Human Resource Management (HRM) at Work - PowerPoint PPT Presentation

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Human Resource Management (HRM) at Work

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Title: Human Resource Management (HRM) at Work


1
Human Resource Management (HRM)at Work
2
Are people mere resources
  • Pierre Casse in the article people are not
    resources argues
  • If a corporate leader defines the people who are
    working for the organisation as human resources,
    then there is a good chance that they will be
    treated merely as resources.
  • Suggests that the time has come to look at people
    in the corporation not as mere resources but as
    real partners.

3
Its All About Results
  • For many years it has been said that capital is
    the bottleneck for a developing industry.
  • I dont think this any longer holds true.
  • I think its the work force and a companys
    inability to recruit and maintain a good work
    force that constitute the bottleneck.
  • F. K. Foulkes

4
People make the difference
  • In the article people make the difference, Les
    Pickett writes that research in business studies
    and corporate sustainability show that
  • People are the key to business success
  • People provide business enterprises with their
    only long term sustainable advantage
  • Developing people can dramatically improve bottom
    line results
  • Business problems are caused by people who do not
    know what to do

5
The Irony
  • People want to know what to do and how to do it.
    They want to know what is expected of them, how
    they are progressing, where they fit in and what
    their manager think of their performance.
  • It is therefore the responsibility of the
    organisation to strategically articulate what
    exactly is expected of each individuals and not
    relegate the responsibility to the individual

6
HRM Perspectives
  • The Hard Model human resource seen as much the
    same as any other resource land and capital and
    it is used as management sees fit.
  • The Soft Model focuses on the management of
    resourceful humans and it assumes that
    employees are valued assets and a source of
    competitive advantage through their skills and
    abilities

7
HRM - perspective
  • As a style of managing which is capable of being
    measured, defined and compared with an ideal.
  • where there is one best way of managing staff and
    that is by gaining their commitment and loyalty
    in order to ensure that they deliver their best
    performance.

8
HRM perspective
  • As a field of study examines how management of
    employment vary between workplaces and over time.
    It allows us to examine the extent to which
    external factors impact
  • management choice
  • employee relations, and
  • worker attitudes and behaviours

9
IR, PM HRM
  • HRM contrasted with
  • Industrial Relations the theoretical basis of
    the subject
  • Personnel Management practice and perspective
    concerning employment management

10
History of HRM
  • The four stages of quality improvement in HRM
  • Pre-industrial period
  • Paternalist period
  • Bureaucratic period
  • High performance period

11
Pre-industrial period
  • Seventeenth and Eighteenth Century
  • Medieval statutes of labourers was the regulatory
    backdrop for HRM
  • Principles of compulsory labour and physical
    punishment for idleness
  • Bonded labour the only way to procure training in
    a craft
  • Employee given notice before discharged

12
Paternalist period
  • Late eighteenth to early nineteenth century
  • Expansion of markets and industrialisation
  • Abolition of slavery and development of
    management practices
  • Ideology of free labour evolved
  • Right to be terminated at will
  • Bribery for jobs evolved
  • Strikes and unrest

13
Bureaucratic period
  • Late nineteenth to mid twentieth century
  • Management experts and trade unions forced to
    reform HR practices
  • Advance scientific management practices led to
    fractionalisation of jobs, effective selection,
    training and incentives
  • Rationalisation and control of the workplace
  • Bureaucratisation proceeded to the evolution of
    personnel department
  • Job analysis, job evaluation, job classification,
    training and development and employee selection
    techniques evolved in response to the arbitrary
  • Protective legislation focused on individual
    rights

14
High performance period
  • Late 1970s and after
  • Renewal of public support for free market
    ideology
  • Important industries deregulated and monetary
    policy stabilized
  • Numerous experimentation, organisational
    citizenship, empowered workforce, commitment,
    motivation, personal mastery
  • Power sharing, self managing teams and job
    enrichment
  • Learning through experimentation

15
HRM issues challenges in the new millennium
  • PERSONNEL
  • Attract and retain highly skilled people
  • Changing employee expectation
  • Establishing cost effective plan to provide for
    employee needs benefits
  • Become champion of employee issues
  • Training and development
  • Responsibility towards employees for creating
    workplace value

16
HRM issues challenges in the new millennium
  • TECHNOLOGY
  • Automated manufacturing processes
  • Personnel software packages
  • Telecommunications and technology
  • Intellectual property rights
  • Computer packages in HRM

17
HRM issues challenges in the new millennium
  • GLOBALISATION
  • Economic unions
  • Positioning strategies
  • Global benchmarking
  • Competition
  • Cultural impact
  • Economic impact
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