrenchment
Redundancy
Dismissal
Corporate responsibility
Corporate governance
Employee impact
Environmental impact
Social audits
1034

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CHAPTER 10

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE HRM FRAMEWORK

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE HRM FRAMEWORK

Extent of employee commitment

Degree of employee commitment

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE HRM FRAMEWORK

planning & cultural change

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE HRM FRAMEWORK

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE HRM FRAMEWORK

THE HRM FRAMEWORK

government support for union involvement

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Job descriptions and job specifications

Recruitment & selection

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

Copyright 2005 McGraw-Hill Australia Pty Ltd

MAINTAINING THE RELATIONSHIP

Copyright 2005 McGraw-Hill Australia Pty Ltd

MAINTAING THE RELATIONSHIP

Copyright 2005 McGraw-Hill Australia Pty Ltd

MAINTAING THE RELATIONSHIP

Buy skills, build them, or a mixed approach

Strategic rationales for training:

Copyright 2005 McGraw-Hill Australia Pty Ltd

MAINTAING THE RELATIONSHIP

PROVIDE RECORD FOR DISMISSAL,

Copyright 2005 McGraw-Hill Australia Pty Ltd

MAINTAING THE RELATIONSHIP

Copyright 2005 McGraw-Hill Australia Pty Ltd

HRIS, INTERNET, INTRANETS &

Human Resource Information System

Copyright 2005 McGraw-Hill Australia Pty Ltd

HRIS, INTERNETS, INTRANETS &

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE FUTURE OF WORK

Copyright 2005 McGraw-Hill Australia Pty Ltd

THE FUTURE OF WORK

TERMINATING THE RELATIONSHIP

Copyright 2005 McGraw-Hill Australia Pty Ltd

TERMINATING THE RELATIONSHIP

Copyright 2005 McGraw-Hill Australia Pty Ltd

This requires attention paid to:

Copyright 2005 McGraw-Hill Australia Pty Ltd

Establishing the employment

Copyright 2005 McGraw-Hill Australia Pty Ltd

HRIS, Internet, intranets & extranets

Copyright 2005 McGraw-Hill Australia Pty Ltd

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