chapter 1 intro Flashcards
what are the definitions of HRM?
“the process of analysing and managing an organisation’s human resource needs to ensure satisfaction of its strategic objectives” (Hellriegel, jackson, slocum and staude,2009)
Hellriegel et, al (2009)
“the policies and practices involved in carrying out the “people” or human resources aspects of a management position, including recruitment, screening, training and appraising’’.
(Dessler, 2007)
“Human resource management (HRM) is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving competitive advantage, this being achieved through a distinctive set of integrated policies, programmes and practices”
(Bratton and Gold, 2007)
what is the difference between HRM and strategic (S)HRM? integration ?
HRM:
- an integrated set of personnel activities eg. selection, appraisal, development, rewards.
-strong base or applied social science knowledge (organisational psychology)
-individualization of the employment contract (psychological contract)
(previously, it was one contract for everyone. collective agreement. now with laws and trade unions, employment contracts are individualised.)
Strategic approach to HRM
-linked strategically with organisational objectives
-continuing basis in social science knowledge and individualised employment relationship
(eg standard benefits-leave. optional flexi-benefits eg for people who are married with young kids- childcard)
How is HRM different from personnel management ?
HRM according to Guest (1987) is different from personnel management because:
- it integrates HR into strategic management, it seeks behavioural commitment to organisational goals.
- the perspective is unitary with a focus on the individual
- it works better in organisations that have an “organic structure”. ( constantly evolve time)
- the emphasis is on a full and positive utilisation of HR.
(maximise effort of every employee - maximisation of corporation)
what are the importance of HR policies and practices?
Difficulty of evaluating HR policies
-difference between policies, programmes and plans.
-running controlled experiments may not be feasible.
(not practical)
-HR policy evaluations to be done indirectly and with less precision
(pre-evaluation and post-evaluation)
Prejudice (preconceived opinion that is not based on reason or actual experience) regarding “ people management”
- regarded as common sense ( No need for special expertise)
- It is seen as unwanted management task
Importance of getting HR policies, programmes and plans right?
- Organisational success
-controlling cost is key
- labour cost comprises of 80% or more of total costs - controlling wages
-balance between wages and performance
-balance between wages and talent
( cannot attract talent, if your wages are bad. motivate employees at the same time control costs, not at the expense of productivity, quality. value-add.. amount generated– measuring productivity) - Raising productivity
-reduce abour costs by improving output and quality
- effective HR policies can result in result in lower unit labour costs (if provided, overall productivity increases)
-HR policies are affected by technological changes
-Impact on job design and policies to enhance competence and motivation on productivity. - Job Design
- choice of technology leads to design of jobs
-choice of production process and job design affect productivity - Enhancing competence and motivation
-to maximise productivity, employees need to be able and willing
-ability-employees are competent and aware of their requirements
-willingness-motivation through extrinsic and intrinsic rewards
-Walton’s contrast between control and commitment
” the real sources of competitive leverage are the culture and capabilities of your organisation that derive from how you manage your people”
Jeffrey Pfeffer, 1998
Harnessing competence and motivation on employees. What do employees need to pocess?
EMPLOYEES NEED TO BE BOTH ABLE AND WILLING
1. Ability
- competent(implications on hiring and training policies)
-Awareness of requirements(implications on supervision,
performance management and goal setting policies)
2.Willingness
-Organisation’s policies and practices should encourage performance and effort
this can be done through:
extrinsic satisfaction-using primarily the payment system
intrinsic satisfaction- focusing on non financial aspects through job design, building loyalty and commitment etc.
What are the 3 workplace culture?
Richard Walton (1985)
- control (army style, do not allow workers to contribute to decisions, rules/procedures)
- use of bureaucratic rules to control the quality and pace of work
- assumes unwilling and combative workers
- treats sub-cultures as disloyal - Human Relations ( patrick taylor says: a fair day work is a fair day play)
- the humanised workplace
- assumes that workers are motivated by good supervision
- continues to assume that attachment to work is instrumental (serving as a meaning of an aim or policy) - Commitment( engage by creating an enviro, giving responsiblity, respect, value} employees reciprocate by commiting)
- control through shared responsiblity
- tolerance of individual differences
- assumes people motivated by responsibility and a real job
- mutuality in labour relations-sub cultures integrated into organisation
What are the strategic (S)HRM definitions?
Since the late 1990s, HR strategies became important because there has been a significant number of empirical studies linking HR strategies and organisational performance and productivity) Eg Huselid 1995
Strategic HRM is concerned with the strategic choices associated with the use of labour in firms and with explaining why some firms manage them more effectively than others
Boxall and Purcell 2000
An Organisation’s human resource management policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions it faces
Beer et al 1984
SHRM (5 marks qn)
see picture
read page 29 onwards
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