Human Resource Management Foundation Degree in Business Elspeth

Human Resource Management Foundation Degree in Business Elspeth Woods

Aims & Objective of the unit • • • By the end of the semester you will be able to: Evaluate personnel management and Human Resource Management Evaluate the application of Human Capital Management Analyse and apply the processes involved in recruiting employees Understand how to reward employees in order to motivate and retain them Have a good understanding of the issues surrounding equality and diversity in the workplace

GROUP ACTIVITY! What do you know about HR? � In small groups establish what you know about HR, who does it? What is it? What do people generally think of HR? What do you think about HR? � Prepare a brief presentation to put forward your findings to the group at our next session (5 th March)

HRM – some definitions A strategic, integrated and coherent approach to the employment, development and well-being of the people working in organisations � “All management decisions and action that affect the nature of the relationship between the organisation and its employees – its human resources” (Beer et al 1984) � “A 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) � “The management of work and people towards desired ends” (Boxall et al 2007)

Objectives of HRM � To ensure that an organisation is able to achieve success through people � To increase organisational effectiveness and capability � To be concerned with the rights and needs of people in organisations through exercise of social responsibility

Characteristics of HRM ‘Human resource management covers a vast array of activities and shows a huge range of variations across occupations, organizational levels, business units, firms, industries and societies’ (Boxall et al, 2007). It can: ● ● ● be diverse (hard or soft); be strategic; be business-oriented; focus on mutuality – a state that exists when management and employees are interdependent and both benefit from this interdependency; take a unitary view – the belief that management and employees share the same concerns and it is therefore in both their interests to work together; treat people as assets or human capital.

For Next Week… � Have a look at the work of David Guest – I’ve attached a model showing his belief that there has to be a link between HRM and Organisation Performance to get you started � We’ll be discussing this in more detail next week – see what you can find out about before then.

THE DAVID GUEST MODEL OF THE LINK BETWEEN HRM AND PERFORMANCE HR effectiveness Business strategy HR practices HR outcomes: Employee competence, commitment and flexibility HR strategy Quality of goods and services Financial performance Productivity Source: D Guest et al, Effective People Management, CIPD, 2000 This resource is part of a range offered free to academics and/or students using Armstrong’s Handbook of Human Resource Management Practice , 11 th edition, as part of their course. For more academic resources and other FREE material, please visit www. koganpage. com/resources and then click on