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Defining HRM:
Organizational activities concerned with RECRUITING AND SELECTING,
DESIGNING WORK FOR, TRAINING AND DEVELOPING, APPRAISING AND
REWARDING, and MOTIVATING WORKERS.
Refers to the framework of philosophies, policies, procedures and
practices for the management of the relationship that exists between an
employer and an employee
External contingencies
- Trade unionism : a challenge to management discretion
- Industry characteristics: markets shape choices over skills, relative
costs of labour, length of employment commitment
- Labour markets: shape rewards and recruitment practices
- Governments: regulate many areas of employment r/s (health and
safety, rewards, hours of etc) and forms of employment contract
- Political economy: welfare based vs. market based approaches to
work
Internal contingencies:
- Organizational size: complexity and scale dictate degree of
formalization of management practices
- Technologies: shape skills requirements and work processes
- Scope of organization: special considerations through location in
global scope of operation
Scope of HRM:
HRM in personnel management:
- Involves manpower planning
- Hiring (recruitment and selection)
- Training and development
- Induction and orientation
- Transfer
- Promotion
- Compensation
- Layoff and retrenchment
- Employee productivity
- Includes performance appraisal
- Developing new skills
- Disbursement of wages
- Incentives
- Allowances
- Travelling policies and procedures
1. Unitarist 2. Pluralist
- Common interests between - Inevitable conflicts of
employers and employees interest
- Commitment by both parties - Negotiation and
- Hard for managers to keep resolution to achieve
subordinates happy all the time common goals
3. Hard HRM (instrumental) 4. Soft HRM (interpersonal
skills,humanistic)
- Strategic, managerial issues - Involvement of
- Effective utilization of HR employees through
towards broad goals and consultation,
objectives empowerment,
commitment and
Approaches: communication
- Employees are viewed as a
passive factor of production, an Approaches:
expense - Stresses active
- Employees can be easily replaces employee participation
and seen as disposable - Gains employee
- Strategic, quantitative aspects of commitment,
managing HRM as an economic adaptability and
factor contribution of their
competences to
achievement of
organizational goals
- Employees are viewed
as assets
- Emphasizing
communication,
motivation and
leadership
HRM functions: creates the system that acquires, motivates, develops and retains
talent that is a key source of competitive advantage
1. Staffing
- Process of planning, acquiring, deploying, and retaining employees
that enables the organization to meet its talent needs & to execute
business strategy
- Recruiting focuses on attracting people to apply, retaining qualified
applicants in the candidate pool while they are evaluated, finally
enticing the chosen candidates to accept job offers
2. Training and development
- capabilities are develop through both formal and informal activities
- Training and development function responsible for career planning,
organizational development and legal compliance
3. Performance management
- Align individual employees goals and behaviors with organizational
goals and strategies, appraising & evaluating past & current behaviors
and performance
- Provide suggestions for improvement
- Provide performance goals so that employees know what aspects of
their jobs to focus on or the performance levels expected of them
4. Rewards and benefits
- Compensation and benefits perceived as both adequate and equitable
that reward employees for their contributions to organizational goal
attainment are important to employee motivation, performance and
retention
- Total rewards include direct (salary), indirect (health insurance), and
nonfinancial (feeling appreciated).
5. Health and safety
- Includes topics ranging from wellness, fire and food safety,
ergonomics, injury management, disaster preparedness, industrial
hygiene, and even bullying and workplace violence
- Involves protecting employees from work-related toxins, accidents,
injuries
- Refers to employees physical and mental health
6. Employee management relation
- Determine the employment rights of both employers and employees
- Labour participation programs, employee surveys, other tools used in
managing employee-management r/s
- Focuses on unionized employment situations