An overview of Human Resource Management

WPM Management WS 2016/17

Vietnamese German University

Dr. Le Minh Hanh

With slides adapted from Noe et al. (2011)

Outline

Course overview
What is HRM?
HRM practices
HRM context
Q&A

30.10.2016

Dr. Le Minh Hanh I VIETNAMESE-GERMAN UNIVERSITY

Outline

Course overview
What is HRM?
HRM practices
HRM context
Q&A

30.10.2016

Dr. Le Minh Hanh I VIETNAMESE-GERMAN UNIVERSITY

Course overview
Organization

Duration: From 7.11.2016 to 18.11.2016

Final exam 90 minutes: on 25.11.2016

Retake exam 90 minutes: by February 2017

Lecture: Theories and discussions plus presentation

Tutorial: Case study discussion and activities

30.10.2016

VGU I VIETNAMESE-GERMAN UNIVERSITY

Course overview
Content

What is Human resource management (HRM) ?

How HRM supports strategies and policies of an organization?

How employees are organized in an organization?

How employees are treated in an organization?

What are HRM practices?

30.10.2016

VGU I VIETNAMESE-GERMAN UNIVERSITY

Course overview
Content
Lecture 1 - An overview of Human resource management
Lecture 2 HRM strategies and models
Lecture 3 - Human resource planning: Job analyzing and designing
Lecture 4&5 Recruitment and selection
Lecture 6 Managing turnover
Lecture 7 &8 Managing employee performance
Lecture 9&10 Training and development
Lecture 11 &12 Compensation management:
Lecture 13 &14 Creating and maintaining high-performance organizations
Lecture 15 Wrap-up

30.10.2016

VGU I VIETNAMESE-GERMAN UNIVERSITY

Topic for presentations (optional, with 5% bonus for final exam)

Topic 1 - Design a job for yourself and put it in a job description (presented in Lect 3)
Topic 2 Discuss the succession planning method (presented in Lect 4)
Topic 3 Discuss the setting for an interview (presented in Lect 5)
Topic 4 Discuss the cases of voluntary turnover (presented in Lect 6)
Topic 5 Discuss the result-based performance measurement approach (presented in Lect
7)
Topic 6 Discuss the errors in performance measurement (presented in Lect 8)
Topic 7 Discuss a training method that you think the most effective (presented in Lect 9)
Topic 8 How job experiences are used for employee development? (presented in Lect 10)
Topic 9 How to recognize individual contributions in a group work? (presented in Lect 11)
Topic 10 Survey and analyse whether your fellows prefer non-monetary rewards
(presented in Lect 12)
Topic 11 How to create a learning organization (presented in Lect 13)
Topic 12 Imagine you have your own business, how you will manage the human resources
(presented in Lect 14)

30.10.2016

VGU I VIETNAMESE-GERMAN UNIVERSITY

Outline

Course overview
What is HRM?
HRM practices
HRM context
Q&A

30.10.2016

VGU I VIETNAMESE-GERMAN UNIVERSITY

Human Capital
Human Capital an
organizations
employees described in
terms of their:

training
experience
judgment
intelligence
relationships
insight

The concept of human

resource management
implies that employees
are resources of the
employer.

1-9

HRM and Sustainable Competitive Advantage

An organization can succeed if it has
sustainable competitive advantage.
Human resources have the necessary qualities
to help give organizations this advantage:
Human resources are valuable.
Human resources with needed skills and and
knowledge are sometimes rare.
Human resources cannot be imitated.
Human resources have no good substitutes.
1-10

What is HRM?

A strategic approach to managing employment relations which emphasizes that

leveraging peoples capabilities is critical to achieving competitive advantage. This being
achieved through a distinctive set of integrated employment policies, programmes and
practices (Bratton and Gold 2003).

The policies, practices, and systems that influence employees behavior; attitudes and
performance (Noe et al. 2011)

11

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VGU I VIETNAMESE-GERMAN UNIVERSITY

Figure 1.2:
Impact of Human Resource Management

1-12

Outline

Course overview
What is HRM?
HRM practices
HRM context
Q&A

13

30.10.2016

VGU I VIETNAMESE-GERMAN UNIVERSITY

Figure 1.1:
Human Resource Management Practices

1-14

Table 1.1:
Responsibilities of HR Departments

1-15

Analyzing and Designing Jobs

Job Analysis
The process of getting
detailed information
about jobs.

Job Design
The process of defining
the way work will be
performed and the
tasks that a given job
requires.

1-16

Recruiting and Hiring Employees

(Staffing)
Recruitment
The process through
which the organization
seeks applicants for
potential employment.

Selection
The process by which the
organization attempts to
identify applicants with
the necessary
knowledge, skills,
abilities, and other
characteristics that will
help the organization
achieve its goals.
1-17

Table 1.2: Top Qualities Employers Seek in

Job Candidates

1-18

Training and Developing Employees

Training
A planned effort to
enable employees to
learn job-related
knowledge, skills, and
behavior.

Development
The acquisition of
knowledge, skills, and
behaviors that improve
an employees ability to
meet changes in job
requirements and in
customer demands.

1-19

Managing Performance
Performance Management The process of
ensuring that employees activities and
outputs match the organizations goals.
The human resource department may be
responsible for developing or obtaining
questionnaires and other devices for
measuring performance.

1-20

Planning and Administering Pay

and Benefits
Planning Pay & Benefits
How much to offer in salary
and wages.
How much to offer in
bonuses, commissions, and
other performance-related
pay.
Which benefits to offer and
how much of the cost will
be shared by employees.

Administering Pay & Benefits

Systems for keeping track of
employees earnings and
benefits are needed.
Employees need
information about their
benefits plan.
Extensive record keeping
and reporting is needed.

1-21

Maintaining Positive Employee Relations

Preparing and distributing:
employee handbooks and policies
company publications and newsletters
Dealing with and responding to communications
from employees:
questions about benefits and company policy
questions regarding possible discrimination, safety
hazards, possible harassment
Collective bargaining and contract administration.
1-22

Establishing and Administering

Personnel Policies
Organizations depend on their HR department
to help establish and communicate policies
related to:
hiring
discipline
promotions
benefits

All aspects of HRM require careful and

discreet record keeping.
1-23

Ensuring Compliance with Labor Laws

Government requirements include:
filing reports and displaying posters
avoiding unlawful behavior

Managers depend on HR professionals to help

them keep track of these requirements.
Lawsuits that will continue to influence HRM
practices concern job security.

1-24

Supporting the Organizations Strategy

Human resource planning identifying the
numbers and types of employees the
organization will require to meet its objectives.
The organization may turn to its HR department
for help in managing the change process.
Skilled HR professionals can apply knowledge of
human behavior, along with performance
management tools, to help the organization
manage change constructively.

1-25

Supporting the Organizations Strategy

Evidence-based HR Collecting and using data
to show that human resource practices have a
positive influence on the companys bottom line
or key stakeholders.

1-26

Supporting the Organizations Strategy

Corporate Social
Responsibility
A companys commitment
to meeting the needs of its
stakeholders.

Stakeholders
The parties with an interest
in the companys success
(typically, shareholders, the
community, customers, and
employees).

1-27

Figure 1.3: Skills of HRM Professionals

1-28

Figure 1.4:
Supervisors Involvement in HRM

1-29

Outline

Course overview
What is HRM?
HRM practices
HRM context
Q&A

30

30.10.2016

Dr. Le Minh Hanh I VIETNAMESE-GERMAN UNIVERSITY

History of HRM

Emerged since the Industrial Revolution in the late 18th century (in UK)

After World War II: Demand for labour and personnel specialists increased
In 1970s: Employment laws were passed
1980s and 1990s: A period of radical change

Economists questioned market discipline and rapid changes in technology

HRM: More attention to internal sources of competitive advantages & trade union growth

hard HRM vs. soft HRM: The hard version emphasizes resources, costs and
rational while the soft version emphasizes human and commitment

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VGU I VIETNAMESE-GERMAN UNIVERSITY

What factors affect what HRM professionals do?

External context: economic, political and legal regulations, and social aspects

Strategy: Corporate strategy and business strategy

Internal organisational context: size, work and structure, and technology

Individual factors: Power, credibility, resources, knowledge, skills etc

Dr Sally Sambrook, Bangor Business School, University of Wales Bangor

A LoNGPEST analysis

Political

Economic Social

Local
National
Global
Capon 2000 Understanding organisational context

Techno

Outline

Course overview
What is HRM?
HRM practices
HRM context
Q&A

34

30.10.2016

Dr. Le Minh Hanh I VIETNAMESE-GERMAN UNIVERSITY