2.1 Intro to HRM

Question 1

HRM

Answer 1

is the management function of deploying and developing people within the organisation to meet its business objectives.
HRM adds value to the output,

Question 2

human resource planning

Answer 2

process of anticipating and meeting an organisations current and future staffing needs

short term; esxisting and upcoming demands of an organisation, such as employing workers to replace staff who are due to resign etc.

long term; looks at human resource needs of the business in the foreseeable future.

can be achieved by looking at Historical data and trends, sales and income levels
flexibility and workload of employees
demographic changes

Question 3

5 Rs

Answer 3

If HRM is not effective will face problems;
- Recruitment
- resources
- Reservations
- Returns
- Reputations

Question 4

Internal factors that can influence HrM planning

Answer 4

i) Demographic change –> net birth rate, net immigration rate, retirement age, females entering or returning to the workforce.
ii) changes in labour mobility –> friends and family, relocation costs, fear of the unknown, cost of living, language and cultural differences
iii) immigration –> pay and remuneration, employment opportunities, seasonal factors, domestic instability
iv) Flexitime
v) gig economy

Question 5

Gig economy

Answer 5

Refers to labour markets where workers are typically on short term, flexible and temporary contracts. Workers do not have a permanent employment

pros;
- allows greater flexibility for workers, businesses and consumers as each gig is adaptable to their needs at that moment in time. it is particularly beneficial for flexible lifestyles.
- workers can work for a variety of employers
- costs are lower for businesses as they do not have to hire as many full-time staff.
cons;
- workers do not have job security, fringe benefits, health insurance or sick pay
- do not typically receive a regular income
- do not have clear professional career path

Question 6

Resistance to Change in the Workplace

Answer 6

main reasons;
- self-interest
- low tolerance to disruption of familiarity
- misinformation
- different assessments of the situation

Question 7

approaches to resistance to change

Answer 7

1) education and communication to workers about the change
2) participation and involvement of employees in discussing the change
3) Facilitation and support (paternalistic) counselling employees to deal with their fears, supporting them during change.
4)Negotiations and agreement (carrot), managers use incentives to remove or limit change
5) manipulation and co-option, bringing a representative of those resisting change into the change process –> communication back to the rest resisting change
6)Explicit and implicit coercion