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Summary Human resource management
- Instelling
- Hogeschool Van Amsterdam (HvA)
A summary of 35 pages including in total 11 chapters of the book. The chapters included are: 1, 3, 4, 5, 7, 8, 23, 25, 18, 6 and 12
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Human Resource ManagementTable of Contents
HUMAN RESOURCE MANAGEMENT.........................................................1
CHAPTER 1 THE NATURE OF HUMAN RESOURCE MANAGEMENT...............4
DEFINING HUMAN RESOURCE MANAGEMENT...................................................................4
HRM mark 1: the generic term........................................................................4
Staffing objectives.......................................................................................................................4
Performance objectives...............................................................................................................4
Change-management objectives.................................................................................................4
Administration objectives............................................................................................................5
HRM mark 2: a distinctive approach to the management of people...............5
The evolution of personnel and HR management...........................................5
Theme 1: Social justice................................................................................................................5
Theme 2: humane bureaucracy...................................................................................................5
Theme 3: negotiated consent......................................................................................................5
Theme 4: organization.................................................................................................................5
Theme 5: human resource management....................................................................................6
Theme 6: a ‘new HR’?..................................................................................................................6
DELIVERING HRM OBJECTIVES....................................................................................6
HRM AND THE ACHIEVEMENT OF ORGANIZATIONAL EFFECTIVENESS....................................6
CONTEMPORARY DEBATES IN HRM..............................................................................7
The evolving psychological contract...............................................................7
Best practice versus best fit...........................................................................7
The future of work..........................................................................................7
A philosophy of Human resource management..............................................7
CHAPTER 3 STRATEGIC HUMAN RESOURCE MANAGEMENT......................8
STRATEGIC HUMAN RESOURCE MANAGEMENT AND HUMAN RESOURCE STRATEGY....................8
Strategic human resource management:........................................................8
Human resource strategy:..............................................................................8
Strategy as a Process:....................................................................................8
Strategy as a Process for Change:..................................................................8
The Need to Turn Strategy into Action............................................................8
Problems in Turning Strategy into Action:.......................................................8
THE LINK BETWEEN BUSINESS AND HR STRATEGY...........................................................9
THEORETICAL PERSPECTIVES OF STRATEGIC HUMAN RESOURCE MANAGEMENT.......................9
Universalist approach.....................................................................................9
Fit or contingency approach...........................................................................9
RESOURCE-BASED APPROACH...................................................................................10
CHAPTER 4 ORGANIZATION DESIGN AND FLEXIBILITY...........................11
ORGANIZATIONAL FLEXIBILITY...................................................................................11
Model of the ‘flexible firm’............................................................................11
Numerical flexibility...................................................................................................................11
Temporal flexibility.....................................................................................................................11
Functional flexibility...................................................................................................................12
Network organizations...............................................................................................................12
Debates about flexibility............................................................................................................12
EMPLOYEE FLEXIBILITY............................................................................................12
Benefits of work-life integration....................................................................12
Take-up of WLI options..................................................................................12
Employee role and WLI.................................................................................12
CHAPTER 5 WORKFORCE PLANNING....................................................13
FORECASTING FUTURE HUMAN..................................................................................13
Organization, behavior and culture...............................................................13
Employee numbers and skills (demand forecasting).....................................13
ANALYZING THE CURRENT SITUATION AND PROJECTING FORWARD.....................................14
Organization, behavior and culture...............................................................14
Current and projected employee numbers and skills (employee supply)......14
, Analyses of staff leaving the organization.................................................................................14
Analysis of internal movements................................................................................................15
RECONCILIATION, DECISIONS AND PLANS....................................................................15
Human resource supply plans.......................................................................15
Talent plans.................................................................................................. 15
Organization and structure plans..................................................................15
Employee utilization.....................................................................................15
Learned and development plans...................................................................16
Performance management and engagement plans......................................16
Reward plans................................................................................................ 16
Employee relations plans..............................................................................16
Communications plans..................................................................................16
CHAPTER 7 RECRUITMENT..................................................................17
DETERMINING THE VACANCY....................................................................................17
INTERNAL RECRUITMENT..........................................................................................17
METHODS OF RECRUITMENT.....................................................................................17
THE RECRUITMENT METHODS COMPARED....................................................................17
RECRUITMENT METHODS COMPARED..........................................................................17
Drafting the advertisement...........................................................................17
ONLINE RECRUITMENT............................................................................................18
EMPLOYER BRANDING.............................................................................................18
CONTROL AND EVALUATION......................................................................................18
CORRESPONDENCE................................................................................................ 19
SHORTLISTING....................................................................................................... 19
CHAPTER 8 SELECTION METHODS AND DECISIONS...............................20
SELECTION AS A TWO-WAY PROCESS..........................................................................20
SELECTION CRITERIA.............................................................................................. 20
Individual job criteria....................................................................................20
Competency-based criteria...........................................................................20
CHOOSING SELECTION METHODS...............................................................................20
SELECTION METHODS.............................................................................................21
CHAPTER 23 SETTING PAY...................................................................22
INTRODUCING REWARD MANAGEMENT........................................................................22
Employer objectives......................................................................................22
Employee objectives.....................................................................................23
THE ELEMENTS OF PAYMENT.....................................................................................23
SETTING BASE PAY.................................................................................................24
External market comparisons....................................................................................................24
Internal labor market mechanisms............................................................................................24
Job evaluation............................................................................................................................24
Collective bargaining.................................................................................................................24
SALARY PROGRESSION............................................................................................24
CONTEMPORARY TRENDS......................................................................................... 25
Single pay spines.......................................................................................... 25
Performance-based progression...................................................................26
Broad banding.............................................................................................. 26
Advantages................................................................................................... 26
Total Reward................................................................................................. 26
Model of Total Reward...................................................................................26
CHAPTER 25.......................................................................................27
CHAPTER 18.......................................................................................27
METHODS OF LEARNING AND DEVELOPMENT................................................................27
Off-job methods: education and training courses.........................................27
EVALUATION OF TRAINING AND DEVELOPMENT..............................................................28
Four phase approach in measuring performance:.........................................29
CHAPTER 18: LEARNING AND DEVELOPMENT.......................................29
METHODS OF LEARNING AND DEVELOPMENT................................................................29
Off-Job Methods of Learning and Development.............................................29
2
, How to ensuring transfer of learning back to the workplace:........................29
LEARNING ON THE JOB............................................................................................ 29
E-LEARNING AND BLENDED LEARNING.......................................................................29
Advantages of E-learning..............................................................................29
Problems with E-learning..............................................................................30
E-learning approaches..................................................................................30
Blended Learning.......................................................................................... 30
EVALUATION OF TRAINING AND DEVELOPMENT..............................................................30
Kilpatrick’s Evaluation...................................................................................30
Level of Evaluation.......................................................................................30
Criteria for evaluation need to be built into development activities from the
beginning by/through the:............................................................................30
Problems with Evaluation..............................................................................30
CHAPTER 6........................................................................................31
CHAPTER 6: THE INTERNATIONAL DIMENSION......................................31
CULTURAL VARIATIONS............................................................................................31
INSTITUTIONAL VARIATION.......................................................................................32
HRM IN INTERNATIONAL ORGANIZATIONS...................................................................32
MANAGING EXPATRIATES (STAFF SENT OVERSEAS)........................................................34
CHAPTER 12.......................................................................................34
CHAPTER 12: EMPLOYEE PERFORMANCE MANAGEMENT........................35
APPRAISAL SYSTEMS...............................................................................................35
Chapter 1 the nature of human resource
management
Defining human resource management
HRM mark 1: the generic term
The role of human resource functions is explained by identifying the four
key objectives.
Staffing objectives
This involves designing organization structures, identifying under what
type of contract different groups of employees (or subcontractors) will
work, before recruiting, selecting and developing the people required
filling the roles:
- The right people
- With the right skills
- To provide their services when needed
Employer branding is real important, then the companies position
themselves as the best employer. It is real important for the employees to
have a good working place, if you keep them satisfied they will work
longer for the same company.
Performance objectives
Human resource managers seek to ensure that people are well motivated
and committed so as to maximize their performance in their different
roles. Training and development is therefor important same as reward
systems.
3
,Discretionary effort – When employees choose to go further for
example, working longer hours, working with greater enthusiasm or taking
the initiative to improve systems and relationships. These are all things
that the employees can choose to do since the employer can’t obligate
them to do that.
Employee engagement – Engaged employees know what is expected of
them, have a sense of ownership of their work, are satisfied with their jobs
and, as a result, prepared to contribute positively both with their effort and
their ideas.
Change-management objectives
Change comes in different forms;
- Merely1 structural
- Requiring reorganization of activities
- The introduction of new people into particular roles
In any of these scenarios the HR function can play a central role. Key
activities include the recruitment and/or development of people with
necessary leadership skills to drive the change process.
Administration objectives
There is a need to record the individual performance of the employee,
their attendance, training records, their terms and conditions of
employment and their personal details.
HRM mark 2: a distinctive approach to the management of people
Table 1.1 Personnel versus HRM
HRM concentrates more on what is done to managers than on what is
done by managers to other employees; second, that there is a more
proactive role for line managers; and third, that there is a top
management responsibility for managing culture.
1 No more than as described, or doing no more than what is
described
4
, The evolution of personnel and HR management
Theme 1: Social justice
In the late nineteenth and early twentieth centuries some of the larger
employers with a paternalist2 outlook began to appoint welfare officers to
manage a series of new initiatives designed to make life less harsh for
their employees.
Theme 2: humane bureaucracy
Personal managers began to gain responsibilities in the areas of staffing,
training and organization design.
Theme 3: negotiated consent
Personnel managers added expertise in bargaining to their repertoire of
skills. (Due to a growth in trade union membership)
Theme 4: organization
This phase was characterized by the development of career paths and of
opportunities within organizations for personal growth.
Theme 5: human resource management
With the decentralization of bargaining and the rise in many industries of
non-union firms, managers in the private sector found themselves free and
able to develop their own, local policies and practices.
Theme 6: a ‘new HR’?
A repositioning of HR thinking and activity; the aim is the same but the
means are different:
- Focuses on employer branding and proposition
- Viewing employees/potential employees very much as
individuals or at least small groups rather than a single group
and which seeks to engage them emotionally
- Categorizing job applicant and existing staff into distinct
categories
- Providing services to ‘internal customer’ with the aim of
satisfying them (creating employee equity)
Delivering HRM objectives
HRM and the achievement of organizational effectiveness
The contribution of the HR function to gaining competitive advantage
involves achieving the fundamental aims of an organization in the field of
people management more effectively and efficiently than competitor
organizations. For example:
- Mobilizing a workforce
- Maximizing its performance
- Managing change effectively
- Striving to achieve excellence in administration
The contribution of the HR function to maintaining competitive advantage
involves recognizing the significance of the organization’s people as an
effective barrier preventing would-be rivals from expanding their markets
into territory that your organization holds.
2 Telling people what is best
5
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