HR lecture 9 - HR basics PDF

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HR basics...

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HR lecture 9; critical evaluation of practices in managing work and human resources -

Most good leaders have to be good managers; most good managers have to be good leaders. Not mutually exclusive of each other 5 million managers in the UK for a workforce of 30 million; this number is high – one manager for every 6 workers. This is not necessarily needed There is a need for managers; tells us about the development of people into the managerial workforce

Theoretical foundations: -

Taylor: managers should analyse work tasks so that those managers could find the ‘one best way’ to control work and reduce waste. This is a hard HRM example Fayol: identified basic functions of planning, organising, coordinating, commanding, and controlling work. Softer HRM approach; workers get the chance to improve their work

The Reality – study by Rosemary Stewart -

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Managers: worked at a brisk pace with little free time, spent a lot of time interacting with people, based a lot of their work on personal choice, did not work according to neat, well-organised models ‘there is no particular best model for managerial capability’

Mintzberg: study of fragmentation and variety in the way senior managers worked – Different roles of managers: -

Interpersonal; being a leader/liaison Informational; being a disseminator/spokesperson (inspirational) Decisional; entrepreneur, disturbance-handler, resource allocator or negotiator Looked at managerial tactics across over 60 different cultures Whichever context the leader is in; characteristics will be the same. Asked for these 3 good qualities in a leader The thing that varies; the way that things are communicated across to the workers

Leadership styles: -

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Transformational: when leaders and followers make each other advance to a higher level of morality and motivation. The leader acts with integrity; they inspire others and coach their employees. (soft HRM) Transactional: focuses on supervision, organisation, and performance. Style of leadership which focuses on rewards and punishments. Leader does not care about

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employees, just sees them as a resource. Relationship with manager is task orientated. (hard HRM) Passive/avoidance behaviour

Leadership and management development: ‘a planned and deliberate process to help leaders and managers become more effective.’ This is based on the existence of specified ideas, models and theories that leaders and managers need to learn in order to practice. Line managers attributions; need a good understanding of their employees needs so they can be a good link between employees and the top managers. The line managers are the glue

Two purposes for line management development strategies: (line manager – an employee who directly manages other employees and operations while reporting to a higher-ranking manager) -

To sustain the business by developing leaders and managers with the skills to carry out the determined roles. To advance the business by developing new models in fast-moving sectors and turbulent environments Line managers know the business inside out

Line managers are not immune to their own development; yes, they have got to the level they have got to through hard work etc. but does not mean they have no room for development. Need to look at their self-development A good leader is; about managing people and about managing yourself so you can constantly be a good leader How do we determine whether leaders and managers need LMD? Multisource feedback: appraisal by – -

Staff Fellow managers The person in charge Customers Suppliers Self

Typology of LMD activities:

Example: businesses tend to do a combination of the following or just one

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No point in training an individual for a job that they are not doing or that they will not be doing in the future; has to be job tailored Once you have these group based outcomes; what is the outcome for the company as a whole? Will find out if the teams need anything else through the research; does anything need changing?

LMD activities: -

Training events and courses, Competencies and typologies,

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The job

Concentrated in the individual emerges from other activities: -

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Practice-based learning; informal learning through experience and practice Experiential; outdoor management development Coaching and mentoring; coach gives directions, whereas the mentor is there for a guidance. More of an informal relationship. No goal to accomplish in mentoring; is more advice based, and is based on friendship and mutual trust. Mentors are a good source of company information. Coaching: goal orientated behaviour. Coaches help you to answer your own questions, so you can accomplish the goals. More structured meetings which usually occur regularly. Coaching = sort term, whereas mentoring is more long term Action learning; teams between 5-8 who review the learning

Emerges from other activities distributed in a group: -

Research and participative enquiry Large group interviews

Main predictors of employee well-being: -

High involvement management; includes functional flexibility, quality circles, suggestion schemes, teamwork, induction, interpersonal skills training, appraisal Consultative management; the extent to which managers at the workplace consult employees or their representatives Informative management; the extent to which management disseminates and shares information with its employees

Differences are important; get rid of differences, it gets rid of the chance for employees to come up with new, creative ideas. We cannot get rid of differences as it could stop the business from growing However, the difference in ideas can cause conflicts. Need to use difference effectively and come up with a middle ground that everyone agrees with. Collaborate, not comply Management capability; general: -

Barriers to change Training philosophy Importance of management development

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Management capability HR specific: Presence of a dedicated HR manager at the establishment Strategic integration of HR Proportion of management training related to ‘people management issues’

Combination of all factors:

Leader-member exchange: how leaders communicate with their team. What is the leaders presence like?

Commitment theory: affective, continuance and normative (transformational leadership styles are more likely to generate an affective commitment among their team members) Good member leadership exchange; the leader will communicate in an understanding way that reaches the employees psychological contract....