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Overall Contribution of HRM
Hook and Jenkins (2019)
• To make a difference through policies, procedures and practices implemented to
support the goal of Organisational success through cost effective measures
integrated with the Organisations strategy.
• Green (1999) states that for HRM to add vale it must provide 3 things.
o Alignment- pointing people in the right direction.
▪ Having people in the right places, skills, knowledge, aptitude, and
attitude in order to do the job.
▪ Organisation thinking about what the plans are if people leave, if
senior people leave, people with specialist knowledge or expertise.
▪ Back up Plans, Access to external people, training taking place.
o Engagement- Developing belief and commitment to the organisations
purpose and direction.
, ▪ Shared purpose between HR function and line managers.
o Measurement- Providing the data that demonstrate the improved results
achieved.
▪ Disciplinary Issues.
▪ Veal Salary Bill, Pension Contribution, Costs to Hire New Employees.
▪ Employee Retention.
Adding Value By…
• Understanding the issues affecting the Organisation and its employees and explore
the implications of these issues for people management and convey them to the
leaders and management team- find new ways of meeting current and future
challenges.
• Contributing to the formulation and implementation of business strategy- being
explicit about what is needed in terms of people.
• Improve organisational effectiveness through succession planning, and other
development programmes.
• Support leaders and Managers to successfully navigate change.
• Deliver the full range of HR services to meet the needs of the organisation day to
day.
Adding Value By…
• Providing expertise- deliver advice, guidance, and expertise in accordance with best
practice and within the legal framework.
• Provide advice to Line Managers to improve the quality of relationships particularly
with people problems.
• Develop the employee value proposition attract and retain employees.
• Promote the wellbeing of employees.
• Promote social responsibility- diversity and inclusion.
HRM in Different Contexts
• Resourcing/ Recruiting.
• Employee Development.
• Performance Management.
• Reward.
• Employee Relations.
Organisational Sector and Size
• For the purposes of this module and broadly speaking the UK public sector is defined
as those Organisations that exist to provide services for the state, the community
and individuals.
• Public sector organisations exist at national and or local level and they are executing
central government policy.
• Public sector organisations are concerned with revenues and expenditures but do
not exist to create profit they are in effect owned by the public.
• Public sector is under pressure to improve delivery and efficiency of local services
and reduce costs.
, • It experiences public scrutiny and must satisfy a wide range of stakeholders whilst
being subject to governance and severe cuts to funding from central government,
o Pressure Groups,
o Public Schools- Postcode Lottery.
o Public.
HRM in the Public Sector
• Concerned with routine transactional services.
• Frequently concerned with employee relations and Trade Unions.
• Under the public sector Equality duty, they must set an example for equal
opportunity diversity and employee wellbeing.
• Add value by delivering transactional services.
• Maintain good employee relations.
• Contribute to the management of change.
• Frequently adopt the Ulrich model.
HRM in the Voluntary Sector
• Also known as the third sector Organisations exist whose purpose is to help people
and this sector consists largely of charities.
• Income comes from donations, gifts, fundraising, earnings related from services
provided to the public, central and/ or local government.
• Governed by unelected Board of Trustees.
• This sector is large and fragmented.
• Must respond and manage governance issues, regulatory issues, managing people
with certain values and beliefs.
HRM in the Voluntary Sector
• A supporting rather leading function.
• Primarily administration/ transactional services,
• Not frequently involved with the appointment of senior staff and trustees.
• Not frequently involved in supporting development of Organisational Strategy.
, • Ideally HRM should be there to develop a strategic approach for effective
management enhancing performance staff development and board level leadership
development to meet the needs of the charity and those employed as well as
volunteers.
HRM in Private Sector
• Private sector Organisations exist to make profit and satisfy shareholders.
• Private sector Organisations vary in size and structure. In the UK SMEs are prevalent
and are classified as those businesses that employ up to 250 people- frequently
family owned or started by entrepreneurs.
• Tend to have more resources available compared to the public and voluntary
sectors.
• Must operate within the legal framework, may recognise Trade Unions but tend to
have a model that is much more individualised.
HRM in the Private Sector
SMEs Larger Private Organisation
• Early stages of Organisational • May adopt a centralised or
maturity informal approach. decentralised approach to HRM.
• Due to size can be extremely flexible • Tend to have larger teams of
in management of HRM and people. specialists e.g., resourcing;
• Fluid job roles, flexible structure employee development; reward.
owner looking for ‘fit’ as business • May outsource transactional
grows need s more structure and services e.g., pensions, payroll.
uniformity procedures and policies • Concerned with developing HRM
introduced at this point. brand internally.
• Owner may decide to outsource • Tend to be represented at Board
some aspects of HRM or recruit to Level.
the HRM team or use consultants. • Committed to and involved in
• The consolidation phase of the Strategic business planning and
Organisation tends to lead to the associated People Strategies.
appointment of a HRM specialist. • Must comply with employment
• Employment legislation may be a legislation.
source of frustration. • May wish to be known as an
‘employer of choice’.
Developing a HRM Career and Job Roles
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