HRM210 workbook - Lecture notes 1-12 PDF

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All lecture notes from session one 2019...

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HRM210 Human Resource Management

Charles Sturt University Kaitlin Jeffries - 11626841

Business Economics Subject Outline Subject Coordinator: Joanna Carlisle Email: [email protected] Building/room number: 28/221

Pass requirements: Obtain 50% overall in both exam and subject. Must pass exam.

Prescribed Texts: 9780730363347 HR Management 9th edition hardcopy (I have 8th ed.)

Subject and assessment schedule: Week

Date

Topic

1

4th March

HRM and theoretical base

Required Readings 1

2

11th March

HR planning

2

3

18th March

Job analysis and design

5

4

25th March

4, 6 & 7

5

1st April

Recruitment, selection and EEO Performance management

6

8th April

Mid-session break

7 8 9

15th April 22nd April 29th April

10

6th May

Mid-session break Learning and development Career planning and management Rewarding human resources

11

13th May

Workplace health and safety

17

12 13 14 15 16

20th May 27th May 3rd June 10th June 17th June

Int. HRM HR information systems Assessing HRM effectiveness Exam Period Exam Period

19 & 20 3 21 & 13

Assessment items: Assessment item 1: Journal Value: 20% Due Date: 22.03.2019 Assessment item 2: Report Value: 45% Due Date: 26.04.2019 Assessment item 3: Voice presentation Value: 35% Due Date: 24.05.2019

Assessments

Assessment 1 due

8

9 10

Assessment 2 due

12

Assessment 3 due

Week One: HRM and its theoretical base Chapter One Human Resource Management involves the productive use of people in achieving the organisation’s strategic objectives and the satisfaction of individual employee needs. HRM is management but management is more than HRM (marketing, finance, production, operations etc.). The history of HRM  The Personnel Management perspective: th Late 18 century industrial revolution in England Development from the post-World War II until the 60’s  Human resource management (HRM) phenomenon from the 70’s to 90’s st  Next development: Human capital management (HCM) in the 21 century

Importance of HRM: Impact on employees; impact on management; potential future roles as HR professionals; impact of HRM on organisations. Objectives are measurable targets that are to be achieved within a certain time frame. The best employers:     

Can adapt to change Have strong positive cultures Recognise performance Encourage diversity Provide a safe and healthy work environment

Human capital refers to the skills, knowledge and abilities present in an organisation’s human resources. It is the product of learning, education and training. Social capital describes the strength of personal relationships existing within an organisation. It promotes knowledge sharing, employee motivation, teamwork, collaboration and willingness to get things done. Bottom line refers to the result, such as net profit after taxes. Management is the art of getting things done through people.

Approaches to HRM Instrumental HRM – Stresses the rational, quantitative and strategic aspects of managing HR. Performance improvement and improved competitive advantage are highlighted. Humanistic HRM – Recognises the need for the integration of HR policies and practices with the organisation’s strategic objectives, but places emphasis on employee development, collaboration, participation, trust and informed choice.

The roles of a HR manager        

Change and cultural transformation catalyst Talent manager Employee advocate Organisation ambassador Strategic partner Legal adviser HR functional expert Board and senior executive resource counsellor

Strategic partner refers to HR managers being an essential part of the management team running an organisation and contributing to the achievement of the organisation’s objectives by translating business strategy into action. Administrative experts – HR professionals must be able to re-engineer HR activities through the use of technology, process engineering and total quality management. Employee advocate - requires the HR manager to be the employee’s voice in management decisions. Change agent - The HR manager needs to serve as a catalyst for change within the organisation. This can be achieved by leading change in the HR function and by developing problem-solving communication and influence skills. In short, the HR manager must know how to manage change.

HRM activities             

Job analysis Human resource planning Recruitment Selection Performance appraisal Training & development Career planning and development Employee motivation Compensation Benefits Industrial relations Health & safety programs Management of diversity

Ethics & HRM Managers are increasingly faced with complex, ambiguous and conflicting issues regarding HRM, involving moral dilemmas and behavioural standards. Some contentious issues: terminations, job insecurity, stress, use of child labour, performance bonuses etc.

Factors that influence ethical behaviour Personality, culture, situation and importance to individual, corporate culture and the existence of clear and unambiguous organisational policies and codes of conduct.

Strategic HRM (SHRM)

*** Within assessments ensure any recommendations for HRM align with the goals of the organisation. IMPORTANT.

The HRM challenge HRM managers need to:     

Be strategic contributors Show value of HR function to organisation Be advocate for employees Demonstration professionalism Demonstrate connection between HR, performance and employee wellbeing.

Week Two: Human Resource Planning (HRP) Chapter Two Human Resource Planning is the process of systematically reviewing HR requirements to ensure that the required number of people, with the required knowledge and skills and abilities, are available when needed. It is also known as employment planning.

Strategies   

Retrenchment Stability Growth

The purpose of HRP To ensure that a predetermined number of persons with the appropriate knowledge, skills and abilities are available at a specified time in the future. Issues 

Scarcity of talent



Short term vs long term needs

Key HRP issues 





Globalisation o

Movement of labour across locations/countries

o

The ‘brain drain’

Women in the workforce o

Flexible work practices and family support

o

Declining birth rates

Academic standards o

Declining and diluted

o

Commentator: ‘focus on migration not education’

HRP forecasts 

A forecast of the demand for human resources within the organisation



A forecast of the supply of human resources available within the organisation



A forecast for the supply of external human resources

Approaches to HR 



Quantitative methods o

Use statistical and mathematical techniques

o

Used by theoreticians and professional HR planners in large organisations.

Qualitative methods o

Use expert opinion (usually a line managers’)

o

The focus is on evaluations of employee performance and promotability as well as management and career development.

Internal demand – qualitative 

Expert opinion o



Delphi technique o



Expert = usually the line manager

Individual decision making, followed by collation of results and redistribution of information until consensus is reached

Nominal group technique o

Independent idea generation, followed by a group presentation and ranking of options

Internal demand – quantitative 

Trend analysis o



Or Time Series Analysis, makes predictions by projecting past and present trends into the future

Econometric modelling and multiple predictive techniques o

Building complex computer models to simulate future events based on probabilities and multiple assumptions

Internal supply qualitative 

Skills inventory o



Replacement charts o



May be simple and manual or detailed and maintained as part of the HR information system

Visual representation of which employee will replace the existing incumbent in a designated position when vacant

Succession planning o

Systematic, long-term career development activity focusing on preparing high potential employees for the future

Internal supply quantitative 



Turnover analysis o

Examination of why employees leave an organisation.

o

Data: retirement, death, illness or disability, resignation, retrenchment or termination.

Markov analysis o

Mathematical technique used to forecast the availability of internal job applicants.

o

Matrix developed to assess probability of moves.

Factors affecting the external supply of human resources 

The ageing population



When the number of older people increases relative to the number of younger people in the population o

e.g. Australia, Hong Kong, Japan, Singapore, South Korea, Taiwan and the US



How to tap into the knowledge and experience of older workers while keeping promotion opportunities open to the young



Increase in female participation rates



Changes in the rate of immigration



Rise of child labour: o

Slavery, debt bondage, prostitution, pornography, and forced recruitment for use in armed conflict

Casualisation of the workforce 

Contingent worker = temporary or part-time



24% of employees are casual



Issues — pros and cons o

Cons: Job insecurity, lack of training, poor career opportunities, adverse occupational health and safety outcomes, and marginalisation

o

Pros: greater choice, worker satisfaction and flexibility

Outsourcing 

Subcontracting work to an outside company that specialises in and is more efficient at doing that kind of work.



Offshoring = international outsourcing



Reasons to outsource: o

An increased focus on the core business

o

Cost and quality

o

Access to improved technology

o

Elimination of union problems

International employees 

Top Australians being head hunted overseas



Labour exports earn China more than US$3 billion per year



Technological advances in communications and transportation and increased labour mobility have facilitated the internationalisation of business

Successful HRP – the role of HR 

HR personnel to understand the role of HRP processes



Top management to be supportive



Not to start with an overly complex system



Healthy communications between HR personnel and line managers



HR plan to be integrated with the organisation’s strategic plan



Balance between qualitative and quantitative approaches

Reading One – Workforce management for worldwide workers Purpose 

The purpose of this article is to highlight the need for human resources (HR) specialists to ensure that there is one record of each employee that integrates information on his or her history, past training and future needs in an easy-to-view system.

Design/methodology/approach 

Underlines the advantages that such a record can bring.

Findings 

Argues that global businesses need tools to help them to overcome the complexity of communicating with, and efficiently deploying, managing and developing, a dispersed workforce without compromising operational efficiency. Tracking and catering for the needs of field-based or shift employees can be particularly challenging. There are also important compliance issues.

Practical implications 

Demonstrates that having the ability to quickly and easily view and analyze employee and workforce data around training, learning and compliance means that management and HR teams can make strategic decisions around regulation, compliance and training needs based on relevant and up-to-date information.

Social implications 

Highlights how the training requests of employees themselves can also be more easily handled by having a central information repository.

Reading Two – Who does workforce planning well? Purpose This paper sets out to disseminate new knowledge about workforce planning, a crucial health sector issue. The Health Select Committee criticised NHS England’s failure to develop and apply effective workforce planning. The Workforce Review Team (WRT) commissioned the Institute for Employment Research, Warwick University, to undertake a “rapid review” of global literature to identify good practice. A workforce planning overview, its theoretical principles, good practice exemplars are provided before discussing their application to healthcare.

Design/methodology/approach The literature review, undertaken September-November 2007, determined the current workforce planning evidence within and outside health service provision and any consensus on successful workforce planning.

Findings Much of the literature was descriptive and there was a lack of comparative or evaluative researchbased evidence to inform UK healthcare workforce planning. Workforce planning practices were similar in other countries.

Practical implications There was no evidence to challenge current WRT approaches to NHS England workforce planning. There are several indications about how this might be extended and improved, given additional resources. The evidence-base for workforce planning would be strengthened by robust and authoritative studies.

Week Three: Job analysis and design Chapter 5 A Span of control is the number of subordinates directly reporting to a manager. Job analysis refers to a systematic investigation of the tasks, duties and responsibilities of a job and the necessary knowledge, skills and abilities a person needs to perform the job adequately. Job description is a written statement explaining the purpose of the job, what activities are performed, the conditions under which they are accomplished, and the performance standards required. Demarcation refers to an exclusive right that restricts a specific type of work to members of a particular union. In practice, it operates as a form of job protection. Job specification: A written statement of the formal qualifications, knowledge, skills, abilities and personal characteristics a person needs to perform a given job successfully. Observation: The job analyst observes an employee working and records the duties performed. Interviews: The job analyst interviews the job holder about the duties performed. Job analysis questionnaire: Questionnaire specially designed to collect information about job content, how the job is done, and the personal requirements needed to do the job successfully. Diary/log: The employee keeps a written record of the duties they perform. Critical incident: An example of employee behaviour that illustrates effective or ineffective job performance. ANZSCO: The Australian and New Zealand classification of occupations, which provides comprehensive occupational data. Position analysis questionnaire (PAQ): Job analysis technique that uses a structured questionnaire for quantitatively assessing jobs.

Management position description questionnaire (MPDQ): Job analysis technique that uses a behaviourally oriented, structured questionnaire to describe, compare, classify and evaluate management positions. Position classification inventory (PCI): Job analysis inventory that can be used to classify occupations and assess person-job fit. Competency profiling: Job analysis method that focuses on the skills and behaviours needed to perform a job successfully. Behavioural event interview (BEI): Generates information about the job and what the job holder thinks, feels and hopes to achieve in the job. Job design: Specification of the content of a job, the material and equipment required to do the job, and the relationship of the job to other jobs. Job specialisation or simplification involves employees performing standardised, repetitive and routine reads. Job enlargement: The horizontal expansion of a job by adding similar level responsibilities. Horizontal loading: Job enrichment through the addition of tasks of a similar nature. Job rotation: Increases task variety by moving employees from one task to another. Job enrichment: The vertical expansion of a job by adding planning and decision-making responsibilities. Vertical loading: Job enrichment through increased opportunities for responsibility, decision making, recognition, personal growth and achievement. Socio-technical enrichment: Focuses on the relationship between technology and groups of workers. The aim is to integrate people with technology. Autonomous work teams: Represent job enrichment at the group level. This is achieved by creating self-managed work teams responsible for accomplishing defined performance objectives. Job characteristics model (JCM): An example of comprehensive job enrichment. It combines both horizontal and vertical loading to stimulate employee motivation and satisfaction. Skills variety: The degree to which a job holder requires a variety of activities, skills, and talents to perform the job. Task identity: Means doing an identifiable piece of work, thus enabling the worker to have a sense of responsibility and pride. Task significance: Means knowing that the work that one does is important to others in the organisation and outside it. Autonomy: The extent to which the job provides the employee freedom to plan, schedule and decide about work procedures. Feedback: The extent to which the job permits the employee to obtain clear and direct knowledge about how well they are doing.

Quality of work life (QWL): Involves the implementation of HRM policies and practices designed to promote organisational performance and employee wellbeing (including management style, freedom to make decisions, pay and benefits, working conditions, safety and meaningful work). Ergonomics: The study of the relationship between a worker’s physical characteristics and their work environment. Flexitime: A system that allows employees to choose their own starting and finishing times within a broad range of available hours. Job sharing: Involves the splitting of a permanent full-time job between two or more workers.

Week four: Recruitment and selection Chapter 4 Employment contract: An informal (oral) or formal (written) legally binding agreement between an employer and an employee specifying the legal rights and ob...