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Human Resources Management - Coggle Diagram
Human Resources Management
The HR Manager
No matter which activities the HR manager is engaged in, the ultimate aim is to improve the productive contribution of people to the organisation.
The HR manager, as with any other functional manager in marketing, production or finance, is responsible for performance
HR managers need to start making their valuabel contributions known
Roles include - talent manager, employee advocate, legal advisor, organisation advocate etc etc
The HR manager is a strategic partner (must be able to ask the right strategic questions & have business/customer awareness)
Should be able to demonstrate the connections between employee attitudes and behaviour, and business issues and outcomes
If a HR manager wants to be successful, they should develop their tech skills as the business world is dominated by the cloud, big data analytics and social media.
Organisational strategy
Strategy defines the direction in which an organisation intends to move and establishes the framework for action through which it intends to get there.
Employees are now being viewed in many organisations as a valuable asset rather than an expense.
Strategy formulation involves selecting the companies mission, purpose and key objectives
Strategy implementation involves designing the structure and control systems
The selection of strategy involves managers being proactive (instead of reactive) to changes in their organisation’s environment.
A strategy needs an appropriate structure if it is to work
Type of strategies: growth, retrenchment, stability, international, global etc
Approaches
Instrumental
Objectives and statistics focused
Focused on cost reduction, offers little in the way of employee empowerment
Top-down
Humanistic
Two-way communication
Values employee contributions and voices
Pay well & celebrates achievements
What is HRM
High-performance HRM has a positive effect on organisation performance by increasing employee knowledge, skills, abilities and other characteristics (KSAOs)
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training and development influences employee commitment and engagement and has a positive effect on organisational performance.
Greater engagement = greater profit
HRM is that part of management dealing directly with people, whereas management includes marketing, management information systems, production, research and development, and accounting and finance.
research studies by Liu and others showed HRM added significant value via increased productivity, decreased employee turnover and greater financial returns.5
HRM is concerned with both organisational performance and employee wellbeing.
HRM activities
Strategic planning
Recruitment & selection
Job Analysis
Training and development
Performance appraisal
Remuneration & benefits
Employee motivation
Industrial relations
Change Management
Risk Management
HRM & Productivity
Effective HRM can be measured through absenteeism, labour turnover, job satisfaction and employee engagement
Productivity is a common KPI for HRM (output of goods and services divided by its input.)
Poor-quality management is often a prime reason for productivity problems.
HR Risk examples
Behaviour
Reputation
Security
Culture
Talent
HR must understand ethical practices
Hr should challenge unethical behaviour; however, power dynamics can make this challenging
HR must champion ethical behaviour
Banking industries have been known to facilitate a culture of corruption and failed to reprimand employees who misbehaved
Whistleblowing = people who expose misdeeds
Whistleblowers must ve provided confidentiality
Stakeholders
It can be difficult to please all stakeholders
Internal (staff), external (customers, suppliers) & owners
Chapter 1, page 27 graph on stakeholder needs
Analysis
SWOT
The objective of analysing the external environment is to identify any strategic opportunities and threats that may be present (timber prices, freight costs etc)
Internal environment analysis = organisation’s strengths and weaknesses.
External Influences = political, legal, environmental, technological, cultural, demographic, social, business, economic, IR (P. 39)
Internal influences = organisational strategies, culture, structure & systems
HRM Strategies
strategic HRM objectives must accurately reflect the strategic objectives and values of the organisation.
Guide activities such as recruitment or training
One must not forget that HR holds the competitive edge
An organisation that has set profit improvement as a strategic business objective, for example, may need strategic HRM objectives that produce reduced labour costs (for example, improved employee performance, reduced headcount).
Must be linked with strategic organisational objectives: for e.g customer service, organisational effectiveness, integrity, social responsibility (p. 36)
High-performance HRM therefore cannot ignore HR outcomes from the employee’s perspective.
An integral part of strategic HRM therefore involves analysing environmental influences to identify those factors that inhibit the organisation and those that help it to achieve its objectives.
DIAGRAM ON PAGE 38 IS VERY IMPORTANT FOR THE ASSESSMENT
HRM Strategies (objectives & activities) MUST BE
Measurable
Include deadline dates for accomplishments
Identify & involve key STAKEHOLDERS
Nominate individuals or parties responsible for the implementation
HRM Evaluation topics (p. 44)
Congurance
Cost effectiveless
Competence
Job satisfaction
Commitment
Justice
Adaptability
Performance
Trust
Motivation
Employee engagement
implies an emotional and intellectual involvement with an organisation
Employee attitude surveys are often used
high levels of autonomy, task variety, task significance and feedback are more likely to increase engagement