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Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
Human resource management 1and2
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Human resource management 1and2

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  • Employee organisations: work group trade union organisations (needs solidarity) notions of trade union density oligarchy managers of discontent employer organisations: wage setting more private, less collective inaccurate information CBI was set up by a Labour government as an aid to national economic planning State bodies: Statutory bodies e.g. ACAS / MSC legal system DfEE Military Church of England
  • Employee organisations: work group trade union organisations (needs solidarity) notions of trade union density oligarchy managers of discontent employer organisations: wage setting more private, less collective inaccurate information CBI was set up by a Labour government as an aid to national economic planning State bodies: Statutory bodies e.g. ACAS / MSC legal system DfEE Military Church of England
  • Transcript

    • 1. Human Resource Management in the Defence Context Dr Teri McConville
    • 2. Human Resource Management• Human resource management … seeks to achieve competitive advantage [operational effectiveness] through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personal techniques. • (John Storey, 1995)
    • 3. Views of HRM (1)• HARD HRM• Focus on using people to add value and achieve organisational goals• Concentrates on quantitative, measurable criteria, control and performance management.• Emphasises: – The interests of management – The strategic approach. – Processes and performance management – The need for a strong corporate culture (through mission and value statements; communications, training and performance management process.
    • 4. Views of HRM (2)• Soft HRM• Identifies employees as valued assets, a source of advantage/capability through their commitment, adaptability and high quality of output.• Emphasises – The need to gain commitment of employees – The interests of management and employees should coincide – Integration and team work
    • 5. The Standard Agenda• Employment Relations • Performance & Reward – Contracts Management • Written – Appraisal systems • Unwritten – Pay structures and systems – Communications – Equity and motivation – Legal obligations of employers and employees• People Planning & • Training & Development Resourcing – Career planning – Forecasting – Human resource – Planning development – Recruitment – Training Needs Analysis – Selection – Training & educations programmes – Severance – Succession Planning
    • 6. Integrating Human Resources Organisational Strategic Analysis & Planning Human Resources Strategy Human Resource Management Practice HR Planning Employment Performance Development & Resourcing Relations Rewards & Training Organisational Outcomes (advantages) Integration Flexibility Commitment Quality
    • 7. Managing the Employment RelationshipEXPECTATIONS IN THE WORKPLACE
    • 8. Structure of the Employment Relationship The Contract GOVERNMENT of Employment State InstitutionsEMPLOYER EMPLOYEE Local LocalEmployers’ Labour Trade BusinessAssociations Groups Unions Groups Local Government Political Political Parties Parties
    • 9. Security Sector Quirk The ContractGOVERNMENT of State Employment InstitutionsEMPLOYER EMPLOYEE Who looks after the employees’ interests?
    • 10. Contracts & the Employment RelationshipEmployment Contract Psychological Contract• Written • Unwritten• Legally binding • Morally binding• Statement of terms and • Perceptions of the conditions of the obligations implied in the effort-reward bargain. employment relationship.
    • 11. Security Sector Quirks• Concept of public service • The X factor: lives put at risk - the public service ethos therefore there is a trust• Criteria relevant to the armed element. services • Military/police etc may need - comparable terms and to be available 24/7 conditions in different service • Forces must grow their own: branches – Military want ‘young’• A strategic move away from people - business orientated models – Wide range of skills and theories needed – Competition with the private sector
    • 12. The Military CovenantValued by the Nation Fair Treatment & Reward Fighting SpiritValued by the Service
    • 13. The Military Covenant Able to feel thatmy job is worthwhile My family & I are secure (whatever might happen) Fighting Spirit Able to enjoy my life
    • 14. People ResourcingMAINTAINING THE WORKFORCE
    • 15. Personnel flow Directors Senior Management Regional Management Middle Management Supervisors Junior employeesDevelopment & upward mobility Lateral development, experience, flexibility, diversificationLateral mobility Job rotation, personal development, diversificationRecruitment Replacements, growth, business objectives, diversificationWastage 15 Age structure, opportunities, diversification, new technology Teri McConville
    • 16. Security Sector Quirk Recruitment Wastage General Ranks Senior OfficersSingleEntry Majors & Lt ColsPoint Captains Lieutenants Cadets The Internal Labour Market
    • 17. HR Planning Process Business HR Strategy Strategy (Resourcing) HR Planning Scenario Resourcing; Flexibility Planning Retention; Development Labour Turnover Forecasting Labour Market Analysis Demand & Supply AnalysisHR Planning 17 10/01/13
    • 18. The Labour Market• Who do we want to recruit?• Age• Gender• (Ethnicity)• Skills• Experience The future Sudanese security force?
    • 19. recruitment and selection StrategyHR Planning Identify Vacancy Attract Job Suitable Selection Induction Analysis Candidates
    • 20. Factors in Labour Turnover• Push factors (most • Involuntary turnover common) an individual has not - undesirable features of chosen to leave but has a individual’s job, so they been required to do so by start to search for their employer alternatives. (redundancy, dismissal.) • Unavoidable turnover reasons that are beyond• Pull factors = Attractive the control of the alternatives. employer (retirement, sickness, or family circumstances.)
    • 21. Royal Navy Personnel Intending to Leave (From Defence Analysis & Statistics Agency) 80 70 60 50 Chief Petty OfficerPercent 40 Petty Officer 30 20 10 0 No 21 Yes Already applied
    • 22. (From Defence Analysis & Statistics Agency)British Forces (Officers)
    • 23. Developing the Human ResourceDEVELOPING POTENTIAL
    • 24. Security Sector Quirk Recruitment Wastage General Ranks Senior OfficersSingleEntry Majors & Lt ColsPoint Captains Lieutenants Cadets The Internal Labour Market
    • 25. Alternatives To Training• Selection  High costs of recruitment and• Work Re-allocation selection  Recruitment: are there enough• Change Reward System people with the requisite• Re-design Of skills? Methods/Equipment  The pace of change makes it increasingly costly not to• Change Organisation attend to organisational Structure learning• Change Organisation  ‘Training & development’ is a Culture vital component in managing employee relations  Most of these won’t work in defence
    • 26. Systematic Training: The Training Cycle HRM Strategy Organisational Training & Strategy Development Strategy Analysis of Monitor & Training Needs Evaluate Plan/Design Deliver Training Training Programmes Programmes
    • 27. Reward ManagementFOR MOTIVATION & PERFORMANCE
    • 28. Pay systems and conflict All pay systems contain two elements that contradict each other:Cooperation between Tensions and conflict are worker and employer or generated through the logic manager is an essential for that makes the ‘buying’ of the employment labour a reward for one relationship and is built up group and a cost for the by the logic of financial gain other. for the worker. This fundamental tension makes the employment relationship an unstable contract
    • 29. Objectives of the reward systemSupport the organisation’s Motivate employees tostrategy perform at the maximumRecruit qualified employees Strengthen theRetain capable employees psychological contractEnsure quality (internal and Promote good external) organisational citizenshipBe sustainable (within Comply with legal financial limitations) regulations Be efficiently administered
    • 30. Motivation: Process TheoriesExpectancy Theory: Behaviour depends on the outcomes that an individual values and the expectation that a particular type of behaviour will lead to those outcomesEquity Theories: Behaviour is affected by different levels of reward for the same amount of effortGoal Theories: Behaviour is affected by goals which are determined by the individual’s values and wants
    • 31. Reward Management Economic Intrinsic Rewards RewardsOverlap = Needs andExpectations in the Socialworkplace Relationships
    • 32. TYPES OF REWARD Group-related Security-driven: Tradition-driven: • • • Corporate prestige • PerksNon-Money Money-related related Employability-driven: Contribution-driven: • • • Personal career plans • Merit bonus Individual-related
    • 33. HRM in Defence: The UK Approach• Statement of vision, Five areas of intention: guidance and direction • Cultivate for armed services • Obtain personnel areas. • Retain• Aims to: • Sustain – maintain services’ operational readiness • Remember – ensure that European and other regulations Armed Forces Overarching are accommodated Personnel Strategy (AFOPS) (2000-3)
    • 34. AFOPS Policies • Cultivate • Sustain – Youth Policy – Health and Welfare • Obtain – Living Accommodation – Recruitment; Training; – Pastoral Care; Sport & Reserve Forces Recreation • Retain – Families – Manpower Structures • Remember Policy – Resettlement and Pensions – Conditions of Service – Veterans – Career Management – Bereaved Families – Pay, Allowances and Charges – Complaints & Discipline01/10/13 34
    • 35. Conclusion• People are, for most • Military and civil service organisations, the largest, must offer a rewarding single expense and most career to attract/retain flexible asset good people – Manage them well • Defence sector has no• Service personnel and monopoly on getting the civil servants all need best out of people - so appropriate and fair learn from others management

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