1 - Evolution & Context of HRM

Question 1

development stages of HRM

Answer 1

personnel department (mid 60s)
labor relations department (late 70s)
HR department (21st C)
strategic business partner (now)

Question 2

stage 1: personnel department

Answer 2

updating employee files
internal memos
organizing social events

(people = cost, approach = reactive)

Question 3

stage 2: labor relations department

Answer 3

social trends = need for improving life quality at work + socially responsible organizations

• new skills in personnel: legal aspects of work + specialists (pay, training, safety…)

(people = cost, approach = proactive)

Question 4

stage 3: HR department

Answer 4

top managers start to consider that personnel activities contribute to:

• controlling costs
• increase CA
• add value to the organization

(people = investment, approach = proactive)

Question 5

stage 4: strategic business partners

Answer 5

HR managers are seen as strategic business partners

• employee value proposition
• employee experience
• employer branding
• digital transformation (AI, analytics, machine learning…)

Question 6

HRM main concerns

Answer 6

managing people employed in the organization

managing people employed outside the organization

managing people from other organizations working in the organization

Question 7

what does HRM administer?

Answer 7

contract of employment
psychological contract
contract for performance

Question 8

defining HRM

Answer 8

generic approach: body of management activities (new term for personnel management)

distinctive approach: distinct philosophy from personnel management

Question 9

HRM key objectives

Answer 9

staffing objectives
performance objectives
change management objectives 
administration objectives 
reputational objectives
well-being objectives

Question 10

personnel management vs HRM

Answer 10

time: (short term + reactive) vs (long term + proactive)
psychological contract: compliance vs commitment
control: external controls vs self-control
relations: (collective + low trust) vs (individual vs high trust)
structure: bureaucratic vs flexible
role: specialists vs integrated into line management
evaluation criteria: cost minimization vs max utilization

Question 11

groups involved in HRM

Answer 11

HRM professionals
top managers
line managers
unions

Question 12

HRM professionals

Answer 12

perform HR activities

• define policies
• advice on specific matters (legal)
• perform specialized activities
• control performance

= have staff authority

Question 13

top managers

Answer 13

set context for HR activities (goals + responsibilities)

approve + support HRM functions

development of HR practices + policies

HR practices concerning their direct subordinates (PA, interviews…)

negotiate w/ unions

Question 14

line managers

Answer 14

implement HR policies + practices developed by HR professionals + top managers

HR functions on subordinates (PA, training needs, selection…)

design + monitor HR systems

Question 15

unions

Answer 15

influence HRM in protecting employee’s right

• effectiveness of HRM depends on negotiating + capacity to establish good relations w/ unions

Question 16

mechanisms for equality

Answer 16

legislation
voluntary codes of practice
equality initiatives
valuing + managing of diversity in the workplace

Question 17

approaches to equality

Answer 17

equal opportunities (liberal approach)

managing diversity approaches

Question 18

equal opportunities vs managing diversities

Answer 18

purpose: reduce discrimination vs using employee potential to max advantage
responsibility: HR personnel vs all managers
focus: recruitment vs managing
focuses on: groups vs individuals
benefits: for disadvantaged employees vs all employees

Question 19

conceptual model of diversity

Answer 19

complying
managing
valuing

Question 20

impact of promotion of diversity + gender equality

Answer 20

enlarge + enhance talent pool
improve engagement + satisfaction levels
obtain better financial results

= clear ROI