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Human Resource management "The Theory and Practices relating to the…
Human Resource management
"The Theory and Practices relating to the way people are managed at work"
"The Theory and Practices relating to the way people are managed at work"
The three faces of HRM
People Management Activities
Funtional area, job and profession
Applied science
HRM System - General Functions
Identify what behaviours are needed from employees
Work Analysis
Motivate employees to engage in the needed behaviours
Performance Mgt
Reward
Empower employees to act and provide them with opportunities to perform successfully, now and in the future
KSAO - Knowledge, Skills, Attributes and Opportunity
Job work/design
Employee Participation
Ensure that employees have the competencies needed to perform successfully
Recruitment
Selection
Training
Corporate - identifies the areas of business in which the org wants to compete
Business - how to compete for the hearts and minds of customers
Operational - co-ordinating various functional areas such as finance, accounting, marketing etx to support and develop business strategy
Universalistic
- there are certain practices that universally improve performance
Contingency
- HRM Practices must be aligned with important characteristics of org
Configurational
- Each practice must be configured that it fits and supports all others
Contextual
- HRM policies and strategies are not independent from what happens outside but co-effect the environment
Integrative
Broad set of outcomes and broad range of stakeholder in the formulation and implementation of strategies
National Culture has been summed up as "A collective programming of the mind" (Hofstede et al).
A central understanding of employees work and how they expect to be treated
Diversity Management
Health and Safety
Org Development
Control
Aim - to increase efficiency and decrease labour loss
Narrow jobs
Direct control by managers
little training
low security
Pay based on measurable input
Commitment
Aim: Get more from workers by giving more to them
Flexible work design
Selective hiring
Intensive training
High employee involvement in decision making
Merit based pay and profit share
Recruitment
Selective Hiring
specific and explicit hiring criteria
Multiple screening tools
Tests
Structured interviews
Reward Management
Pay for performance
Formal appraisal for Pay
External Pay Equity/Competitiveness
Profit share
Internal promotion
Merit based promotion
Career planning
Performance Management
Appraisals based on objective results and behaviours
Appraisals for developmental potential
Frequent performance appraisal systems
Training and Development
Extensive training
Use of training to improve performance
Specific training for job or skills
Work Design
Work analysis
Decentralised, participative decision making
Greater discretion and autonomy
Job enlargement and enrichment
Job rotation
Project or Temporary Work Teams
Communication
Formal information sharing progs
Employees receive market and firm performance info
Employee input and suggestion processes
Employee relations
Job security
Low status differentials
Employee attitude surveys
Power distance
- the distribution of power. In other countries, the perception of the acceptibility of centralisation of power is accepted, hopwever in the UK, the culture is such that power is seen as distributed. In a power distance, there is a focus on seniority. In a low power distance culture, profgression can be more likely to be on merit and performance based methods would work
Individualism
- Do people define themselves as 'I' or 'We'? For example, the UK scores highly as the culture is individualistic, whilst other countries such as UAE and Russia score lower as they are more centralistic
Masculinity
- Society driven by competition and 'being the best'. Society is seen as being more 'feminine' when it focuses on the quality of life.
Long Term Orientation
Strong adaptability from Russia. High scores here relate to pragmatism with changing times. A low score reflects propensity to live in the moment
Uncertainty Avoidance
- as in the future can never be known. Russia scores high as they feel threatened buy ambiguous situations and they don't prepare for the future as history has taught them that it is unpredictable. The UK however trys to clarify situations and avoid the risk of ambiguity
Indulgence
- If children are socialised with weak controls on their behaviour, this is described as indulgent. If the behaviour is restrained and controlled, we call a restrained culture.
Russia is a restrained culture and the children are constantly controlled. Nigerian culture on the other hand is indulgent and the behaviour is seen as being one of the desires and having fun.
HRM Strategy and Performance
Five perspectives on Strategic HRM
Best practice
Lecture area
HRM Systems - Examples
High Performance Work Practices
Strategy
HRM System
National Culture