1. Changing Role Of HRM

2. Hiller et. al (1993) comments that:
"The greatest single reward that any manager can receive is to have his or her subordinates say that they are better workers because of the manager's leadership. Such an attitude builds morale and loyalty, and these will accomplish the impossible".

3. Who then is responsible for Managing People?
Everybody in the organisation.

4. Expectations of the HR role
Karen Legge 1978
Conformist innovator
Deviant innovator
Problem solver
Tyson & Fell 1986
Clerk of the works
Contracts manager
Architect
Storey 1992
Handmaiden
Regulator
Adviser
Change maker

5. Expectations of the HR role
Wilkinson & MArchington 1994
Facilitator
Internal contractor
Hidden persuader
Change agent
Ulrich 1998
Administrative expert
Employee champion
Business partner

6. There is ‘good reason for HR’s struggling reputation.
HR’s reputation
There is ‘good reason for HR’s struggling reputation.
It is often
ineffective,
incompetent, and
costly and in a phrase,
it is value depleting.

7. Operational & day to day
Ulrichs’ model
To overcome this reputation, he argues that HR must adopt these four roles;
FOCUS
Strategic & forward looking
STRATEGIC PARTNER
CHANGE AGENT
ACTIVITIES
Management of process
Management of people
ADMINISTRATIVE EXPERT
EMPLOYEE CHAMPION
Operational & day to day

8. Ulrich’s model
Business partner: Partner in strategy execution and ensuring that it is developed and put into effect
Administrative expert: Expertise in organisation of work and deliver administrative efficiency
Employee champion: Voice of employee representation and work in improving their contribution
Change agent: agent of continuous transformation, shaping processes and culture to improve the organisational capacity for change.

9. Outsourcing HR function
Most widespread areas of HR work undertaken by consultants
Training and Management Development
Recruitment,
Selection, and
Outplacement

10. 4 reasons why employers turn to external consultants
Consultants provide expertise on time that is not available internally
Provide independent views and opinion (theoretically) free from internal influence
HR function can be more strategic by outsourcing routine, clerical and administrative duties
Cost savings

11. Line managers and HR Specialists
Line managers now have far greater responsibility for HR issues
Line managers work more in conjunction with specialists

12. Aspects of HRM line managers are most likely to take
Rarely did line managers take lead on HR policy issues
Line managers playing greater part is resourcing and employee relations while in development and reward the professionals still had a significant role
Work in conjunction but depends on the power base of the managers

13. Training line managers for people management function
‘Most of managing people is common sense anyway. When ever an issue comes up it is always where you have had no preparation …. you can deal with it if you consider the issues carefully.’

14. How HR can support middle managers
HR strategies should be composed of broad themes that can then be contextualised
Middle managers should be encouraged to contribute towards elaboration of these themes
The HR function should be organised to allow HR professionals to work closely with line managers
The development of middle managers is directed towards their contribution to strategic change

15. Responsibility for HRM
The key characteristics of distinctiveness in the modern form of HRM is the decentralisation of HR responsibilities to line management
Line responsibility is basic to its effective practice

16. Role of line management
‘the role of line management is no more restricted to monitoring and organising production but also achieving the HRM goals of commitment, quality, flexibility and ultimately the profitability of subordinates.
Thus it is implied, both implicitly and explicitly, that the role of line management is expanded or redefined so that it incorporates “people responsibilities” rather than purely “technical responsibilities”.

17. Responsibility for HRM
Sandy Adironadack in her book Just About Managing has suggested that Human Resource Management (Personnel Management) should involve:
ensuring the organisation has clear, appropriate and workable policies and procedures for all aspects of employment and volunteering;
ensuring the organisation's policies and procedures comply with legal requirements, and are updated to comply with changes in the law;
ensuring all staff, whether paid or voluntary, are properly recruited, inducted, supervised, trained and supported;

18. contd.
ensuring all workers feel they are a valued part of the team and organisation;
involving workers in discussions and decisions which affect their work or working environment, and ensuring they have adequate information and time to participate;
ensuring workers know what they are supposed to be doing, how to do it and how it fits into the organisation's overall work;
helping workers plan work and assess priorities;
helping workers recognise and overcome intellectual, technical or personal difficulties affecting their work;

19. contd.
ensuring workers have opportunities to learn, change and develop within their work;
setting deadlines and information workers about them, implementing procedures to monitor work against the, changing them as required;
setting standards of performance(quality of work and/or behaviour) and implementing procedures to monitor them;
dealing with poor time-keeping, poor work performance, and other potential or actual disciplinary matters;

20. contd.
creating and maintaining a safe and pleasant physical environment;
creating and maintaining a good emotional environment;
helping sort out conflicts within the group;
dealing with worker's concerns and grievances