1. Part 1
Introduction

2. Basis for Human Resource Management (HRM)
Slide 1.1
Basis for Human Resource Management (HRM)
Basis for all management activity
Not the basis for all business activity
Basis for management is always the same

3. What are HR People Concerned With?
Slide 1.2
What are HR People Concerned With?
Management of resourceful humans not employed within the organisation
Management of resourceful organisations employed within the organisation
The effective management of all the people of the business, not only those employed within the business

4. What do HR People Administer?
Slide 1.3
What do HR People Administer?
The contract of employment
The psychological contract for performance
Contract for performance

5. Defining HRM HRM is commonly used in two ways
Slide 1.4
Defining HRM
HRM is commonly used in two ways
Body of management activities
A particular approach to the management of people which is distinct from personnel management – a distinct philosophy

6. HRM – Mark 1 Four key objectives: Staffing objectives
Slide 1.5
HRM – Mark 1
Four key objectives:
Staffing objectives
Performance objectives
Change management objectives
Administration objectives

7. HRM – Mark 1 Staffing Objectives
Slide 1.6
HRM – Mark 1 Staffing Objectives
Ensuring the business is appropriately staffed and able to draw on human resources it needs
Designing organisational structures
Compete in the employment market place
Developing employment packages that are sufficiently attractive to attract & retain staff

8. HRM – Mark 1 Performance Objectives
Slide 1.7
HRM – Mark 1 Performance Objectives
Ensure motivation and commitment of staff
Training & development key role
Reward systems
Disciplinary systems
Welfare functions

9. HRM – Mark 1 Change Management Objectives
Slide 1.8
HRM – Mark 1 Change Management Objectives
Effectively managing change
Re-organisation of activities or introduction of new people to roles
Alter attitudes, or norms
Recruitment of those with required leadership skills to drive change

10. HRM – Mark 1 Administration Objectives
Slide 1.9
HRM – Mark 1 Administration Objectives
Facilitate smooth running of organisation
Maintain accurate and comprehensive data on individuals
Comply with legal requirements
Administer pay, sickness, taxation, leave, etc.

11. Slide 1.10
HRM Roles & Objectives
Figure 1.1  HRM roles and objectives

12. HRM Mark 2 A distinctive approach
Slide 1.11
HRM Mark 2
A distinctive approach
Something that is qualitatively different from personnel management approach
Disagreement about how fundamental a shift there is
Directed mainly at management needs for human resources
Demand rather than supply is the focus
Greater emphasis on planning, monitoring and control

13. Characteristics of Personnel Management
Slide 1.12
Characteristics of Personnel Management
Figure 1.2  Personnel versus HRM

14. Characteristics of HRM
Slide 1.13
Characteristics of HRM
Figure 1.2  Personnel versus HRM

15. Evolution of Personnel & HRM
Slide 1.14
Evolution of Personnel & HRM
Social justice
Humane bureaucracy
Negotiated consent
Organisation
HRM

16. Slide 1.15
HRM Philosophy
‘A series of activities which first enables working people and the organisation which uses their skills to agree about the objectives and nature of their working relationship, and secondly, ensures that the agreement is fulfilled.’
(Torrington, Hall, & Taylor, 2002)

17. The Personnel / HR Process
Slide 1.16
The Personnel / HR Process
Figure 1.3  The personnel/HR process

18. HRM Debates Conceptualising the nature of current responses
Slide 1.17
HRM Debates
Conceptualising the nature of current responses
What HR managers should be doing
Longer term future developments

19. Key Environmental Developments (1 of 2)
Slide 1.18
Key Environmental Developments (1 of 2)
Globalisation
Technology
E-business
Volatility
Improvement in quality

20. Key Environmental Developments (2 of 2)
Slide 1.19
Key Environmental Developments (2 of 2)
Labour market and social trends - numbers or people and skills available - individualistic attitude
Evolution of employment legislation - statutory regulation - contract of employment

21. Psychological Contract
Slide 1.20
Psychological Contract
Expectations employees have about the role they play & what employer provides in return
Concerns broad expectations
Not a written document – exists in people’s heads
Switch from old to new approach – involves less job security

22. Slide 1.21
Best Practice
Certain HR practices that will help organisations achieve competitive advantage
Clear link between HR activity and business performance
Best practice bundle – advanced selection methods, commitment to employee involvement, investment in T&D, individualised reward systems, etc.

23. Slide 1.22
Best Fit
Identifies link between HRM practice and achievement of competitive advantage
All is contingent on particular circumstances
HR policies are required that fit and are appropriate to situations
Key variables include – size, dominant product market, etc.

24. Future of Work – One Perspective
Slide 1.23
Future of Work – One Perspective
Speculative and impossible to prove
A world of work different in many respects than is currently experienced
Shift towards knowledge work
Job as we know it will become rarer
Long term work guarantees a thing of the past

25. Future of Work – A Different Perspective
Slide 1.24
Future of Work – A Different Perspective
Continuation of established approaches
Some reversal of trends that developed in 1980s and 1990
Continuation of traditional approaches towards employment

26. Summary (1 of 2) HRM is fundamental to all management activity
Slide 1.25
Summary (1 of 2)
HRM is fundamental to all management activity
HRM describes a body of management activities
HRM signifies a particular approach to carrying out these activities
HRM managers are concerned with meeting 4 distinct sets of organisational objectives

27. Slide 1.26
Summary (2 of 2)
HRM activities are carried out in various ways through the organisational structure
Current debate over HRM generally focus on the extent and nature of responses needed to face changes in the business environment
There are three main current HRM debates