HRM WK2

THE DEVELOPMENT OF HRM: 

Dr. Shohail Choudhury 1 THE DEVELOPMENT OF HRM WEEK 2 Dr. Shohail Choudhury

OBJECTIVES:: 

Dr. Shohail Choudhury 2 OBJECTIVES: The Historical Development of Personnel Management The Shift towards HRM The Role and Tasks of HRM The Involvement of Line Managers in HRM

THE NATURE OF PERSONNEL MANAGEMENT: 

Dr. Shohail Choudhury 3 THE NATURE OF PERSONNEL MANAGEMENT The personnel management is that part of management concerned with people at work and with their relationships within an enterprise…

HISTORICAL DEVELOPMENT OF PM: 

Dr. Shohail Choudhury 4 HISTORICAL DEVELOPMENT OF PM Personnel management developed over the last 150 years ( Tyson & Fell 1986 ) The welfare tradition The industrial relations tradition The control of labour tradition The professional tradition

Welfare Tradition: 

Dr. Shohail Choudhury 5 Welfare Tradition From the later half of the nineteenth century To improve working conditions and circumstances of workers Victorian entrepreneurs like Cadbury, Lever initiated facilities as company housing, basic health care, canteens and education for workers’ families, managed on behalf of the employer by ‘industrial welfare workers’.

INDUSTRIAL RELATIONS: 

Dr. Shohail Choudhury 6 INDUSTRIAL RELATIONS Legislations of trade unions in 1871 raised the need for systematic frameworks for negotiation, conflict resolution and management of relations between labour and employers. Growing power of 1960s and 70s raised the industrial relations tradition of the personnel management

CONTROL OF LABOUR TRADITION: 

Dr. Shohail Choudhury 7 CONTROL OF LABOUR TRADITION Arose in response to the increasing pace of organisational growth and change Personnel officers job involved a range of activities: job allocation, performance monitoring, time-keeping and control of absenteeism. This bureaucratic tradition still evident in many organisations.

PROFESSIONAL TRADITION: 

Dr. Shohail Choudhury 8 PROFESSIONAL TRADITION Later half of the 20 th century New legislations like health and safety, equal opportunities and so on. Complexity of legislation fostered specialism in personnel management. CIPD made efforts to establish personnel management as a profession.

ACTIVITY: 

Dr. Shohail Choudhury 9 ACTIVITY Recruitment Advertisement

THE EMERGENCE OF HRM: 

Dr. Shohail Choudhury 10 THE EMERGENCE OF HRM Human Resource Management may be defined as: ‘a strategic approach to managing employment relations which emphasises that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices’. (Bratton & Gold, 2007)

The Emergence of HRM (cont.): 

Dr. Shohail Choudhury 11 The Emergence of HRM (cont.) HRM is often associated with both: An association with personnel management , viewing its role as proactive , system-wide interventions , linking HRM with strategic planning and cultural change; and An orientation towards the employment relationship , embracing distinctive people-centred values such as trust, commitment, involvement and collaboration . The term HRM gained recognition in the USA in early 1980s by the help of IBM, XEROX and Hewlett Packard

CHARACTERISTICS OF HRM: 

Dr. Shohail Choudhury 12 CHARACTERISTICS OF HRM Strategic fit or integration between HR and business planning. Development of coherent, mutually supporting HR Policies and practices. Orientation towards commitment not mere directives. Treatment of people as assets: human capital. A unitarist approach to employee relations. No inherent conflict with employer. Line management responsible for HRM objectives

ROLE AND STRUCTURE OF THE HRM: 

Dr. Shohail Choudhury 13 ROLE AND STRUCTURE OF THE HRM OPERATIONAL TASKS AND ACTIVITIES Organisation: Organisational design Organisational development: structural change, team building, skill development, role negotiation. Job/Role design and definition Flexible working: Planning and implementing flexible structures and procedures

OPERATIONAL TASKS AND ACTIVITIES: 

Dr. Shohail Choudhury 14 OPERATIONAL TASKS AND ACTIVITIES Human Resource Planning and Resourcing: Human resource planning Talent management Recruitment Selection Retention Exit management

OPERATIONAL TASKS AND ACTIVITIES: 

Dr. Shohail Choudhury 15 OPERATIONAL TASKS AND ACTIVITIES Performance Management Objective and competence requirement setting Performance monitoring and appraisal Discipline handling Grievance handling Identifying learning and development needs

OPERATIONAL TASKS AND ACTIVITIES: 

Dr. Shohail Choudhury 16 OPERATIONAL TASKS AND ACTIVITIES Reward Management: Pay systems Performance pay systems Benefit schemes (Pension, leaves, allowances and services). Non financial rewards

OPERATIONAL TASKS AND ACTIVITIES: 

Dr. Shohail Choudhury 17 OPERATIONAL TASKS AND ACTIVITIES Human Resource Development: Learning organisation Education and training Personal development Career management Managerial development Health, Safety and Welfare: Occupational health and safety Welfare services

OPERATIONAL TASKS AND ACTIVITIES: 

Dr. Shohail Choudhury 18 OPERATIONAL TASKS AND ACTIVITIES Employee Relations: Industrial relations Employee communication Employee voice HR Services: Managing employment relationship: Contract HR Policies and procedures HR Information system Compliance

OPERATIONAL TASKS AND ACTIVITIES: 

Dr. Shohail Choudhury 19 OPERATIONAL TASKS AND ACTIVITIES Graham and Bennett (1998) classify these activities into three dimensions of management. The utilisation of people at work: recruitment, selection, transfer, promotion The motivation of people at work: job design, remuneration, negotiation The protection of people at work: welfare, health and safety, compliance

ROLES OF HR MANAGEMENT: 

Dr. Shohail Choudhury 20 ROLES OF HR MANAGEMENT Guidance role Advisory role Service role Control/Auditing role Planning/organising role Strategy level: Strategists Business partners Internal management consultants