MPO5 Managing Human Resources PDF

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Managing human resources

6/9/20

Human resource management (HRM) ● Attracts and s  elects employees according to strategic direction and intent of org ● Manages and facilitates c  areer development and advancement of employees ● Dealing with current rules, laws and legislation in industrial relations and other policy areas such as occupational health and safety legislation, equity and diversity and anti-discrimination laws ● Ensuring u  niform procedures and company HR policy info is available to staff and mgmt on all aspects of employment Michigan Model = Hard HRM Fombrun, Tichy and Devanna, 1984 ● Taylorist (bureaucratic) roots ○ Workers distrusted → lazy, irresponsible, self-interested ● Company and ind. interests diametrically opposed ○ Workers need controlling ● Employees = resource, machine or means ● People motivated by extrinsic rewards (McGregor’s theory X) ● HRM role: Furthering the competitive advantage of the org by matching people to tasks Harvard Model = Soft HRM Beer et al, 1984 ● Human relations tradition ○ Workers seek relationships, meaning and fulfillment in worry ○ Commitment through empowerment, self-direction and communication ● Motivated by intrinsic rewards (McGregor’s theory Y) ● Matches jobs to people and provides training and development ● HRM focus on organisational performance with equal concern for employee well being Power/trust relations Work, Power and Trust Relations ● Soft model more likely applied to employees regarded as professionals in high trust/high power roles ○ → clinicians, corporate lawyers, professors etc. ● Hard model more likely applied to employees in low trust/low power relations ○ → machine operatives, labourers, shop assistants ● Low trust = low power, high power = high trust ● E.g. Noni B to cut staff as those who remain complain they are overworked Doing HRM: Recruiting and selecting ● How to recruit: Reaching target populations ● How to select:

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Job duty statement prepared (essential and desirable criteria) Applicant fills in job application If shortlisted → selection interview

Doing HRM: Recruiting and developing ● How to recruit: Embedding those the org wants to keep through: ○ Awards, promotions and remuneration ○ Lawler’s ‘virtuous spiral’ ● How to develop: M  ethods and approaches used to ○ Enhance, transform and better utilise staff knowledge, skills and capabilities – training, mentoring and education. ○ Making ‘obsolete human capital ‘redundant’ – ‘letting them go …’ Common appraisal methods ● Performance appraisal interviews: Supervisor/supervisee one-to-one ● 360 degree feedback: Survey based approach ● Behaviourally anchored rating scale (BARS): Assessment against a range of prescribed performance criteria on a set of tasks  job knowledge, ● Graphic Rating Scales (GRS): Rating on items such as attendance, and customer service, quality of work, corporate citizenship behaviours, presentation and personal appearance Is HRM strategic? ● Haynes Royal Commission: Likely to make HRM more strategic: personnel practices were critical in allowing the criminal and ethical behaviour revealed when, after 27 refusals to acknowledge anything was wrong, Government acted. Strategic HRM: aligning HRM and corporate strategy Strategy formulation 1. Deciding what business the company will be in, formulating a strategic vision and generating a set of values and a general strategy 2. Identifying strategic business issues and setting strategic objectives 3. Crafting a set of strategic plans of action for meeting the objectives.

Strategy implementation 1. Developing and implementing the strategic plans of action for functional units 2. Evaluating, revising and refocusing for the future.

HRM and generational stereotyping ● Baby boomers (1946–1964) ○ Hard work, c  areer orientation

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○ Entering retirement = Replacement/Knowledge transfer Generation X or Baby-Busters (1965–1980) ○ Work-life balance ○ Require s  mart/flexible work arrangements Generation Y or Millenniums (1981+) ○ Less interest in job security ○ Rely on family, collaborative work in groups ○ Difficulty for organizations geared towards workplace competition ○ Difficult to motivate with usual control/reward tools

Knowledge intensive organizations build: Human capital advantage ●

The employment of talent and the advantage that the organization derives from that talent.

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For this reason high levels of effort and expenditure should go into the recruitment, selection, and retention of exceptional and talented staff.

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The knowledge, skills, and qualities of these talented people lead to desirable organizational outcomes.

Human process advantage ●

The highly evolved processes that are difficult to imitate, such as systems of cross-departmental cooperation, executive development, and so on.

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Create preconditions for organizational functioning and synergy between people and processes through job design, policies, and so on

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The emphasis is on process delivering outcomes rather than the specific knowledge of employees delivering outcomes.

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Equity and HR Functions ● Prohibited interview questions: Marital status/children, race, religion, age, sexual orientation, disability, health ● Discrimination: Refuse to hire, discipline, fire, deny training, pay less/demote, harass ● Sexual harassment: Rubbing shoulders, lewd comments, email jokes, pictures posted ● Negligent retention: Failure to remove employee from position of authority after misuse of authority poses danger to others ● Wrongful termination: Refusing to break the law, retaliation for discrimination claim, taking parental leave, not following own rules/policies, for reasons not included in contract Discrimination in Workplace Recruitment ● Human Capital Lens assumes equal treatment in recruitment based upon skills (qualifications, experience, knowledge) ● Fails to consider organizational factors: ○ Client ethnicity ○ Management style ○ Restricted job specifications ○ Labour market structures ■ Highly gendered occupational areas ■ Primary and secondary labour markets ● The primary labour market is a market that generally consists of high- wage paying jobs, social security, and longer-lasting careers

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The secondary labour market usually consists of low-wage paying jobs, limited mobility within jobs, and temporary careers.

Occupational Health and Safety (OHS) ● Legislation, policies, acts, practices & processes aimed at protecting all workers from injury & death in the workplace: ○ Machines ○ Confined spaces ○ Noise ○ Temperature extremes ○ Toxic environments ○ Psychological stress ○ Bullying ○ Burnout ○ Sexual harassment Unions: ABS Data ● The number of union members who listed their occupation as “manager” (89,900) or “professional” (543,300) easily exceeded the combined number of those who recorded their calling as a trade or technical worker (195,200), a sales worker (89,800), a machinery operator or driver (138,600) or a labourer (146,800). ● So the image that many of us have of a union member – a militant building worker who belongs to the Construction Forestry Mining & Energy Union – is a misnomer. In fact, despite the CFMEU’s prominence in the media, union density in the construction industry stands at only 9.4%. ● In the private sector, union density now stands at 10.1%. In the public sector, the percentage of workers in this domain holding a union ticket fell by 4.9 percentage points to 38.5%. What do unions do? ● Unions ○ An association of wage-earning employees mobilized & organized in order to represent its constituents’ interests ○ Main roles: negotiation & assistance of members ● Historical contributions ○ Overtime pay ○ Reduced work hours ○ Holiday leave ○ Paid maternity/paternity leave ● Role subject to periodic by changing government regulation: solidarism versus liberalism

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Solidarism versus liberalism in employment agreements Solidarism

Liberalism

Collective agreements ● These refer to a written agreement, made between the employer and the employees, which sets out the terms and conditions of employment.

Individual agreements ● As the term suggests, these refer to the process of individuals negotiating the terms and conditions of their work, including pay, rewards and remuneration, and so on.

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Usually made between a union, as a body representing employees, and an employer.

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Made on an individual basis between employees and employers

Collective agreements are typical of social democratic approaches to industrial relations.

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Typical of neo-liberal approaches to industrial relations

Managing Resources (Clegg et al. 2019) ● Natural ● Energy ● Financial ● Technological ● Informational ● Online ● Human? (are we sill in the slave trade?; humans are not merely expendable resources!) Summary ● The hard-Michigan model of HRM was based upon Taylorist-bureaucratic assumptions ● The competing soft-Harvard model of HRM is based upon humanistic assumptions ● Strategic HRM is based upon integrating HRM practices with the company’s specific business model ● The role of unions ● Generational changes are also important to consider

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