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Introduction to Human Resource

 Torrington, Hall and Taylor (2008), Human resource
Management, 7th edition, Pearson Education

Outcome Assessment type Issuing date Submission

1 Open book exam 6th Apr 6th Apr

H1KP 34

2&3 Case Study 14th Apr 14-Apr

Nature of Human Resource Management

 Basis for all management activity (not all business activity)

 Getting people to make things happen in a productive way

HRM for 21st Century

 Businesses are diverse but all need to manage their human

 Must meet people’s aspirations and the strategic/financial needs of
the business
 Focus on aspirations can lead to hierarchical bureaucracies
 Focus on business can lead to downsizing, delayering and
 Rationalisation can lead to reduced business performance
What are HR People Concerned With?

 Has led to a focus on human capital

 Management of humans employed both within

the organisation and outside the organisation
What do HR People Administer?

 The contract of employment

 The psychological contract for performance
 Performance may come both from employees and non-
 Meets the need of employee and organisation
Defining HRM

HRM is commonly used in two ways.

 Generic approach: describes a body of management activities;
may be seen as a new term for ‘personnel management’
 Distinctive approach to the management of people: distinct from
personnel management – a distinct philosophy
HRM – a generic approach

Four key objectives:

1. Staffing objectives
2. Performance objectives
3. Change management objectives
4. Administration objectives
Staffing Objectives

 Ensuring that the business is appropriately staffed and able to

draw on human resources it needs

 Designing organisational structures

 Recruiting, selecting and developing people with the right skills

to provide the services needed

 Developing employment packages that are sufficiently attractive

to attract and retain staff
Performance Objectives

 Ensure motivation and commitment of staff

 Training and development key role

 Reward systems and performance targets

 Disciplinary systems

 Welfare functions

 Employee involvement initiatives

Change Management Objectives

 Effectively managing change

 Structural: re-organisation of activities or introduction of new

people to roles

 Cultural: alter attitudes or norms

 Recruitment and/or development of those with required

leadership skills to drive change process
Administration Objectives

 Facilitate smooth running of the organisation

 Maintain accurate and comprehensive data on individuals

 Comply with legal requirements

 Administer pay, sickness, taxation, leave etc.


 HRM is fundamental to all management activity

 Generic HRM describes a body of management activities
 Specific approach to HRM signifies a particular approach to
carrying out these activities
 HRM managers are concerned with meeting 4 distinct sets of
organisational objectives