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Evolution of HRM
Traditional Roles of HRM Administrative
Legal
Psychological Managerial
Definitions of HRM
Human Resources Management (HRM) refers to the policies, practices, and systems that influence employees behavior, attitudes and performance. HRM seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural, and personnel techniques HRM is characterized by a number of practices: strategic workforce planning, recruitment & integration, job design & grading, performance/potential assessment, total compensation, careers & mobility, training & development
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Recruitment/ Integration
Total Compensation
Careers/ Mobility
Value Creation (Innovation) Business Partner (Influence) Managerial (Tools) Psychological (Motivation) Legal (Protection) Administrative (Discipline)
1950s 1970s 1990s 2000s
Collective
Expertise
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Traditional Roles
HR function transformation
Decisions Services
Provide efficient and effective services to customers Contribute to the improvement of organizational decisions
TALENTSHIP
Control
Comply with norms and control management processes
HUMAN RESOURCES
PERSONNEL
Source: adapted from Boudreau & Ramstad, 2007
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Equality
Equity
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Administrative role
Foundation of HRM: record keeping of all basic people activities + compliance with local legal rules Recruitment Job assignment Training Career Health & Safety Compensation Benefits Absenteeism Turnover Etc
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Legal role
Compliance with local legal rules: employment (recruitment, anti-discrimination, dismissals) , work environment (working time, physical environment), compensation & benefits (minimum wage, equal pay), training & development (budget, target populations) , health and safety, labor relations Increasing importance in HRM because of the change of labor laws in many countries around the world towards more protection for employees and more rules to apply for employers: Continental Europe stills gives the highest level of protection
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Psychological role
Impact of HRM is critical to reinforce employees motivation and engagement: obtaining the extra mile is the key objective Many motivation theories explain HRM practices: two key ones
Basic/Physiological
Managerial role
The stage of development of HRM that is the most common in organizations today: HR practices widely shared with internal customers (managers & employee) with HRIS and/or e-HR Development of professional practices using sophisticated tools internally developed or acquired from external providers, for example: recruitment & integration: campus management, job profiles, tests, interviews, assessment centers, induction programs training & development: needs assessment, competencies gap analysis, training plan, personnel reviews, career tracks, mobility programs
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