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What is HRM?
Human Resource Management
(HRM)
• What is the Human Resource Management (HRM)?
(3) 1939-1945
(4) 1946-1959
(5) 1960-1978
• Growing unemployment.
(6) 1979-1989
• Introduction of human resource management as a
prescription for managing the employment
relationship.
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(7) 1990-1999
1. A strategic approach
2- Unitarism
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1) Employee influence
3) Reward systems
4) Work systems
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1) Commitment
2) Competence
3) Congruence (compatibility)
4) Cost-effectiveness. -5-
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4) High-quality workforce
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Hard HRM
• The Michigan Model, Fombrun et al. (US)
Hard HRM
The Michigan Model,
Fombrun et al. (US)
• Organizations exist to accomplish a mission that
strategic management involves consideration of
three interconnected issues:
Chapter 2: The
Environment of HRM
Introduction
HRM has grown in popularity during the 1980’s and
1990’s.
4.Unemployment
Internationalisation
• There are a number of reasons behind the
increase of competition between firms
internationally.
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Unemployment
Unemployment increased to persistently high levels
during this period.
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INTERNAL RECRUITING:
ADVANTAGES
• Less expensive
• Quicker
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EXTERNAL RECRUITING:
ADVANTAGES
DISADVANTAGES
• Expensive
• Time consuming
1. Interviews
2. Tests
3. Assessment Centers
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INTERVIEWS (Pg. 20 Binder)
Interviews are the most common type of selection
1. Aptitude tests
2. Personality tests
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3.ASSESSMENT CENTRE
A process which uses a number of selection
techniques in combination.
COMPETENCES (Pg. 25
Binder)
Definition by Boyatzis’ (1982);“A job competency
is an underlying characteristic of a person which results in
effective and/or superior performance in a job”.
• Change
• Unrealistic expectations
• Surprise
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2. Handbook or documentation
3. Short courses
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Psychometric
Activity 2.4 (Pg. 22 Binder)
COMPETENCES (Pg. 25 Binder)
Definition by Boyatzis’ (1982);
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Individual Perspective
To help explain individual career choice and success
and failure in careers, Schien introduced the concept
of career anchors. These are self perceived attributes
(characteristic) , motives, attitudes , and values that
shape individual careers. He listed 6 career anchors.
1. Managerial competence
3.Security
4. Creativity
5.Autonomy
6.Independence
1. Family
2. Eiffel tower
3.Guided Missile
4.Incubator
Organisational Perspective
The family culture is dispersed amongst ‘members of
the family ‘, has parent figures in authority, is
intitutive in its decision making, supports leadership
from the top, and expects love and respect from its
employees.HR flow policies are not clearly devised
and depend on decisions by the top management.
Senior management will demand loyalty and in return
employees will demand to be treated like members of
the family; however , flow policies in this culture will
often be ambiguous and to some extent depend on
who is considered by those in authority to be part of
the family.
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1. power distance
2.uncertainity avoidance
3.individualism –collectivism
4.masculinity
2.Managing Outflow
1.Managing Inflow
This mainly concerns of recruitment and selection.
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2.Managing Outflow
Beer identified the central strategic dilemma of an
organisation as balancing employees’ need for job
security and employment rights with the
organisation’s use of outflow as a means of cost
reduction and renewal. There follows a brief overview
of the various ways of approaching outflow: lifelong
employment , downward and lateral mobility , early
retirement , and workforce reduction and redundancy.
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CHAPTER 7 :
FINANCIAL REWARDS
HRM PERFORMANCE MEASURES Financial
Rewards (Pg. 147
Pinnington & Edwards)
Financial Rewards – Reward
Systems
The reward strategy has 3 basic components:
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Performance Management
Non financial rewards- to motivate employees
through recognition ,responsibility, achievement
,development and growth.
3 components
Pay Structure
(pg. 148-152 Pinnington &
Edwards)
Graded
Broad Banded
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Job Families
Pay curves
Spot rate
Pay Spines
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Profit Sharing
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Block 2 Section 3
The organization’s ongoing
relationship with its employees
Agenda
Changes in HR since 1980’s
Employment flexibility
Employee involvement
A model of HRM - Guest, 1992 (Pg.
34 Binder)
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Individualization
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Implications of Unitarist
Perspective (Pg. 37 Binder)
3 aspects of employee/employer relationships
are common in unitarist environment;
• Individualism
• Flexibility
• Communication
Individualism (Individual
Performance) (Pg. 37 Binder)
Appraisal System
Pay System
Career Development
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Relational
Psychological
Contract
Transactional
Psychological
Contract
• Employee commitment
• Motivation
• Job satisfaction
Employee involvement (Pg. 42 Binder)
Employee involvement is participative activities
which are intended to makeemployees feel more involved
with the org which they work, thereby building their
commitment
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activities:
• Downward communications
• Financial involvement
Ma
nagement
Empl
oyees
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Employees
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• Job Redesign
• Job Enrichment
• Self-directed teams
• Profit-sharing Schemes
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Block 2 Section 4
Developing the Employees Relationship with the
Organization
Agenda
• 4 different types of employees
• Motivation of staff
• Internationalization – HRM
• TMA 02 Discussion
• Announcements
Definition of Career(Pg. 45
Binder)
Career is the individually perceived sequence
of attitudes and behaviors associated with work-related
experiences of activities over the span of the person’s life.
• Social Advancement
• High Status
• Fewer permanent contracts for
employees
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• More part-timers
• The Expert
• The Influencer
• The Self-Realizer
The Climber:
• their organization.
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The Expert:
The Influencer:
The Self-Realizer
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• Influencer?
• Climber?
• Self-realizer?
Kinds of training:
• On-the-job
• Off-the-job
• Mentoring
• Coaching
• Lateral moves/secondments
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Off-the-job
Mentoring
Coaching
Lateral moves/secondments
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• Time it entails
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• Polycentric
• Geocentric
• Regiocentric
Ethnocentric
Polycentric
Geocentric
This approach means that the best people are sought for
key jobs, regardless of their nationality.
Regiocentric
This approach means that people’s careers are limited to a
particular geographical region. Within this region, the
best people are sought for key jobs, regardless of their
nationality.
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Chapter 6 –HR
Motivating
Employees
Maslow’s hierarchy of
Needs
Maslow’s Hierarchy of Needs
1.Physiological Needs
2.Safety Needs
3.Social Needs
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( 2) Affiliation Motive
2) Quality of supervision
3) Working conditions
4) interpersonal relations
5) Salary
6) Status
7) Job security
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Herzberg’s Theory
Motivational ( Satisfiers) Factors
1) Achievement
2) Recognition
4) Responsibility
5) Advancement
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o Skill Variety
o Task Identity
o Task Significance
o Autonomy
Motivating Groups
• 3 theories that focus on the role played in
motivation by the social group.
• Equity Theory
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• Agency Theory
• Stewardship Theory
Equity Theory
• The equity theory of motivation aims to explain the
way that employees agree ‘ a fair rate for the job ‘.
Individuals compare what they contribute to the
employment relationship and what they receive
from it in return.
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Block 2 Section 5
Relationships with Customers
Transactional Marketing (Pg. 58 Binder)
The concept of transactional marketing, views marketing
as a series of one-off transactions.
- Price - Cost
- Promotion - Convenience
- Place - Communication
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Activity 5.1
Some reasons why transaction approach to
marketing
as presented by the 4Ps may not be adequate;
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Influencer markets
Referral markets
Organization
Recruitment markets
Supplier markets
Internal markets
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Supplier-customer relationship(Pg. 63
Binder)
Relationship marketing is where
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Industrial goods
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Purchasing Relationships
Relationships with suppliers are critical to
the success of most organisations. Good
relationships will contribute to the competitive
advantage of both parties.
Brassington and Pettitt say that there are
likely to be 2 dimensions to such relationships.
1. Economic Dimension
2. Social Dimension
4. Sporadic Communication
5. Little co-operation
Collaborative
1. Few Suppliers
2. Mutual Investment in long term
relationships
3. Partnerships
4. Frequent Communication
5. Integrated Operations
1. Commodity
2. Limited Uncertainty
3. High uncertainty
Relationship marketing is most likely to be
effective in the third situation.
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Behave honestly
Chapter 1: What do
Marketers Do?
Definitions of Marketing
Marketing is the management process which
identifies , anticipates, and supplies customer
requirements efficiently and profitably. (UK
Chartered Institute of Marketing)
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Product Orientation
Sales Orientation
Societal Marketing
Relationship Marketing
Production Orientation
During the 19th century it was often thought
that people would buy anything, provided it
was cheap enough. This belief had some truth
in it , since the invention of the steam engine
allowed very much cheaper mass – produced
items to be made. If the item was on sale at a
cheaper price, customers would opt for it as
they were prepared to accept poorer quality or
an article that didn’t really fit their needs.
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Product Orientation
Because different people have different needs some
manufacturers thought that an ideal product could be
made, one that all ( or most) customers would want.
Sales Orientation
As manufacturing capacity increases , supply
will tend to outstrip demand . In this scenario, some
manufacturers take the view that a ‘ born salesman’
can sell anything to anybody, and therefore enough
salesman could get rid of the surplus products. This is
called sales orientation.
Consumer Orientation
Modern marketers take the view that the customers
are intelligent enough to know what they need , can
recognise value for money when they see it, and will
not buy again from the firm if they do not get value
for money. This is the basis of the marketing concpt.
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Putting the customer at the centre is easier said than
done. The marketing concept affects all areas of the
business, from production ( where the engineers and
designers have to produce items that meet
customers’ needs) through to after- sales services
( where customer compalints need to be taken
seriously.)
Societal Marketing
This concept holds that marketers should take some
responsibility for the needs of the society at large,
and for the sustainability of their production
activities. The orientation moves the focus away from
the immediate exchanges between an organisation
and its customers , and even away from the
relationship between the organisation and its
consumers, and towards the long term effects on
society at large.
Relationship Marketing
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Marketing Mix
Product
Place
Promotion
Price
People
Process
Physical Evidence
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Reactive Manager
Proactive Manager
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INTERNAL FACTORS
STRENGTHS
WEAKNESSES
EXTERNAL FACTORS
NEGATIVE FACTORS
OPPORTUNITIES
THREATS
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Threats
What might our competitors be able to do to
hurt us?
Micro-and macro-
environmental forces
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Competitive Structures
Perfect Competition – A large number of
suppliers , no one of which is powerful enough
to influence the supply level overall.
Homogenous products. Easy entry to the
market.
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The Micro Environment
Competitors
Customers
Suppliers
Intermediaries
Economic Factors
Political Factors
Legal Factors
Technological Factors
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Problem Recognition
• Problem Recognition arises when the consumer realises that there is a
need for some item.
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• This can come about by assortment depletion or assortment extension.
• The needs can be categorised as either utilitarian or hedonic.
• An internal stimulus , or drive , comes about because there is a gap
between the actual and desired states.
• Each individual has an optimal stimulation level(OSL), which is the point
at which the drive is enjoyable and comfortable , without being
uncomfortable.
• Drives lead on to motivation, which is the reason why people take action
Information Search
• Consumers engage in 2 forms of information search:
• The internal search involves remembering previous
experiences of the product category, and thinking about
what he\she has heard about the product category.
• The external search involves shopping around , reading
manufacturers’ literature and advertisements, and perhaps
talking to friends about the proposed purchase.
Evaluation of Alternatives
• Too much choice leads to decision paralysis, in which the
person finds it impossible to choose., so in the first instance
the individual will select a consideration set, which is the
group of products that would most closely meet the need.
Typically a consumer will use cut –offs to establish a
considerable set; these are the minimum and maximum
acceptable values for the product characteristics.
• Signals are important when making choices; a particular
price –tag, a brand name etc..
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Purchase
The actual purchase comes next; the consumer
will locate the required brand, and perhaps
choose a retailer he or she has faith in, and will
also select an appropriate payment method
• Equitable performance
• Ideal Performance
• Expected performance
• Sometimes this evaluation leads to post purchase dissonance ,
when the product has not lived up to expectations, and
sometimes to post purchase consonance when the product is as
expected or better
Divestment
• Finally, the divestment stage refers to the way the consumer
disposes of the product after use. This could be simple as
throwing an empty container into the bin, or it could be as
complex as the trade in of a second hand car. This stage is of
increasing importance to marketers, both in terms of green
marketing and in terms of the possibility of making sales of
new products.
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• Gatekeepers
• Influencers
• Users
• Deciders
• Buyers
Chapter 4:
Segmentation, Targeting and
Positioning
Segmentation
The aim of segmentation is to identify a group of
people who have a need or needs that can be met by
a single product, in order to concentrate the
marketing firm’s efforts most effectively and
economically.
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Competitor Analysis
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Segmentation Effectiveness
Concentrated Marketing
Differentiated Marketing
Undifferentiated Marketing
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Differentiated Marketing ( Multisegmented)
means concentrating on 2 or more segments,
offering a differentiated marketing mix for
each other. Example. Holiday Inn
Product Specialisation
Market Specialisation
Selective Specialisation
Full Coverage
Positioning
Positioning has been defined as: ‘The place a
product occupies in a given market , as
perceived by the relevant group of customers;
that group of customers is known as the target
segment of the market.’Usually positioning
refers to the place the product occupies in the
consumers’ perceptual map of the market.
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Positioning
Research shows that consumers use a relatively
short list of factors in determining the position of a
product.
Service
Reliability
Attractiveness
Country of origin
Brand name
Selectivity
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