WEEK 10 - Managing the people resource Flashcards
HRM
Human resource management
CIPD
Chartered Institute of Personnel and Development
The purpose of HRM
is to consider all aspects of employing and managing people within organisations so that organisational objectives are met
HRM includes
- human capital management
- knowledge management
- resourcing
- job analysis
- recruitment and selection — tools and methods
- retention and succession
- performance and reward
- talent management
- employee relations
- career and personnel development.
PERSONNEL MANAGEMENT
The aspect of management that is concerned with the work force and their relationship with the entity is known as Personnel Management.
workers are viewed as tool.
HUMAN RESOURCE MANAGEMENT
The branch of management that focuses on the most effective use of the manpower of an entity, to achieve the organizational goals is known as Human Resource Management.
employees as the asset to the organization
Approaches to human resource management
Strategic theories.
Descriptive theories
Normative theories.
Contingency theory
Resource-based view
AMO theory.
AMO theory
The formula Ability + Motivation + Opportunity = Performance provides the basis for developing appropriate systems that meet the needs and interests of employees.
HRM best practices
- employment security
- selective hiring
- self-managed teams
- high compensation based on individual performance
- training to ensure a skilled and motivated workforce.
Human resource planning
Human resource planning is the process of ensuring that the right people are in the right place, at the right time and at the right cost to deliver the company’s strategy.
Human resource planning is forward looking. It enables organisations to plan for the future and to create a skilled, flexible and motivated workforce.
HRM Environmental factors
Internal Factors •Size •Structure •Strategy •Culture •Technologies •Stability
External Factors •Demographic changes •Labour market •Market changes •Economic and legislative changes
Job analysis
Job analysis is the process of examining jobs to identify:
•major tasks to be undertaken;
•duties to be fulfilled;
•results expected to be achieved;relationship with other jobs and positions within the organisational hierarchy.
Job evaluation Analytical methods
These systems examine jobs in terms of their principal components, not as a whole. Probably the most widely used methods are the Points Rating method and the Hay—MSL Chart System
Psychometric testing
Ability tests Aptitude tests Personality tests Motivational tests Other tests (Calligraphy tests)
(UCEM 10)
UCEM. People and Organisation Management. UCEM. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.
Human capital
Human capital is the knowledge, skill and ability of the people employed within a company.
.•Intellectual capital. This can be regarded as an intangible asset which changes as knowledge flows in as well as out of the firm.
- Social capital. This is the levels of trust and the ability to network and interact with other members of the firm in order to produce effective working relationships.
- Organisational capital. This is knowledge retained and organised by the company in a structured and effective manner.
Employees stay for the following reasons:
- company image;
- recruitment selection and deployment of workers;
- leadership;
- opportunities to use knowledge and skills and to learn new ones;
- performance, recognition and rewards;
- feedback
Employees leave for the following reasons:
- offered more pay;
- career move;•job security;
- opportunities to develop;
- unable to cope with current job;
- improved working conditions;
- poor relationship with leader/managers and/or colleagues;
- bullying or harassment;
- personal reasons (e.g. family health, own health, children, moving area, etc.).
actions that may address staff turnover issues include
- offering equitable fair pay systems
- maximising variety in jobs where possible;
- increase job engagement;
- encouraging social interaction to increase affective commitment;
- ensuring effective recruitment and selection procedures;
- induction and socialisation practices
- offering good working conditions;
- management training;
- clear policies on bullying harassment and equal opportunities that are company-wide and actively supported.
Performance management
Performance management is the process used in order to improve the performance of the company by developing individual employees and the teams within which they work
performance management should have five primary elements
- mutual agreement of expectations
- measurement
- feedback
- positive reinforcement
- discussion.
four mechanisms that connect goals to performance outcomes
- direct attention to priorities;
- stimulate effort;
- challenge people to bring and use knowledge and skill to the task;
- set challenging goals (generally more successful) and encourage more effort from individuals.
Performance review provides
the opportunity for employees to discuss their needs in terms of meeting personal career goals as well as improving in their current job. It allows the company to develop personnel in line with their current and future strategies.
Reward management
- total reward — a combination of financial and non-financial rewards;
- base or basic pay plus a bonus/incentive;
- job evaluation;
- market rate;
- grade and pay structures;
- contingent pay;
- employee benefits;
- performance management;
- non-financial rewards.
The reward strategy needs to be ensure that it:
- provides rewards that retain and motivate employees;
- recognises the value of employees;
- allows flexibility.
Talent management is
the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their “high potential” for the future or because they are fulfilling business/operation-critical roles.
talent management strategy
‘Alignment to corporate strategy Ensuring that the talent strategy is closely aligned with the corporate strategy must be a priority. Strategic analysis from the business perspective should feed into an HR forecast, which can help shape an organisation’s tailored approach to talent management.
‘Inclusive versus exclusive approaches Some organisations adopt an inclusive approach to talent management creating
talent management loop
the talent management loop: attracting, developing, managing and evaluating talent.
career development strategy
- policies for promotion, generally from within the organisation;
- opportunities for lateral and vertical moves within the organisation;
- personal development planning integrated into performance review, ensuring targeted development of appropriate knowledge, skills and abilities;
- involvement in knowledge sharing practices;
- movement of staff across teams in order to offer development opportunities in a wide range of activities;
- career counselling.
Work—life balance
Well-being at work is the result of people being happy at work and in life. It comes from positive working relationships, people doing work they like and a positive working environment.
Employees’ needs and wants that employers should consider include:
- family commitments
- childcare
- career goals
- flexible and remote working arrangements
- contract type
- hours worked
- location.
benefits of introducing work—life balance policies include:
- improved productivity and quality of work
- improved commitment and morale
- reduced staff turnover
- reduced casual absence
- improved length of service
- lower levels of stress.
