Presentation on theme: "D39BU – Business Management in the Built Environment HR Management Dr. Turker Bayrak."— Presentation transcript:
D39BU – Business Management in the Built Environment HR Management Dr. Turker Bayrak
Personnel Management Human Resource Management High Commitment Management Talent Management … the same meaning! Different Terms…
What is HRM? The distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an integrated array of cultural, structural and personnel techniques. Storey (1995)
HRM reflects an attempt to redefine both the meaning of work and the way individual employees relate to their employers. (Keenoy and Anthony, 1992) HRM: A redefinition?
The Two Models of HRM Hard Model – Utilitarian Instrumentalism Soft Model – Developmental Humanism HR systems used to drive the strategic objective of the organisation. HR is just a factor of production HR used to maximised economic returns Treat employees as valued assets Employees are proactive inputs into productive processes Worthy of trust and collaboration, capable of development Focused on HR policies to deliver ‘resourceful’ humans.
Main Activities of HRM Recruitment and selection Training and development Human resource planning Provision of contracts Provision of fair treatment Equal opportunities Assessing performance of employees Employee counselling
Main Activities of HRM Organising: Organisation design Organisation development Job and role design Resourcing Human resource planning Talent management Recruitment and selection
Main Activities of HRM Performance management Training and Development Organisation and individual learning Management development Career management Reward management Pay systems Contingent pay Non-financial reward
Sub-contracting How did sub-contracting in construction industry affect human resource management? Instead of managing your own people, you have to manage sub-contractors. Loyalties of the people and the organisation might conflict. It is possible to sub-divide complex tasks into smaller packages.
Recruitment and Selection 1.Recruitment is a personnel function whereby the firm goes out into the marketplace to attract potential employees. 2.Selection is making the choice from those who come forward.
Recruitment Policies 1.Hidden recruitment uses companies internal people and it is not advertised to outside world. 2.Explicit policies appear in advertising. Group Activity: What are the implications of using one of these instead of other? Discuss and write down your conclusions. (Levander 2001)
Recruitment Policies 1.Hidden recruitment uses companies internal people and it is not advertised to outside world. It saves money from advertisements, Successful applicant will be familiar to management. Such practice motivates other employees 2.Explicit policies appear in advertising. It is important to avoid discrimination, Inform candidates about the processes, Recruit under your own banner rather than a recruitment agency (Levander 2001)
Recruitment Policies Question: Consider an economic recession. If you have advertised a job position and received a huge number of applications although the advert was very specific. What strategies would you use to reduce the number of applicants? What are the possible implications of your chosen method?
Recruitment Policies What are the main components of a job advert? What are the main considerations in designing them?
Job Description This is likely to be the most attractive part of the advert for applicants. Some contents might be; Title, Salary, Conditions such as hours, holidays, pensions, Content and responsibilities of job, Place in the organisation (Levander 2001)
Candidate Specifications When you are advertising the job, would you disclose all the specifications you are looking for in the advert? A framework for examination of candidates is as follows; 1.Physical make-up. 2.Attainments 3.General intelligence 4.Specialised aptitudes 5.Interests 6.Deposition 7.Circumstances
Selection Procedures This can have various forms including multi-stage processes with advertising, short-listing from the applicants, personality tests, and two or more rounds of interviews. The condition of the labour market will affect the difficulty level of the selection processes (Levander 2001)
Training What type of training is required? Who is to provide it? Where it is to take place? Who is to pay for it? (Levander 2001)
Setting Levels of Pay Kindly discuss how you can decide on the levels of pay for different jobs in the organisation? Education and training required Experience required Originality and creativity in the job Complexity of the job Responsibility for others Mental and physical demands of the job Difficulty of the conditions over which job is done (Levander 2001)