2. Human
Resource
Management
Managers must find ways to get the highest
level of contribution from their workers. And
they will not be able to do that unless they
are aware of the many ways that their under-
standing of diversity relates to how well, or
how poorly, people contribute.
R. Roosevelt Thomas Jr., p 320
3. Human Resource Management
The process of attracting, developing and
maintaining a talented and energetic
workforce to support organisational mission,
objectives and strategies. p 321
4. Human Resource Management
A distinctive approach to employment
management which seeks to achieve
competitive advantage through the strategic
deployment of a highly committed and
capable workforce, using an integrated
array of cultural, structural and personnel
techniques.
6. HRM Includes:
Employment Issues
• Recruitment
• Selection
• Induction / Orientation
• Training and Professional Development
• Performance Appraisal and Management
• Career Development
• Quality of Work Life
• Retention and Turnover
8. STRATEGIC INTEGRATION
An attempt to treat all labour management
processes – from recruitment and training
to remuneration and retrenchment – in a
strategic fashion by integrating them with
the broader business concerns of the
enterprise.
9. STRATEGIC HRM
• People are not just another cost or factor of
production. They are the key to competitive
advantage.
• Close ‘fit’ between human resources,
internal processes and the external
environment.
1. Devolution of responsibility for labour
management to line managers.
2. Co-ordination of policies on recruitment,
training & performance management.
10. FLEXIBILITY
• The flexible firm and the global
economy.
• Functional flexibility
• Numerical flexibility
• Financial flexibility
1. Core: Highly skilled knowledge workers.
Full time jobs and job security.
2. Periphery: Casuals and part-time workers
and short-term contractors.
11. COMMITMENT
• From ‘control’ to ‘commitment’ through
changing the organisation’s culture.
• Mission statement: A statement of core
values.
• Recruitment: Only recruiting those
prepared to subscribe to these core values.
12. Cont’d
• ‘Transformational leadership’: CEO as
visionary change agent.
• Ensuring employees demonstrate desired
attitudes, competencies and behaviours.
• Culture Management – strong culture
13. QUALITY
• Culture of quality: Quality work, quality
workers, quality products and services.
• Total Quality Management.
• Quality assurance and zero defects.
• Internal customers.
• Empowering workers via team working.
14. HRM vs PERSONNEL
MANAGEMENT
• Integral part of line management
responsibilities.
• Emphasises the management of
organisational culture as the central
activity of senior management.
• HRM represents the discovery of
personnel management by chief
executives.
15. THE PRACTICE OF HRM
• Does the rhetoric match the reality?
• Strategic integration.
• Line managers and devolution.
• Empowered or merely over burdened?
• Delayering, re-engineering and the
elimination of the jobs of middle
management.
16. HR MANAGERS AND STRATEGIC
DECISION-MAKING
• Downsizing of personnel departments.
• Strategic HR planning.
• Consulting firms.
• Devolution of administrative functions.
• Contracting-out of HR functions.
17. HRM ACTIVITIES
• Job analysis defines a job in terms of specific tasks and
responsibilities and identifies the abilities, skills and
qualifications needed to perform it successfully.
• Human resource planning or employment planning is
the process by which an organisation attempts to ensure
that it has the right number of qualified people in the right
jobs at the right time.
• Employee recruitment is the process of seeking and
attracting a pool of applicants from which qualified
candidates for job vacancies within an organisation can be
selected.
• Employee selection involves choosing from the available
candidates the individual predicted to be most likely to
perform successfully in the job.
18. HRM ACTIVITIES (cont)
• Performance appraisal is concerned with determining how
well employees are doing their jobs, communicating that
information to the employees and establishing a plan for
performance improvement.
• Training and development activities help employees learn
how to perform their jobs, improve their performance and
prepare themselves for more senior positions.
• Career planning and development activities benefit both
employees (by identifying employee career goals, possible
future job opportunities and personal improvement
requirements) and the organisation (by ensuring that qualified
employees are available when needed).
• Employee motivation is vital to the success of any
organisation. Highly motivated employees tend to be more
productive and have lower rates of absenteeism and turnover.
19. Organisational Planning Process
Strategic Plan (5 yrs) Human Resource
Development Challenges
Succession
Business Plan (2-3 yrs) Planning
Individual Review
Branch Plan (1 yr) Professional (Ideal Case)
Development
And Training
Everybody Individual
Team Plan (1 yr) Needs Needs
Induction /
Review Orientation Organisational Job-Related
Individual Plan (1 yr) Key Tasks and Cultural Skills and
Development Plan Behaviours Knowledge
Review
Recruitment
Branch Team and Selection
Needs Needs
Organisational and Assessment
Cultural Definitions (Survey?)
21. Lecturer / Tutor Selection and Rating Criteria
Exceptional – Often exceeds expectations; goes above and beyond the
call of duty; the “benchmark” for excellence; can’t miss
lectures or tutorials with this person; an HD.
High-Performer – Sometimes exceeds expectations; generally performs bet-
ter than many; relatively interesting and informative. Tries
hard; shows honest interest in students. A high “D.”
Satisfactory – Pretty much average; not bad, but seldom excellent.
Does what is expected. Shows up on time, and is
prepared. A low “D.”
Somewhat Below Occasionally fails to meet expectations; not always pre-
pared. Seems to lack energy and commitment. Does not
Expectations –
seem willing to do more than necessary. Pass / Credit.
Does not show up and is unprepared. Does not seem willing
Fails to Meet
or able to perform the job. Consistently fails to meet
Minimum obligations and promises, e.g., misses appointments, fails to
Requirements – deliver on agreements. Does not seem to care about
students.
