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Week 8 - Human Resource Management 2023-2024

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17 views18 pages

Week 8 - Human Resource Management 2023-2024

Uploaded by

neerajgup_
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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C17EB – Management in a Global Context

Week 8 Human Resource Management


Session Aims
• To introduce students to the role of managing
people in organisations

• To develop an understanding of key HRM


functions
Human resource planning
Recruitment and selection
Reward management
Managing diversity
The emergence of HRM
The growth of HRM has been attributed to:

• More globally integrated markets

• Success in the 1980s of countries such as Japan and West


Germany

• ‘Companies of excellence’ literature

• Changing composition of the workforce

• Decline in trade unions


Defining HRM
• HRM refers to all those activities associated with the
management of work and people in organisations

• It involves:
 Employee influence (employee involvement in decision
making)
 Work systems (work design, supervisory style)
 Human resource flow (recruitment, selection and training)
 Reward management (pay & other benefits)

Beer et al., 1984)


Human resource planning
• Detailed analysis of the size and nature of the
workforce to fulfil the organisation’s strategy

• 3 Stages of human resource planning


 Forecasting
 Job analysis
 Recruitment and selection
Forecasting
• Identify staff requirements and their availability –
demand and supply of staff)

• Limitations of forecasting techniques encourage


managers to create more flexibility as an
alternative way to balance supply and demand
Job analysis
• Job analysis is the process of determining the
characteristics of an area of work according to a
prescribed set of dimensions

• Job description - identifies the job title, context,


job contents, duties and responsibilities to guide
selection, training and performance appraisal

• Person specifications – key attributes /


competencies required to undertake the role
Recruitment
• Recruitment aims to produce a good pool of
applicants (e.g. advertise on the Internet or in
newspapers or journals, word of mouth, career
fairs, employment agencies)
Selection
• The selection process aims to select the best
applicant to fit the job
Selection methods
• Interviews

• Personality tests

• Assessment centres
Interview
Still the main way of selecting candidates and there are strong
arguments in favour & against. Can be telephone, online or f2f
Pros Cons
• Probe areas in depth, get an all • Interview errors e.g.
round picture of the candidate
bias, stereotype,
contrast effect, etc.
• Can ask candidates for examples
from real-life experience
• Skills of the interviewers
• Can test listening & verbal skills

• Makes candidates ‘think on their


feet
Personality tests
• A personality test is a sample of attributes
obtained under standardised conditions that
applies specific scoring rules to obtain
quantitative information for those attributes that
the test is designed to measure.

• Standard and scientific method to measure


mental and behaviour
Assessment centres
• Assessment centres are multiple selection
techniques designed and several assessors to
obtain a comprehensive picture of a candidate’s
abilities and potential.

• Deemed to be more accurate predictions of


performance.

• Watch video on assessment centre:

https://www.youtube.com/watch?v=T6nVuwr31w
Predictive
accuracy of
selection
methods
Approaches to reward
management
• Reward management aims to align employer
and employee objectives by encouraging action
in line with organisational goals.

• Approaches to reward management:


Equal opportunities and
diversity
• Torrington et al. (2008) distinguished two broad
approaches to these topics:

 Equal opportunities – legislation is to encourage


or require employers to create systems and
procedures to ensure fair treatment of minority
groups (gender, race, disability, age)

 Diversity management – the focus is on


improving the opportunities for individuals,
whatever their background, by stressing the
value which a more diverse workforce can add
Summary
• There is no single definition of HRM

• People as key resource

• Organisations are dependent on people

• Adding value depends on suitable policies for


managing people
References
Boddy, D. (2020), Chapter 11

Peters, T.J., and Waterman, D.H. (1982) In Search of Excellence, London:


Harper & Row

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