Interview
human recourse management
- Vak
- Business Studies
- Niveau
- VWO / Gymnasium
short and to the point, easy to study notes which will ensure a pass
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Notes Ch 13 Further HR Management.notebookA2 Chapter 13 Further Human Resource Management
Case study see page 170
Further to Chapter 12, management in the HR department
also need to consider:
• Appropriate types of employment contracts.
• Measuring and improving employee performance.
• Labour legislation.
• How to manage industrial relations (between the workforce
and management).
Hard HRM vs Soft HRM
Approaches to
managing staff that
focus on:
Costcutting by means of Staff development to
maximising flexible, promote motivation &
temporary, parttime selffulfillment so as
contracts & minimising employees work hard &
training costs. stay with the business.
Core & peripheral workers :
Crucial staff members (core staff) are likely to be
employed on a full time, permanent basis, whereas
peripheral staff (those needed from time to time) are
employed on a temporary or parttime basis, or are
contracted to do a particular job as selfemployed
individuals.
Many businesses take a soft approach with core staff & a hard
approach with peripheral staff. This may lead to:
• Increased training required of frequently calledupon
peripheral staff.
• Demotivation 'us & them' mentality
• Demotivated workers who have little job security . This
approach ignores Maslow, Mayo and Herzberg's findings.
• Possible negative public perception of the business due to
poor attitude of peripheral workers.
,Notes Ch 13 Further HR Management.notebook
Nature of employment contracts full or parttime / temporary
or permanent
Parttime & flexible employment contracts are on the
rise globally. They offer advantages and disadvantages
to both the business & the employee.
Types of employment
1. Permananent, temporary & casual employment
Employment for an unspecified Fixed term contract given
period of time; for the which is renewed annually.
foreseeable future.
Can be terminated by
Permanent employment either party.
In Japan, it is part of the
Provides advantages to culture workers are
employers & employees considered like family
• Stable, trained workforce. • job security, can plan for the
future
• Annual contract renewal gives
staff incentive to work hard to
ensure renewal.
Employment for a limited
period of time, often for a Fixed term contract given.
specific purpose.
Temporary employment Can be terminated by either
party.
Provides advantages to
employers & employees
• Increases flexibility in • Provides job opportunities
response to changes in to unemployed workers or to
consumer demand (e.g. those waiting to find
peak/harvest seasons) permanent positions.
• Allows cover for staff on
sick / maternity leave.
, Notes Ch 13 Further HR Management.notebook
Shortterm employment for a No contract is given.
specified task, usually A few hours tend to be
unskilled, & often seasonal. worked on a more or less
regular basis.
Casual employment
Usually undertaken by
selfemployed or retired
Provides advantages to people.
employers & employees
• Increases flexibility in • Provides a source of income
response to changes in to unemployed workers.
consumer demand (e.g.
peak/harvest seasons)
2. Fulltime, parttime & flexitime employment
Employee works for a minimum
of 30 hours per week for one
employer (& usually a
maximum of 40 48 hours).
Contract is given stating hours
Fulltime employment expected and payment to be
received.
}
Overtime may be agreed on at
a premium rate usually 1.5
On wages: no overtime on salaries
times regular rate, but
government laws usually
regulate this.
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