Hard HRM Flashcards
Two reasons for appraisal
Middlewood 2002
- Accountability
- Professional Development
Ultimate purpose is to gain improvement in the quality of student learning.
Middlewoood (2002)
Too much focus on accountability
- Alienation of staff
- Weak relationships
- Unlikely to drive improvement
- Narrow and too focused on what is measurable
Middlewoood (2002)
Too much focus on performance
- Weak teachers and insufficiently challenged
- Training and development needs not always met
- Competent teachers might not improve
Human Resource Management requires an understanding of the balance between
Foskett 2002 Technical requirements (hiring of staff, implementation of a pay system, conducting reviews) AND Social, emotional skills (relationships between a community)
Foskett (2002)
Personal and human resource management
- Bureaucratic
- Management
- Doesn’t adapt to individuals
Recruitment and Selection
Recruitment - process of attracting applicants
Selection - choosing the best match
Selection
Particularism versus Universalist
Particularism - shaped by affiliation of the players - kinship, religion, political. Sometimes a reward for support. Rewards characteristics not job spec match.
Universalist - matches applicant to job specification.
Strorey and Sissons (1993)
People make a difference, the workforce is the most vital asset.
Oldroyd (2004)
Staffing the organisation
- Recruitment
- Selection
- Appointment
Describe who, what, where, why, when.
Oldroyd (2004)
Performance Management
A process to get the best results out of staff to fulfil the goals of the organisation.
- Agreeing goals or targets
- using monitoring and review processes
- Using incentives and development opportunities to achieve goals.
Performance Management - 5 types
Probation - process of assessing new teacher
Induction -support offered to ease into new job
Appraisal
Inspection
Incentives & Rewards
Fidler (1988) Problems with performance management for teacher compared to business world
- higher level of autonomy in teaching profession
- qualitative measures are hard to measure
- limited range of rewards available for teachers
- unclear links between teaching and learning
- teachers are accountable to several people
- lack of infrastructure and time
Oldroyd (2004)
Development and succession
Development - CPD
Succession planning - be able to give examples
‘Grooming’ for SLT.
JESS appraisal
Designed to:
- get the right people in place to do the job
- make sure the job is done well
- support the ability to achieve organisational goals and promotion.
The problem with heavy emphasis on HRM
- too authoritative which leads to a lack of collegiality (Blair, 2002) and a lack of motivation of staff.
- usually forced upon staff through targets, procedures and deadlines, it does not allow for the collaboration and dialogue of staff to discuss and create strategies collegially.
- lack of trust and relationships that have not had time to build through dialogue and collaboration. This in turn, results in a lack of motivation of staff and limits progress.
- HRM had led to staff feeling that institutions interests were prioritised over the employees’ conflicting motivations (Storey, 1989) which made staff feel disposable and left staff feeling demotivated (Pawar, 2014).
- Consequently, it is argued that SRM strategies should be used first to gain trust between management and staff (Gagne and Deci, 2005).
