Вы находитесь на странице: 1из 14

Introduction to Human Resource

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

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
(HRM)

 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


resources
 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
outsourcing
 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-
employees
 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
HRM –
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
HRM –
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


HRM –
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
HRM –
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.


Summary

 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