Presentation on theme: "UNIT 22- Managing Human Resources"— Presentation transcript:
1 UNIT 22- Managing Human Resources Introduction to Managing Human Resources - Session 1
2 SESSION AIMS By the end of the session students will be able to: Define and Understand the Notion of HRMUnderstand the Various HRM activities and their ImportanceExamine Storey’s ‘Hard’ and ‘Soft’ perspectives of HRM
3 What is Human Resource Management (HRM) ? All organisations have people- they have Human Resources (HR)Regardless of the size of an organisation or the extent of its resources, the organisation survives and thrives because of the capabilities and performance of its peopleHuman Resources (HR) department is the part of the organisation that deals with peopleHuman Resource Management (HRM) means acquiring developing and supporting staff as well as ensuring they fulfill their roles at work
4 DEFINITIONS OF HRMTorrington etal (2005) “ It is a series of activities which first enables working people and the organisation which uses their skills to agree about the objective and nature of their working relationship and secondly, ensure that the agreement is fulfilled.”
5 DEFINITIONS OF HRMThe policies and practices in carrying out the “people” or Human Resource (HR) aspects of a management position including, recruiting, screening, training, rewarding and appraising (Dessler, 1999).CIPD, (2011)- “The design, implementation and maintenance of strategies to manage people for optimum business performance including the development of policies and process to support these strategies”
6 EVOLUTION OF HRMThe 1980’s and 1990’s saw ‘Human Resource Management’(HRM) replace ‘Personnel Management’Re-organisation of work of personnel departmentDistinctively different with new management approachLong term rather than short term perspectivePsychological contract of commitmentMaximum utilisation of resources
7 IMPORTANCE OF HRM HR is the largest revenue cost of any organisation It is a volatile resource- requires sensitive handlingHR is a store of corporate knowledge and the means of service deliveryRetaining and developing talented HR enables a business to gain a sustainable competitive advantage
8 HRM ACTIVITIES HR Planning Recruitment and Selection Training and DevelopmentReward and Compensation ManagementPerformance ManagementEmployee Relations
9 ‘Hard’ and ‘Soft’ HRMStorey (1989) has distinguished between ‘Hard’ and ‘Soft’ forms of HRM‘Hard’ HRM focuses on the resource side of human resources. It emphasises costs in the form of 'headcounts' and places control firmly in the hands of management.Their role is to manage numbers effectively, keeping the workforce closely matched with requirements in terms of both bodies and behaviour.
10 ‘Hard’ and ‘Soft’ HRM'Soft' HRM, on the other hand, stresses the 'human' aspects of HRM. Its concerns are with communication and motivation. People are led rather than managed. They are involved in determining and realising strategic objectives.
11 OVERVIEW OF THE ROLE OF HR Support and advise line managersEnsure staff available to meet organisational needsProvide developmental supportAppraisalTrainingPromotionEnsure pay and benefits are in line with expectationsDeal with problematic employeesDevelopDismissal
12 OVERVIEW OF HRM FUNCTIONS The company rather than the state or trade union provide employee security and welfareHRM focuses on achieving organisational goals through individual achievementProviding the right person in the right placeDirecting positive employee communication and involvementOptimise co-operation and loyalty
13 OVERVIEW OF WHY HRM?HRM equipped with strategy - a new set of tools and measuresPeople issues are now recognised as being central to the success of any organisation as a consequence of which human resources has assumed a higher profileSenior management meeting address concernsStaffing levelsRecruitmentManagement DevelopmentRetention
14 TASKS Define the term ‘Human Resource Management’ (HRM) Discuss the importance of various HRM activities for organisations with reference to relevant examplesIdentify and comment on Storey’s model of HRM