HRM activities

1. Core HRM Activities
By
• Name

2. • Job Analysis
• Job Description/ Desirability
• Personnel Recruitment and Selection
• Career Management and Planning
• Performance Management and Appraisal
• Reward Compensation and Benefits
Core HRM Activities
Outline

4. Job Analysis
• Data collection and Analysis process about the
job tasks, responsibilities and content.
• Identifying the human behaviour necessary for
job performance
Human Resource Management 4

5. Job Desirability
• “A broad statement of the
purpose, scope, duties and
responsibilities that are
attached to the job, and as
such form the basis of the
contract of employment”
(Gunnigle et al 2002:91)
• Will vary slightly across
Public sector, private
sector and Third sector
Human Resource Management 5

6. Recruitment
3 Functions
1. Attract a pool of fit candidates
2. Limits unsuitable candidates from applying
3. Generates a positive image of the organisation
2 main approaches
External and External
Human Resource Management 6

7. The Selection Phase
Human Resource Management 7

8. • Private Sector
• Shared ownership schemes
• Performance related pay
• Formal appraisals
• Internal candidate selection preference
• Public Sector
• Aspiration to be model employers of staff
• Collectivism
• Standardised employment practises
• Paternalistic management style
based on Guest et al. (2000)
Performance Management and Appraisal

9. 9
Contrasting reward in the public and private sectors
Public sector
Reward strategy =
• A job evaluation system linked to
fixed pay points
• Pension (dealt with separately)
Weaknesses:
• Reward is too easily mixed up with
job design
• “Gaming” of job evaluation systems
• Inefficient and inflexible processes
• No link to performance
Strength:
• Transparency
Private sector
Reward strategy =
• Copying others (market practice)
• An annual pay review process
Weaknesses:
• No long-term planning
• Too much focus on executives so the
majority of the workforce is neglected
• Weaker processes
• Ineffective use of bonus and share
incentives
Strength:
• Flexibility

10. • Storey J. (2007). Human Resource Management: A Critical Text. London:
Thomson
• Sims, R. R., & Slack, J. D. (2007). Public sector HRM: Minorsimilarities and
major differences. In R. S., Sims (Ed.) Human resource management:
Contemporary issues, challenges, and opportunities (pp. 37–53). Charlotte,
NC: Information Age Publishing
• Guest, D E, Michie, J, Sheehan, M and Conway, N (2000) Employee
Relations, HRM and Business Performance: An analysis of the 1998
workplace employee relations survey, CIPD, London
• Farnham, D. and Horton, S. 1996. ‘Managing public and private
organisations’, in Farnham, D. and Horton, S. (eds) Managing the New
Public Services. London: Macmillan.
Reference