HRMG100 <ul><li>MANAGEMENT AND PEOPLE </li></ul><ul><li>WEEK 9 </li></ul><ul><li>(Chapter 9 of the textbook) </li></ul><ul...
LEARNING OUTLINE <ul><li>Human Resource Management (HRM) </li></ul><ul><ul><li>Importance, process, activities, environmen...
WHAT IS HRM? <ul><li>H UMAN </li></ul><ul><li>R ESOURCE  </li></ul><ul><li>M ANAGEMENT  </li></ul><ul><li>It is concerned ...
PERSONNEL MANAGEMENT <ul><li>What is now often referred to as Human Resource Management (HRM) has developed from what was ...
PHASES OF PERSONNEL MANAGEMENT <ul><li>File maintenance:  up until the 1960’s (paper files of course!) </li></ul><ul><li>G...
A NEW TITLE? <ul><li>In some organisations today managers of the human resource function sometimes refer to  themselves as...
The Importance of HRM <ul><li>Whether or not an organisation has a formal HR department, all managers are involved with hu...
SOME HRM OBJECTIVES <ul><li>Like other departments – Accounting, Research & Development etc –  HRM must assist the organiz...
WHY HRM POLICIES & PRACTICES HAVE CHANGED <ul><li>Globalization : tariff reduction – greater competitiveness </li></ul><ul...
IMPORTANCE OF HRM <ul><li>‘ Our people are our most important asset.’  </li></ul><ul><li>HRM can provide a sustainable com...
HIGH PERFORMANCE PRACTICES <ul><li>Self-managed teams </li></ul><ul><li>Decentralised decision making </li></ul><ul><li>Tr...
The HRM process <ul><li>Eight activities for staffing the organisation and sustaining high employee performance </li></ul>...
THE HRM PROCESS
INFLUENCES ON HRM <ul><li>Environmental factors that most directly influence the HRM process </li></ul><ul><ul><ul><li>-  ...
GOVERNMENT INFLUENCES ON HRM <ul><li>Governments have greatly expanded their influence over HRM decisions by enacting a nu...
INDUSTRIAL RELATIONS LEGISLATION <ul><ul><ul><li>Workplace Relations Act 1996  (Federal) encouraged greater decentralisati...
RUDD/GILLARD INTERIM WORKPLACE ARRANGEMENTS <ul><ul><li>Legislated by the Commonwealth Government in February 2008, and to...
INTERIM WORKPLACE ARRANGEMENTS (2) <ul><li>sick leave (minimum of five days) </li></ul><ul><li>community service leave (eg...
FAIR WORK AUSTRALIA <ul><li>Legislation incorporating the “Interim Arrangement” was passed in February 2011 and  Fair Work...
OTHER RELEVANT LEGISLATION <ul><li>Equal Employment Opportunity and Anti-discrimination </li></ul><ul><ul><li>hiring and t...
DIFFERENT GENERATIONS <ul><li>Veterans  – born before 1946 </li></ul><ul><li>Baby Boomers  – born between 1946 and    1964...
BABY BOOMERS <ul><li>Prime Minister – Malcolm Fraser/Gough    Whitlam </li></ul><ul><li>Social markers – Decimal currency/...
GENERATION X <ul><li>Prime Minister – Bob Hawke/Paul Keating </li></ul><ul><li>Social markers – Berlin Wall down; Newcastl...
GENERATION Y <ul><li>Prime Minister – John Howard </li></ul><ul><li>Social markers – September11; Bali bombing </li></ul><...
THE NEXT GENERATION? <ul><li>Those born after 1995 are called either: </li></ul><ul><li>Generation “C”  – Creativity, Conn...
DEMOGRAPHICS <ul><li>Generation Y is the fastest growing segment of the workforce. </li></ul><ul><li>By 2010, more than ha...
AN AGEING POPULATION <ul><li>Will create a demand for more health care services </li></ul><ul><li>Will require a working p...
HUMAN RESOURCE PLANNING <ul><li>The right number and kinds of people in the right places, and at the right times performin...
A VACANCY EXISTS! WHAT HAPPENS NEXT? <ul><li>Old view:  fill it! And now! </li></ul><ul><li>Contemporary view:  Do we want...
SELECTING AN EMPLOYEE <ul><li>There are usually several applicants for most positions advertised.  </li></ul><ul><li>How d...
RECRUITMENT & DERECRUITMENT <ul><li>Managing shortages and excesses </li></ul><ul><li>Recruitment </li></ul><ul><ul><li>th...
DERECRUITMENT OPTIONS <ul><li>Resignation </li></ul><ul><li>Dismissal </li></ul><ul><li>Redundancy/retrenchment </li></ul>...
SELECTION <ul><li>The process of screening job applicants to ensure that the most appropriate candidates are hired. </li><...
SELECTION <ul><li>Problems </li></ul><ul><ul><li>rejecting candidates who would have performed successfully on the job (re...
SELECTION <ul><li>Devices </li></ul><ul><ul><li>application forms </li></ul></ul><ul><ul><li>e-applications </li></ul></ul...
QUALITY OF SELECTION DEVICES AS PREDICTORS
ORIENTATION OR INDUCTION <ul><li>Introducing a new employee to  his or her job and the organisation. </li></ul><ul><ul><li...
EMPLOYEE TRAINING <ul><li>Types </li></ul><ul><ul><li>Initial training  (as part of an Induction program) to prepare the n...
EMPLOYEE TRAINING <ul><li>Methods </li></ul><ul><ul><li>on-the-job training , job rotation, mentoring and coaching, experi...
PERFORMANCE MANAGEMENT <ul><li>Establishing performance standards and appraising employee performance in order to arrive a...
PERFORMANCE MANAGEMENT <ul><li>Some Appraisal methods </li></ul><ul><ul><ul><li>written essay  – description of an employe...
PERFORMANCE MANAGEMENT <ul><li>Some further Appraisal methods </li></ul><ul><ul><li>behaviourally anchored rating scales  ...
PERFORMANCE MANAGEMENT <ul><li>Another Appraisal method: </li></ul><ul><li>360-degree feedback  - a performance appraisal ...
COMPENSATION AND BENEFITS <ul><li>Appropriate compensation systems help retain competent and talented individuals. </li></...
CAREER DEVELOPMENT <ul><li>Career term </li></ul><ul><ul><li>advancement (‘she is on a management career track’) </li></ul...
CAREERS <ul><li>There seems to be considerable evidence today that people are likely to have 2 or 3 unrelated careers: </l...
SOME CURRENT ISSUES IN HRM <ul><li>Downsizing  - the planned elimination of jobs in an organisation: </li></ul><ul><li>Exp...
SOME OTHER CURRENT ISSUES <ul><li>Closure of a Business  –  </li></ul><ul><li>- retrenchment </li></ul><ul><li>- employee ...
SOME OTHER CURRENT ISSUES <ul><li>Diversity </li></ul><ul><ul><li>positive acknowledgement of ways in which we are differe...
Some Other Current Issues <ul><li>Sexual harassment </li></ul><ul><ul><li>any unwanted activity of a sexual nature that af...
Current issues <ul><li>Work-life balance </li></ul><ul><ul><li>employees cannot (and do not)  just leave their families an...
CURRENT ISSUES <ul><li>Occupational Health and Safety </li></ul><ul><ul><li>2,900 Australian employees die every year </li...
THE CHANGING ROLE OF WOMEN IN THE WORKFORCE <ul><li>Women now make up about 50% of the workforce </li></ul><ul><li>The par...
THE POTENTIAL OF HRM <ul><li>By hiring certain people, or groups of people, organisations can attempt to: </li></ul><ul><l...
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  • Figure 12.1 from page 414 of the text Certain HRM activities are necessary to ensure the organisation has qualified people to perform the work that needs to be done. Three main activities: One. Recruit Two: adapt, and train Three: sustain
  • Table 12.5 from page 425
  • Table 12.9 from page 430
  • URL - http://au.youtube.com/watch?v=bGG0X53TkvI&amp;feature=related Notes for lecturers: A some what tongue in cheek orientation day about a young fresh faced employee’s first day on the job. Watch up to 2.25 minutes.
  • URL - http://au.youtube.com/watch?v=MwCyVku1HvI Notes for lecturers: This is a mini-series of five short accidents from different worksites. Check the material before showing.
  • Hrmg100 week 9

    1. 1. HRMG100 <ul><li>MANAGEMENT AND PEOPLE </li></ul><ul><li>WEEK 9 </li></ul><ul><li>(Chapter 9 of the textbook) </li></ul><ul><li>HUMAN RESOURCE MANAGEMENT FUNCTIONS </li></ul><ul><li>- RECRUITMENT </li></ul><ul><li>- SELECTION </li></ul><ul><li>- PERFORMANCE APPRAISAL </li></ul>
    2. 2. LEARNING OUTLINE <ul><li>Human Resource Management (HRM) </li></ul><ul><ul><li>Importance, process, activities, environmental factors, and industrial relations </li></ul></ul><ul><li>Planning, recruitment, selection, orientation and training </li></ul><ul><li>Employee performance management, compensation/benefits, career development </li></ul><ul><li>Current issues </li></ul>
    3. 3. WHAT IS HRM? <ul><li>H UMAN </li></ul><ul><li>R ESOURCE </li></ul><ul><li>M ANAGEMENT </li></ul><ul><li>It is concerned with co-ordinating all matters in relation to an organisation’s most important asset – people ! </li></ul>
    4. 4. PERSONNEL MANAGEMENT <ul><li>What is now often referred to as Human Resource Management (HRM) has developed from what was initially called Personnel Management – a series of functions which aimed to support (and control?) employees: </li></ul><ul><li>- Selection - Evaluation - Payroll </li></ul><ul><li>Training - Industrial Relations </li></ul><ul><li>But the function was largely carried out in isolation and without any interaction with them or even with overall organisational objectives - a “remote” section! </li></ul>
    5. 5. PHASES OF PERSONNEL MANAGEMENT <ul><li>File maintenance: up until the 1960’s (paper files of course!) </li></ul><ul><li>Government Accountability: 1960s – 1970s </li></ul><ul><li>Gaining and maintaining Competitive Advantage for the Organisation: 1990s+ </li></ul>
    6. 6. A NEW TITLE? <ul><li>In some organisations today managers of the human resource function sometimes refer to themselves as: </li></ul><ul><li>MANAGER OF PEOPLE & CULTURE </li></ul>
    7. 7. The Importance of HRM <ul><li>Whether or not an organisation has a formal HR department, all managers are involved with human resource decisions in their area. </li></ul><ul><li>Traditionally, managers had responsibilities for personnel administration; now the strategic importance of the HRM function is becoming evident. </li></ul>
    8. 8. SOME HRM OBJECTIVES <ul><li>Like other departments – Accounting, Research & Development etc – HRM must assist the organization in achieving its objectives: </li></ul><ul><li>Organizational effectiveness – employee selection, job satisfaction, productivity, low wastage, motivation, change, recognition, performance evaluation, rewards etc. </li></ul><ul><li>Profit – cost containment in the staffing area (downsizing etc) </li></ul><ul><li>Customer Service </li></ul><ul><li>Ethical behaviour – social responsibility </li></ul>
    9. 9. WHY HRM POLICIES & PRACTICES HAVE CHANGED <ul><li>Globalization : tariff reduction – greater competitiveness </li></ul><ul><li>Higher Education levels : a demand for worker empowerment/involvement </li></ul><ul><li>Changed economy : move from agricultural economy to manufacturing to knowledge economy </li></ul><ul><li>Women in the workforce: </li></ul><ul><li>Ageing population : </li></ul><ul><li>Changed Industrial Relations system : reduction in trade union power and influence </li></ul><ul><li>Changed employment modes – fulltime, p/t, permanent, temporary, casual (25% of w/f) etc. </li></ul>
    10. 10. IMPORTANCE OF HRM <ul><li>‘ Our people are our most important asset.’ </li></ul><ul><li>HRM can provide a sustainable competitive advantage. </li></ul><ul><li>Managers need to see their employees as partners, not just as costs to be minimised or avoided. </li></ul><ul><li>HRM practices have been found to have a significant impact on organisational performance. </li></ul>
    11. 11. HIGH PERFORMANCE PRACTICES <ul><li>Self-managed teams </li></ul><ul><li>Decentralised decision making </li></ul><ul><li>Training programs </li></ul><ul><li>Flexible job assignments </li></ul><ul><li>Open communication </li></ul><ul><li>Performance based compensation </li></ul><ul><li>Staffing based on person/job and person/organisation fit </li></ul>
    12. 12. The HRM process <ul><li>Eight activities for staffing the organisation and sustaining high employee performance </li></ul><ul><ul><li>three HR planning activities </li></ul></ul><ul><ul><ul><li>recruitment, de-recruitment and selection </li></ul></ul></ul><ul><ul><li>orientation and training </li></ul></ul><ul><ul><li>three retention activities </li></ul></ul><ul><ul><ul><li>performance management, compensation and benefits, and career development </li></ul></ul></ul>
    13. 13. THE HRM PROCESS
    14. 14. INFLUENCES ON HRM <ul><li>Environmental factors that most directly influence the HRM process </li></ul><ul><ul><ul><li>- trade unions ( Organisations that represent workers and seek to protect their interests through collective bargaining.) </li></ul></ul></ul><ul><ul><ul><li>- government laws and regulations in relation to industrial relations, and demographic trends. </li></ul></ul></ul><ul><ul><ul><li>- demographics (Population features) </li></ul></ul></ul><ul><ul><ul><li>- economic conditions </li></ul></ul></ul>
    15. 15. GOVERNMENT INFLUENCES ON HRM <ul><li>Governments have greatly expanded their influence over HRM decisions by enacting a number of new laws and regulations </li></ul><ul><ul><li>Industrial Relations Legislation depends on what political party has been in government and this in turn impacts the formal interactions between unions and an organisation’s management </li></ul></ul><ul><ul><li>Equal Employment Opportunity Legislation </li></ul></ul><ul><ul><li>Anti-discrimination Legislation </li></ul></ul><ul><ul><li>Occupational Health & Safety Legislation </li></ul></ul>
    16. 16. INDUSTRIAL RELATIONS LEGISLATION <ul><ul><ul><li>Workplace Relations Act 1996 (Federal) encouraged greater decentralisation by moving the setting of wages and conditions towards the enterprise level. </li></ul></ul></ul><ul><li>Individual Workplace Agreements allowed under the Australian Workplace Agreement (AWA) and further modified under Workplace Relations Amendment (WorkChoices) Act 2005. </li></ul><ul><li>FairWork Australia: minimum wages and conditions prescribed in February 2010. </li></ul>
    17. 17. RUDD/GILLARD INTERIM WORKPLACE ARRANGEMENTS <ul><ul><li>Legislated by the Commonwealth Government in February 2008, and to be effective until the Government’s new IR legislation is in place in 2010, it includes the following: </li></ul></ul><ul><li>minimum wages according to industry sector ‘award’ </li></ul><ul><li>38 hour week </li></ul><ul><li>4 weeks annual leave </li></ul><ul><li>parental leave up to one year – no pay (eg. maternity leave ) </li></ul><ul><li>flexible work arrangements for parents </li></ul>
    18. 18. INTERIM WORKPLACE ARRANGEMENTS (2) <ul><li>sick leave (minimum of five days) </li></ul><ul><li>community service leave (eg. bushfires and disaster relief) </li></ul><ul><li>gazetted public holidays </li></ul><ul><li>information in the workplace </li></ul><ul><li>termination and redundancy payments as per the industry sector ‘award’ </li></ul><ul><li>long service leave (eg. 3 months leave on full pay after 15 years continuous service) </li></ul>
    19. 19. FAIR WORK AUSTRALIA <ul><li>Legislation incorporating the “Interim Arrangement” was passed in February 2011 and Fair Work Australia was established as a “Commission” to administer the FairWork Australia legislation. </li></ul><ul><li>This body replaced former Industrial Relation Commissions and Tribunals. </li></ul>
    20. 20. OTHER RELEVANT LEGISLATION <ul><li>Equal Employment Opportunity and Anti-discrimination </li></ul><ul><ul><li>hiring and training decisions must be made without regard to race, sex, religion, age, colour, national origin or disability </li></ul></ul><ul><li>Affirmative Action </li></ul><ul><ul><li>programs that enhance the organisational status of members of protected groups </li></ul></ul><ul><li>Workplace Safety </li></ul><ul><ul><li>laws and regulations relating to Occupational Health and Safety (OHS) </li></ul></ul>
    21. 21. DIFFERENT GENERATIONS <ul><li>Veterans – born before 1946 </li></ul><ul><li>Baby Boomers – born between 1946 and 1964 </li></ul><ul><li>Generation X – born between 1965 and 1979 </li></ul><ul><li>Generation Y – born between 1980 and 1994 </li></ul><ul><li>************************* </li></ul><ul><li>Each ‘generation’ has different needs and expectations, and probably needs (and expects) to be treated differently in the workforce. </li></ul>
    22. 22. BABY BOOMERS <ul><li>Prime Minister – Malcolm Fraser/Gough Whitlam </li></ul><ul><li>Social markers – Decimal currency/Cyclone Tracy </li></ul><ul><li>Training focus - Technical </li></ul><ul><li>Learning format – Formal/structured </li></ul><ul><li>Learning environment – quiet classroom style </li></ul><ul><li>Pop culture – Flare jeans/mini skirts </li></ul><ul><li>Aspirational figures – JFK Audrey Hepburn </li></ul><ul><li>Purchase Influences – Brand loyal </li></ul><ul><li>Financial Values – Long-term needs; cash </li></ul><ul><li>Ideal leaders – Command and control </li></ul>
    23. 23. GENERATION X <ul><li>Prime Minister – Bob Hawke/Paul Keating </li></ul><ul><li>Social markers – Berlin Wall down; Newcastle Earthquake </li></ul><ul><li>Training focus – Practical applications </li></ul><ul><li>Learning format – relaxed/interactive </li></ul><ul><li>Learning environment – round table/relaxed </li></ul><ul><li>Pop culture – roller blades/torn jeans </li></ul><ul><li>Aspirational figures – Princess Di Andre Agassi </li></ul><ul><li>Purchase Influences – Brand switchers </li></ul><ul><li>Financial Values – Medium term/credit savvy </li></ul><ul><li>Ideal leaders – Co-operative </li></ul>
    24. 24. GENERATION Y <ul><li>Prime Minister – John Howard </li></ul><ul><li>Social markers – September11; Bali bombing </li></ul><ul><li>Training focus - Emotional; participative stories </li></ul><ul><li>Learning format – spontaneous; multi-sensory </li></ul><ul><li>Learning environment – café style (with music) </li></ul><ul><li>Pop culture – body piercing; metrosexuals </li></ul><ul><li>Aspirational figures – Richard Branson;Tiger:Paris </li></ul><ul><li>Purchase Influences – no brand loyalty </li></ul><ul><li>Financial Values – short term wants; credit dependent </li></ul><ul><li>Ideal leaders – consensus; collaboration </li></ul>
    25. 25. THE NEXT GENERATION? <ul><li>Those born after 1995 are called either: </li></ul><ul><li>Generation “C” – Creativity, Connectivity, Communicators, Collaboration. Content…. </li></ul><ul><li>OR </li></ul><ul><li>Generation “Z” – the New Silent Generation </li></ul><ul><li>Active consumers; highly connected (digital natives) </li></ul><ul><li>dot.com kids </li></ul><ul><li>What will be their workplace expectations and needs? </li></ul>
    26. 26. DEMOGRAPHICS <ul><li>Generation Y is the fastest growing segment of the workforce. </li></ul><ul><li>By 2010, more than half of all workers in Australia were over age 40. </li></ul><ul><li>In 2006 of the 7 million people aged 45 years or more, 3 million (40 per cent) had retired from the labour force. </li></ul>
    27. 27. AN AGEING POPULATION <ul><li>Will create a demand for more health care services </li></ul><ul><li>Will require a working population or tax system to support an older population </li></ul><ul><li>Can the older population become part of the solution? </li></ul><ul><li>- working longer (beyond 65/7) </li></ul><ul><li>- working in different ways </li></ul><ul><li>- flexibility? </li></ul>
    28. 28. HUMAN RESOURCE PLANNING <ul><li>The right number and kinds of people in the right places, and at the right times performing efficiently and effectively </li></ul><ul><ul><li>current HR capabilities, with a HR inventory </li></ul></ul><ul><ul><li>future needs based on total revenue, and managers try to establish the number and mix of human resources needed to reach that revenue </li></ul></ul><ul><ul><li>seek appropriate staff, and matching skills </li></ul></ul>
    29. 29. A VACANCY EXISTS! WHAT HAPPENS NEXT? <ul><li>Old view: fill it! And now! </li></ul><ul><li>Contemporary view: Do we want to keep this position? </li></ul><ul><li>Can we save a salary? </li></ul><ul><li>Can we re-allocate these functions to another person(s)? </li></ul><ul><li>Do we need to employ a person with different skills, qualifications, experience. </li></ul>
    30. 30. SELECTING AN EMPLOYEE <ul><li>There are usually several applicants for most positions advertised. </li></ul><ul><li>How do you get “the right person in the right place at the right time”? </li></ul><ul><li>Draw names from a hat? </li></ul><ul><li>A Tattslotto type system? </li></ul><ul><li>Choice based on qualifications? </li></ul><ul><li>Choice based on experience? </li></ul><ul><li>Potential? </li></ul><ul><li>Appearance? </li></ul><ul><li>A friend or family member? </li></ul>
    31. 31. RECRUITMENT & DERECRUITMENT <ul><li>Managing shortages and excesses </li></ul><ul><li>Recruitment </li></ul><ul><ul><li>the process of locating, identifying and attracting capable applicants. </li></ul></ul><ul><li>Issues to consider : </li></ul><ul><ul><li>e-recruiting, position, scope of recruitment. </li></ul></ul><ul><li>Derecruitment </li></ul><ul><ul><li>techniques for reducing the labour supply within an organisation. </li></ul></ul>
    32. 32. DERECRUITMENT OPTIONS <ul><li>Resignation </li></ul><ul><li>Dismissal </li></ul><ul><li>Redundancy/retrenchment </li></ul><ul><li>Redeployment/transfer </li></ul><ul><li>Lay-off </li></ul><ul><li>Attrition </li></ul><ul><li>Reduced work-week </li></ul><ul><li>Early retirement </li></ul><ul><li>Job sharing </li></ul>
    33. 33. SELECTION <ul><li>The process of screening job applicants to ensure that the most appropriate candidates are hired. </li></ul><ul><li>Use one selection device or several? </li></ul>
    34. 34. SELECTION <ul><li>Problems </li></ul><ul><ul><li>rejecting candidates who would have performed successfully on the job (reject errors) or accepting those who ultimately perform poorly (accept errors). </li></ul></ul><ul><li>Validity and reliability of procedures </li></ul><ul><ul><li>validity is the proven relationship that exists between a selection device and some relevant job criterion. </li></ul></ul><ul><ul><li>reliability is the ability of a selection device to measure the same thing consistently. </li></ul></ul>
    35. 35. SELECTION <ul><li>Devices </li></ul><ul><ul><li>application forms </li></ul></ul><ul><ul><li>e-applications </li></ul></ul><ul><ul><li>written tests </li></ul></ul><ul><ul><li>performance simulation test </li></ul></ul><ul><ul><li>Interviews – individual or group </li></ul></ul><ul><ul><li>background investigation – police checks </li></ul></ul><ul><ul><li>referees </li></ul></ul><ul><ul><li>physical examinations </li></ul></ul><ul><li>What works best? </li></ul><ul><ul><li>devices that effectively predict for a given job </li></ul></ul>
    36. 36. QUALITY OF SELECTION DEVICES AS PREDICTORS
    37. 37. ORIENTATION OR INDUCTION <ul><li>Introducing a new employee to his or her job and the organisation. </li></ul><ul><ul><li>work unit orientation familiarises the employees with the goals of the work unit, clarifies how their job contributes to the unit’s goals, and includes an introduction to their new co-workers. </li></ul></ul><ul><ul><li>organisation orientation informs the new employee about the organisation’s mission, history, philosophy, procedures and rules. </li></ul></ul>
    38. 38. EMPLOYEE TRAINING <ul><li>Types </li></ul><ul><ul><li>Initial training (as part of an Induction program) to prepare the new employee to perform at the organization’s standards and within the gambit of the organisation’s policies and procedures eg in a Call Centre </li></ul></ul><ul><ul><li>Most training is directed at upgrading and improving an employee’s technical skills as well as job-specific competencies </li></ul></ul>
    39. 39. EMPLOYEE TRAINING <ul><li>Methods </li></ul><ul><ul><li>on-the-job training , job rotation, mentoring and coaching, experiential exercises, workbooks and manuals, and classroom lectures </li></ul></ul><ul><ul><li>off-the-job training methods are classroom lectures, workbooks/ manuals, and simulation or experiential exercises </li></ul></ul><ul><ul><li>Extended/advanced study – eg. MBA PhD etc. Fullbright Scholarships. </li></ul></ul>
    40. 40. PERFORMANCE MANAGEMENT <ul><li>Establishing performance standards and appraising employee performance in order to arrive at objective human resource decisions </li></ul><ul><ul><li>basis for merit pay increases and other rewards. </li></ul></ul><ul><ul><li>provide feedback to employees on how the organisation views their performance. </li></ul></ul><ul><ul><li>HRMG202 ( PERFORMANCE MANAGEMENT ) </li></ul></ul><ul><ul><li>is a second year Unit at ACU </li></ul></ul>
    41. 41. PERFORMANCE MANAGEMENT <ul><li>Some Appraisal methods </li></ul><ul><ul><ul><li>written essay – description of an employee’s strengths and weaknesses, past performance and potential </li></ul></ul></ul><ul><ul><ul><li>critical incidents - those critical or key behaviours that separate effective from ineffective job performance </li></ul></ul></ul><ul><ul><ul><li>rating scales – the employee is rated using a rating scale on a set of performance factors </li></ul></ul></ul>
    42. 42. PERFORMANCE MANAGEMENT <ul><li>Some further Appraisal methods </li></ul><ul><ul><li>behaviourally anchored rating scales (BARS) – appraises an employee using a rating scale on examples of actual job behaviour. </li></ul></ul><ul><ul><li>multi-person comparisons (sometimes referred to as rankings) compare one individual’s performance with that of others. </li></ul></ul><ul><ul><li>objectives - how well the employee accomplishes a specific set of objectives that have been determined to be critical in the successful completion of the job. </li></ul></ul>
    43. 43. PERFORMANCE MANAGEMENT <ul><li>Another Appraisal method: </li></ul><ul><li>360-degree feedback - a performance appraisal method that utilises feedback from supervisors, employees and co-workers. </li></ul>
    44. 44. COMPENSATION AND BENEFITS <ul><li>Appropriate compensation systems help retain competent and talented individuals. </li></ul><ul><ul><ul><li>base wages and salaries, add-ons, incentive payments, and other benefits and services. </li></ul></ul></ul><ul><ul><li>Skill-based pay </li></ul></ul><ul><ul><ul><li>A pay system that rewards employees for the job skills they can demonstrate. </li></ul></ul></ul><ul><ul><li>Variable pay </li></ul></ul><ul><ul><ul><li>A pay system in which an individual’s compensation is contingent on performance. </li></ul></ul></ul><ul><ul><ul><li>Is money really an incentive for workers? </li></ul></ul></ul>
    45. 45. CAREER DEVELOPMENT <ul><li>Career term </li></ul><ul><ul><li>advancement (‘she is on a management career track’) </li></ul></ul><ul><ul><li>profession (‘he has chosen a career in accounting’) </li></ul></ul><ul><ul><li>a lifelong sequence of jobs (‘his career has included 12 jobs in six organisations’) </li></ul></ul><ul><li>Career today </li></ul><ul><ul><li>The best match between what you want out of life and your interests, abilities and market opportunities </li></ul></ul>
    46. 46. CAREERS <ul><li>There seems to be considerable evidence today that people are likely to have 2 or 3 unrelated careers: </li></ul><ul><li>Eg. An increasing number of people become ministers of religion (Protestant) after life experience in other fields. </li></ul><ul><li>What about you? </li></ul>
    47. 47. SOME CURRENT ISSUES IN HRM <ul><li>Downsizing - the planned elimination of jobs in an organisation: </li></ul><ul><li>Expect disruptions </li></ul><ul><li>Individuals who are being let go need to be informed as soon as possible </li></ul><ul><li>Provide assistance </li></ul><ul><li>Provide counsellors for remaining employees to talk to, hold group discussions, and communicate to them their importance </li></ul>
    48. 48. SOME OTHER CURRENT ISSUES <ul><li>Closure of a Business – </li></ul><ul><li>- retrenchment </li></ul><ul><li>- employee separation payments </li></ul><ul><li>- union response </li></ul><ul><li>- worker response </li></ul><ul><li>Going off shore – eg. Nike, Pacific Group </li></ul><ul><li>- employee response </li></ul><ul><li>- union response </li></ul><ul><li>- public response </li></ul>
    49. 49. SOME OTHER CURRENT ISSUES <ul><li>Diversity </li></ul><ul><ul><li>positive acknowledgement of ways in which we are different from one another </li></ul></ul><ul><ul><li>not always a simple goal to achieve </li></ul></ul><ul><ul><li>difficult to create a diverse and inclusive workplace unless some focus is applied in certain HRM and people management practices - Recruitment, Selection, and Orientation and Training </li></ul></ul>
    50. 50. Some Other Current Issues <ul><li>Sexual harassment </li></ul><ul><ul><li>any unwanted activity of a sexual nature that affects an individual’s employment, performance or work environment. </li></ul></ul><ul><ul><li>Organisations liable if they haven’t: </li></ul></ul><ul><ul><ul><li>developed a policy on sexual harassment </li></ul></ul></ul><ul><ul><ul><li>educated employees on that policy </li></ul></ul></ul><ul><ul><ul><li>created a procedure that employees are to follow if they feel victimised </li></ul></ul></ul><ul><ul><ul><li>investigated any complaints or allegations of sexual harassment </li></ul></ul></ul>
    51. 51. Current issues <ul><li>Work-life balance </li></ul><ul><ul><li>employees cannot (and do not) just leave their families and personal lives behind when they go to work </li></ul></ul><ul><ul><li>family-friendly benefits </li></ul></ul><ul><ul><ul><li>Benefits that accommodate employees’ needs for work–life balance </li></ul></ul></ul><ul><ul><ul><li>Positive outcomes when individuals are able to combine work and family roles </li></ul></ul></ul><ul><ul><ul><li>Employees with family-friendly workplace appear to be more satisfied on the job </li></ul></ul></ul>
    52. 52. CURRENT ISSUES <ul><li>Occupational Health and Safety </li></ul><ul><ul><li>2,900 Australian employees die every year </li></ul></ul><ul><ul><li>650,000 are injured </li></ul></ul><ul><li>Development of policies and practices that deal with accident prevention </li></ul><ul><ul><li>OHS issues such as AIDS/HIV and hepatitis </li></ul></ul><ul><ul><li>ultraviolet radiation from the sun for outdoor workers, and the air quality indoors for office workers </li></ul></ul><ul><ul><li>dominant factor in workplace accidents is complacency eg. Fork-lift drivers? </li></ul></ul>Workplace Safety 
    53. 53. THE CHANGING ROLE OF WOMEN IN THE WORKFORCE <ul><li>Women now make up about 50% of the workforce </li></ul><ul><li>The participation of women in the workforce is about 55% - growing faster than the participation of men in the workforce – about 70%. </li></ul><ul><li>Women occupy about 50% of management positions, but only about 7% of “Top” management positions </li></ul><ul><li>Women have to face a “glass ceiling” in relation to their career paths </li></ul><ul><li>Changing roles of men and women in the home and in the workforce </li></ul>
    54. 54. THE POTENTIAL OF HRM <ul><li>By hiring certain people, or groups of people, organisations can attempt to: </li></ul><ul><li>maintain the status quo </li></ul><ul><li>strengthen the current organisational culture </li></ul><ul><li>prepare an organisation for change </li></ul><ul><li>enable an organisation to change – including changing its organisational culture. </li></ul>

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