0 оценок0% нашли этот документ полезным (0 голосов)
46 просмотров44 страницы
Personnel management is Concerned with the Manpower Element of the management Process: such as Recruitment, Training, Promotion, Motivation, Leading, Compensation, Etc. PM is Based on the Idea That sound Personnel policies lead to better organisational effectiveness.
Personnel management is Concerned with the Manpower Element of the management Process: such as Recruitment, Training, Promotion, Motivation, Leading, Compensation, Etc. PM is Based on the Idea That sound Personnel policies lead to better organisational effectiveness.
Personnel management is Concerned with the Manpower Element of the management Process: such as Recruitment, Training, Promotion, Motivation, Leading, Compensation, Etc. PM is Based on the Idea That sound Personnel policies lead to better organisational effectiveness.
PM Is Concerned With The Manpower Element Of The Management Process: Such As Recruitment, Training, Promotion, Motivation, Leading, Compensation, Etc. This Includes Both The Specialist Functions (I.E. Personnel Dept) And An Individual Function. Line Mgt. Has A Particular Responsibility For PM. The Personnel Dept Provides Expert Advice And Support For Other Managers. It Is Based On The Idea That Sound Personnel Policies Lead To Better Organisational Effectiveness.
The Development Of PM Can Be Traced To: Industrial Revolution Taylorism Welfarism Behavioural School Growth Of IR And Unions Wage Bargaining; Wage Rounds And NWA Shop Steward Movement And The Influence Of Unions Employment Legislation Influence Of MNC And Personnel Management Education
Welfare Tradition Developed in a few large companies in Britain in the late 19 th century Refers to a series of voluntary initiatives undertaken to improve the conditions of factory workers, particularly in relation to pay, working hours and health & safety Used welfare officers which were the forerunner to HR practitioners Welfare officers were appointed in Irish companies, such as Jacobs & Maguire & Paterson in the early 1900s. Welfare Tradition (contd) Its significance oscillated due to WWI & economic conditions but its influence on HR endured It is linked with the caring approach to employees e.g. employee assistance programmes, counselling, occupational health & safety provision The position of the welfare officer has changed; originally seen as representative of workers interests, modern HR practitioners represent employers interests as part of a management team Taylorism Developed due to improvements in technology, increases in company size & workforce complexity Taylorist principles came about as a result of research at the Bethlehem Steel Company (1900-11), emphasising: Efficiency & profitability Job Design Employment and payment systems Selection and training of employees
Behavioural School Mostly associated with the work of Elton Mayo, Roethlisberger and Dickson Important for HRM in two regards: Established a body of knowledge to underpin many aspects of HR work such as selection, training, motivation, IR and payment systems Focused attention on some of the problems in the large factories such as monotony and low morale
Industrial Relations Growth of an IR emphasis in HR work was directly related to the increasing significance of TUs 1913 Dublin Lockout and new unionism Accelerated the development of TUs and Employer Associations, thus making IR part of workforce management 1920s TU membership fell IR (contd) 1930s growth in industrial employment TU membership increased & CB became more widespread establishment of personnel function, with emphasis on IR instead of welfare 1946 Establishment of Labour Court Post WWII development of specialised personnel departments, whose key activity was IR 1960s emergence of shop stewards important players in workplace level IR Also significant increase in levels of industrial conflict IR (contd) 1970s onset of national wage agreement era This development was initially seen as moving major pay bargaining issues away from enterprise, thus giving management more certainty in corporate planning The reality was different: instead of eliminating local bargaining, national agreements merely changed their focus to issues such as employment conditions, pay anomalies and productivity deals Thus HR practitioners remained heavily involved in workplace bargaining with TUs. HR departments whose major responsibility was IR became established in most medium & larger organisations Industrial Relations (3) Since the 1970s, government intervention has had a significant influence on the HR function, primarily in the following areas: Centralised pay bargaining Employment Legislation Attraction of FDI by MNCs The MNC Influence Over 1000 foreign MNCs operating in Ireland employing almost 130,000 people Factors that explain prevalence of inward FDI include: Low corporate tax regime Labour supply and quality High levels of labour flexibility Comparatively less regulated IR and HR environment Use of English as a first language Membership of the EU
The MNC Influence (contd) MNCs in Ireland have made a significant contribution to HRM in a number of ways: Development of comprehensive policies and procedures across various aspects of HRM Diffusion of new HR techniques in areas such as selection testing, training methods, reward systems & communications Associated with developments in HPWS, PRP & enhancing the role of the specialist HR function (HR department) Established HRM as a more central component of management process Avoiding TU recognition The Functions Of Personnel Management Employment of People Resource Planning T&D (Training and Development) IR (Industrial Relations) Health & Safety Remuneration Employee Services Performance Appraisal External Relations Job Design Communication And Employee Participation Personnel Administration The Specialist Personnel Management Function Personnel Management May Be The Responsibility Of Either The PM Or Line Managers. In Reality It Is A Combination Of Both. With HRM Now It Is Argued That The Line Managers Should Be More Accountable For Personnel Policy. Two Elements to Personnel Management
Establishing Corporate Policies For Personnel Putting Policy Into Practice (Strategies):
Line and Staff Management Line manager A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organizations tasks. Line managers are now performing some duties typically done by HR Staff manager A manager who assists and advises line managers.
HR managers are staff managers and they may be generalists or specialists. Role Models Of The Specialist Personnel Function Administrative Role/Support Role Systems/Reactive Role Business Manager Role
Research Indicates That PM Can Vary Among These Roles. Classification Of The Role Of Personnel Management
Interventionary Or Non-Inventionary Tactical Or Strategic Personnel Managers May Be: Advisers Handmaidens Regulators Change-Makers The Changing Role of Personnel Historically, the personnel management was responsible for personnel functions Acts in advisory or staff capacity Works with other managers to help them deal with human resource matters Today personnel departments continue to get smaller because others are accomplishing certain functions The Impact Of Organisation Size
Size Is A Major Influence In That Small Firms Generally Do Not Have A Specialist Department. However Since Pay Is A Critical Cost In Small Firms, Good Personnel Policies Are Extremely Important. However Personnel Administration Is Usually Seen As Less Of A Problem In Small Firms: In Large Firms It Is More Complex. The Larger The Firm The More Likely It Is To Have A Specialist PM Department If Not Also An IR Department. New Developments In Personnel Management
PM In Ireland Has Traditionally Being Associated With Collectivist, IR Emphasis There Has Been An Emphasis In Recent Years On Direct Communication With Workers, Augmenting Rather Than Replacing Collective Dealings There Is An Emphasis Now On Individualising The Contract Which Is Replacing The Old Pluralist Approach Personnel Management Under Threat Now From HRM
Need To Develop Competitive Advantage Through People. It Is A Mistake To See PM As A Specialist Function: Rather It Is The Job Of All Managers And An Important Aspect Of The Management Process. In Recent Years The Big Debate Has Been To Re-Align Personnel Policies And Strategies With Overall Business Strategy. Human Resource Management (HRM)
Personnel Management Has Been Overshadowed In Recent Years By Human Resource Management. This Came About Due To The Call For Personnel Policy To Be Re-Aligned With Overall Corporate Policy. It Is Believed That The Human Dimension Has Been Absent In The Discussion About Business Strategy.
HRM Defined The policies and practices involved in carrying out the people or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising. refers to the practices and policies you need to carry out the personnel aspects of your management job From Dessler Gunnigles Definition HRM is an aspect of organisational management concerned with the management of an organisations workforce. It is one of the most difficult aspects of organisational management as it means dealing with people who differ physically and psychologically Origins of HRM HRM originally described a distinctive and novel approach to workforce management Developed from a growing interest in aligning business strategy and HRM Emerged from a re-appraisal of personnel management & reactive IR Role for HRM stems from two sources of literature Literature based on the human capital approach of Harvard Business School Model basis for soft approach to HRM Literature based on broader business strategy literature grounded on contingency principles but has become associated with the concept of hard HRM
Difference with HRM HRM was seen as a new and more coherent approach due to: Adopting a managerialist rather than a pluralist stance New flexibility arrangements New working practices Reorganisations De-layering activities Flatter Organisation Direct communications with the workforce Stronger corporate cultures
US 1980s Influence The Harvard Business School (HBS) model is an open systems perspective It comprises of 4 key components: Stakeholder interests HRM policy choice HRM outcomes Long-term consequences US 1980s Influence (contd) The central contention is that HR outcomes are affected by policy choices made in 4 key areas: Reward systems Human Resource flows Work systems Employee Influence
The Functions Of HRM
Strategy And Organisation: Contributing To Overall Strategy, Values, Etc. Employee Resourcing: Planning, Recruitment, Selection Etc. Employee Development: T&D, Performance Management, Etc. Reward Management: payment, compensation Employee qnd Industrial Relations Employment And Personnel Administration: Employee Records, Etc.
Why HRM Personnel Management Seen As Too Reactive. Decline In Trade Union Power Decentralised Organisational Models (Focused Plant) Shifting Employment Patterns Competitive Advantage Non-Union MNC Have The Following Practices:
Lifelong Employment Single Status Merit Pay Regular Communications Gainsharing Internal Promotion Continuous Development Regular and Individual Communications.
Hard/Soft And Tight/Loose HRM
Soft HRM Is A Resources Based Approach With Favourable Employee Focus Hard HRM Is Calculating Approach To Managing Employees. Loose Is A Re-Titling Of The Personnel Department And Tight Is A Theory Of HRM. Guests Framework Hard HRM Policy choice is driven by the need to complement business strategy & meet financial criteria Soft HRM Characterised by benign pro-employee policies Tight HRM HRM becomes a clearly defined & articulated approach to workforce management with an explicit & strong theoretical underpinning Loose HRM Simply renaming of traditional PM with no real change in HR practice Variation in Ireland with HRM It Is Argued That There Is Considerable Variety In Irish Firms, Along The Following Lines: Traditional IR Soft HRM Neo Pluralism Hard HRM
Guest Argues That Companies Will Be More Successful If They Pursue Four Key HRM Goals:
Guest Also Identifies Five Necessary Conditions For The Effective Operation Of HRM: Corporate Leadership Strategic Vision Technological/Production Feasibility (Need Workteams And Broad Jobs). Employee Relations Feasibility (Need Consensus Type IR) Management Capacity To Implement Appropriate Policies. Contradictions Within HRM (Karen Legge) HRM Is Seen As Unitarist And Takes No Account Of The Traditional Division Between Labour And Capital. Also It Promotes Individualism And Teamwork. It Aims To Produce High Commitment But At The Same Time Require That People Take Job Cuts, Etc. HRM Argues That Companies Need Flexibility But Yet Does Not Offer Security To Workers. HRM Is Problematic In Dealing With Unions: It Rejects The Pluralist And Collectivist Models. HRM In Practice
There Is Some Evidence From the UK To Suggest That Successful Companies Have Achieved Effective HRM Policies And Integrated Them With Overall Strategy. Personnel Management In Ireland Is Still Very Reactive And In The Collectivist, Pluralist Mode. It Deals With Primarily IR And Is Not Well Integrated. However The Trends In The Marketplace, Competition, Reduced Power Of Trade Unions And The Availability Of HRM, Has Encouraged Many Irish Firms To Shed The Traditional Personnel Role.
New Developments Government fiscal policies & other favourable developments led to Irelands economic development in the mid-late 1990s IR played a key role in this change National Wage Agreements Celtic Tiger brought different challenges from a HRM perspective Attraction & retention of workers HRD & reward strategies New Developments (contd) 9/11 & dot.com downturn led to job losses in Ireland which further impacted HRM policies
Growth in services sector led to: Diversity in employment Increased levels of female participation in the labour force Growth in atypical or non-standard employment forms Changing migration patterns Training & Developments Employee Relations implications
Post Celtic Tiger Difficulties Rising Unemployment opens up labour market Growth and stagnation in migration Focus on Competitive advantage Making do with less Downward pressure on wages