Human Resource Management Flashcards
1
Q
What is HRM?
A
- Historical phase in the management of employees: ‘Personnel management is replaced by HRM integrated with business strategy’ (Storey, 1995).
- Activities associated with the management of employment relationships in the firm (Boxall & Purcell, 2003).
- HRM refers to the framework of philosophies, policies, procedures and practices for the management of the relationship that exists between an employer and worker (Wilton, 2013).
2
Q
The meaning of ‘human resource’:
A
- ‘Human resources’ refer to the traits that people bring to the workplace - intelligence, aptitude, commitment, tacit knowledge and skills, and ability to learn (Bratton & Gold, 2007).
- Contribution is variable and unpredictable
- How to get both the control and consent of employees?
3
Q
Lexicon of HRM:
A
4
Q
Current and future priorities for HR functions (CIPD, 2015):
A
- Employee engagement - the top current priority for HR functions (27%) (private sector)
- Managing change and cultural transformation (24%) (more public sector than private sector)
- Managing performance (24%)
- Leadership development (21%)
5
Q
HRM top priorities (CIPD, 2015)
A
6
Q
Professional principles for HR
(CIPD, 2016 based on 10,000 HR practitioners, business leaders and line managers around the world)
A
- “The true skill of professionalism may be not so much in knowing what to do, but when to do it’.
- “Best” practices approach unsuitable for the diverse range of organisational and cultural contexts.
FIVE BASIC QUESTIONS:
- Who should HR serve?
- Should people be treated as means to an end?
- What is fair?
- Is long-term or short-term value creation more important?
- How easily are values compromised?
7
Q
The Millennial Generation (Generation Y)
A
The demographic cohort following Generation X - there are no precise dates when the generation starts and ends (birth years ranging from the early 1980s to early 2000s)
- The Greatest Generation - grew up before WW2 and went to fight in WW2
- Baby Boomers - born during the demographic post–World War II baby boom (approx.1946 – 1964)
- Generation X - after the Western Post–World War II baby boom (the early 1960s to the early 1980s)
- Generation Z (Post-Millennial, iGeneration) birth years ranging from the late 2000s to early 2010s; widespread usage of the Internet from a young age and interacting on social media.
8
Q
What are the expectations of Millennials in the workplace?
The HR strategies for Millennials (PWC, 2015) :
A
- Understand them: it’s particularly important to understand and address generational differences and tensions.
- Get the ‘deal’ right: shifting focus from cash bonuses to other benefits
- Help them grow: special rotational and challenging assignments
- Set them free: giving flexibility and a flexible work schedule.
- Let them learn: providing as much training as possible and development opportunities.
- Let them advance faster: adding more levels or grades
- Expect them to go: the rate of turnover is higher
9
Q
Why Millennials Need Constant Feedback At Work?
A
- Generation which grew up with the Internet, which offers instant gratification and quick feedback
- Instant gratification world - since childhood, they have been smothered in support by their parents, teachers, and coaches.
- Technology has given them the answers to their questions within seconds -whenever they heard an interesting song, they downloaded it. When they posted a status update on Facebook, they received comments. They never wait nor do they know how to wait.
- Feedback has moved from an annual performance review to an everyday occurrence; it is not confined to formal meetings; it should be on the spot, and, if possible, in the moment
- i.e. Ernst and Young - online “Feedback Zone” where employees could request or submit feedback at any time; Amazon’s Anytime Feedback Tool; Pandora; Workday -‘Collaborative Anytime Feedback
10
Q
Strategic HRM:
A
- ‘All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of business’ (Schuler, 1992).
- ‘The ways in which HRM is critical to the firm’s survival and its relative success’ (Boxal & Purcell, 2003).
- HRM as a coherent approach to the management of people
- A planned way that integrates organisational goals with policies and action sequences
11
Q
International HRM:
A
The most strategic type of management and fundamental to organisational success!
- The complexity of operating in diverse countries – globalisation/localisation dilemma
- The necessity of employing different national categories of employees
- The interaction of different cultural norms and social values
- The adaptability of HRM practices from one culture to another
12
Q
Strategic IHRM approaches:
A
- ‘Best practice’ approach: advocates the adoption of universal principles with respect to HRM strategies regardless of their context
- ‘Best-fit‘ approach: every context has its own peculiarities which should be considered as reference points by HR strategists and both corporate strategy and HR strategy need to be harmonised with the context
13
Q
HR policies:
A
- A written source of guidance on how a wide range of issues should be handled within an employing organisation, incorporating a description of principles, rights and responsibilities for managers and employees.
- HR policies should flow from HR strategies, and complement HR procedures and their role is to:
- Reinforce a sense of order, fairness and consistency
- Help with decision-making process by ensuring that clear guidance is readily available
- Help to avoid involvement with employment tribunal claims by providing guidance for managers that accurately reflects the prevailing regulations
14
Q
Examples of HR policies:
A
- Health and safety policy;
- Formal disciplinary and grievance procedures;
- Travel and subsistence policy;quality and diversity;
- Equality and diversity;
- Parental or caring duties (maternity or paternity leave);
- Bullying;
- The use of social networking sites
15
Q
How to measure effectiveness of HRM?
A
- The effectiveness with which practices and policies are implemented
- The effectiveness of HRM practices and policies to produce results
- Effectiveness with regard to what? (financial performance, stockholder satisfaction, employees satisfaction or customers satisfaction?)
