The Human Resource Approach: Higher Greater

The Human Resource Approach
HIGHER
Employee motivation & applied ability
GREATER
Quality & quantity of work
GREATER
Employee rewards & recognition
HIGHER
organisational productivity & profit
kedars1111@gmail.com 1
Why is it important?
Extremely high competition More countries with low wages & high skilled workers Rapid technological advances Changing legal, political & social realities Changing values & educational levels Changing consumer demands
Key Issues
Pivotal? Essence-individual differences Variation across organisations Generalist/Specialist function Personnel Vs H.R.M. Management Style
kedars1111@gmail.com
Successful companies need people who are

Adaptable - Committed - Motivated - Skilled/re-skilled - Energetic Good team players
Core Objectives of HRM

Staffing Performance Change management Administration
Goals of HRM:
General Productivity QWL
Legal compliance Competitive advantage
Specific attracting retaining

motivating retraining
6
Good Human Resource Practice

Recognize peoples needs & expectations Respect the individual Provide justice in treatment Provide stable employment And
Provide good working conditions Opportunities for career progression & personal development Function as a democracy Observe the law & codes of conduct relating to employment
Hard Vs Soft HRM

(Torrington & Hall 2002) Hard
Workers are a resource like any other resource
Soft
Workers are key to competitive advantage and must be nurtured & developed
Not mutually exclusive HRM is fundamentally unitarist

Who is Responsible?
Line managers HR professionals Consultants/sub-contractors employees
Current Issues in HRM

Responding to intensified competition Managing international operations Technological innovation Complying with the law Managing with/without trade unions Ethical concerns** Best practice Vs Best fit
Best Practice Vs Best Fit
Best Practice:
best way of carrying out HR activities that is universally applicable advanced selection methods, serious commitment to employee involvement, substantial investment in T&D etc. all is contingent on the circumstances of each organisation
Best Fit:
Some Ethical Concerns

Dismissing someone for incapability Failing to dismiss a senior manager Paying women less than men Pressure to change hours or location Paying less when you can pay more Failing to tell the truth at a tribunal Failing to make costly H&S alterations
HRM Activities
Strategy Formulation 2. Human Resource Planning 3. Recruitment & Selection 4. Appraisal & Performance Mgt. 5. Reward Management 6. Training & Development 7. Employee Relations 8. Administration
1.
Organisation
Reward Employee Relations
The Strategic Core
Resourcing
Performance
Development
Current + Future Demand for labour
Current Supply of labour
16
The Recruitment & Selection Process

Human resource planning Job analysis Recruitment Selection Induction
Performance Management
1.
2.
3.
4.
5.
6.
Clear objectives are essential for effective performance Communication is good Involvement Commitment Everyones work should relate to the organisations work People need feedback Responsibility and autonomy enrich jobs
Establish, communicate & agree objectives
Evaluate performance
Communicate Decisions & results
Compare performance with objectives
Take corrective action Review objectives Continue unchanged

Decide on appropriate action

19
Appraisal Systems
Formalise the review part of the performance cycle Usually annual/bi-annual Form based Link to pay? One way Vs two way
20
The Appraisal Interview

Tell-and sell
Tell-and listen Joint-problem-solving
21
Reward Package =
Pay + incentives + benefits
- Pay = basic wage - Benefits = indirect rewards (eg. Car, VHI, expenses) - Incentives = performance beyond expectations (eg. Bonus, awards, share options)
Objectives of Reward Package

Attract employees Retain good employees Motivate Contribute to H.R. strategy
Effective Reward System

Satisfies basic needs Flexible Internal equity External equity Trust (management & staff believe in it)
24
Training & Development

- Assessment of need
- Design & delivery

- Transfer & evaluation
25
Cutting Edge of HRM

Key changes:
Attendance management performance
Use of management to implement HR strategy

Emphasis on communication & training as tools Belief in potential of people to yield competitive advantage
A higher status for the people person (Financial Times 29/01/02)

HR managers need to understand how their jobs have changed Need to be involved in looking for talented recruits, working on top level succession and helping to devise the long-term strategy of the organisation Dominated by professional rather than administration staff Report to the CEO & sit on the board

The Human Resource Approach: Higher Greater

Enviado por

Dados do documento

Descrição original:

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

The Human Resource Approach: Higher Greater

Enviado por

Direitos autorais:

Formatos disponíveis

The Human Resource Approach

Successful companies need people who are

Core Objectives of HRM

Staffing Performance Change management Administration

Specific attracting retaining

Good Human Resource Practice

Hard Vs Soft HRM

Not mutually exclusive HRM is fundamentally unitarist

Current Issues in HRM

Best Practice Vs Best Fit

Some Ethical Concerns

Reward Employee Relations

The Strategic Core

Current + Future Demand for labour

Current Supply of labour

The Recruitment & Selection Process

Establish, communicate & agree objectives

Communicate Decisions & results

Compare performance with objectives

Take corrective action Review objectives Continue unchanged

Decide on appropriate action

The Appraisal Interview

Objectives of Reward Package

Effective Reward System

Training & Development

- Design & delivery

Cutting Edge of HRM

Use of management to implement HR strategy

A higher status for the people person (Financial Times 29/01/02)

Você também pode gostar