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Human Resource Management

2.1 Functions and evolution of human resource management


Demographic changes
- Migration
- Retirement age
- More women into work
- Technology
- Birth Rate
- Impacts population numbers e.g. ageing populations
- Mismatch in skills

Recruitment process
1. Study workforce place and identify where vacancies have arisen
2. Analyse the job to produce job description
3. Consider characteristics of suitable characters for a person specification
4. Decide on internal vs external recruitment
5. Decide on a source of advertising media
6. Place advertisement in most appropriate media
7. Issue application forms and request CV’s
8. Review application documentation
9. Invite shortlisted applicants for interview
10. Interview applicants
11. Choose most suitable applicant.

Reflection
What were you looking for in candidates?
Work experience, personality- ability to work with others,
What extra information from the candidates would help you?
references
What extra information from Riverland would help you?

What is the best method of getting information from candidates?

What is a job analysis?


This involves scrutinising the different components of a job,such as the routine tasks and responsibilities of
the post holder, to determine what the job entails. The job analysis helps to create two important documents
needed for the recruitment and selection of staff - the job description and the person specification

What is a job advert and what goes in one? What are the 5 TRAPS in designing effective job adverts?
suitable people as possible to apply for the vacant job.There are usually two documents that are produced
before writing a job advertisement: the job description and the person specification.
Truthful - The advertisement should not make exaggerated or misleading claims about the job, the pay or
the organization.Exaggeration and dishonesty might attract more applicants, but is unethical and can create
many problems for the business in the long term.
Relevant - Job advertisements need to be succinct in order to attract people's attention and interest.
Accurate - To minimise the number of unsuitable applicants for a job, the person specification and job
description must be precise.
Positive - An encouraging and upbeat job advertisement helps to attract people to apply for the job.
Short - Given that advertising space is expensive, only appropriate and necessary information should going
a job advertisement.
What is the difference between a job description and a person specification?
A job description is a document that outlines the details of a particular job. It refers specifically to what the
job entails rather than the type of person required for the job. It includes the job title and the roles, duties and
responsibilities of the post holder.
A person specification is a document that profiles the ideal candidate, such as the qualifications, skills, and
experiences sought by the employer. It also lists the personal attributes that the successful applicant should
have, such as the ability to lead a team and to think critically. F
What stages are there in the application process?
Application form
Curriculum vitae
Cover Letter
Interviews - different types and what makes an effective interview
Video-conferencing interviews
Telephone interviews
Face-to-face interviews
Group interviews.
Research has shown that the most effective interviews tend to follow a structured approach, with the same
core questions being asked of each candidate.
What are the 2 categories of interview questions?
Behavioural-based questions
Situational-based questions
What different types of tests can be used in recruitment?
Psychometric tests
Aptitude tests
Intelligence tests
Trade tests
What goes in an employment contract?
Written statement of the terms and conditions
The advantages and disadvantages or internal and external recruitment.

Advantages Disadvantages

Cost effective Fewer applicants


Less down-time ‘Dead wood’

Less risk Time-consuming

Motivational Internal politics

Off the job


Off-the-job training refers to training carried out off-site,e.g.at a tertiary college or hotel
conference room. First-aid training, for example, might require specialist trainers and
equipment that are not available in the business.

On the job
Refers to training carried out whilst at the workplace.
Induction training is a type of on-the-job training aimed at introducing new employees to the
organization.

Appraisal

Is a formal assessment of an employee's performance in fulfilling his/her job based on the


tasks and responsibilities set out in their job description.

Reasons for appraisal


- Assess performance
- Reflecting on performance
- Provide opportunity for praise
- Identify barriers hindering the performance of an employee
- Identify training needs
- Set targets/goals for improvement
- Aid professional development
- Aid management in assessing suitability for a pay rise/promotion
ypes of appraisal
- Formative
Formative appraisal is a planned (formative) and ongoing process in which appraisal evidence
is used by employees to inform them about what to do to improve their work practices.
- Summative
Summative appraisal is a written description of an employee's performance at work,
summarising personal performance and achievements during the year.
- 360-degree feedback
360-degree appraisal involves collecting evidence about the appraisee's job performance from
peers, subordinates, line managers or other parties (such as suppliers or customers) who have
direct contact with the employee.
- Self-appraisal
Self-appraisal involves employees appraising themselves based on predetermined criteria.
Appraisers are expected to be honest about their strengths and weaknesses.T
Research the appraisal type and present back to your class with
- Definition
- Details of process
- Benefits/drawbacks

If the overall rankings below moderate


- Issue advisory letter to employee
- Give advice on strategies for improvement
- Dialogue concerning consequences
- Closely monitor the performance of appraisee
- Dismissal if no improvements made.
Dismissal: Termination of workers employment
Fair Dismissal
- Incompetence
- Misconduct
- Gross misconduct
- Legal requirements
Dismissal process
1. Initial verbal warning
2. Official written warning
3. Dismissal
Grounds for immediate dismissal
- Employee is unfit for the position during the probation period
- A significant breach of the rules
- Neglect of duty
- Corruption that leads to substantial damage

2.3 Leadership and Management


Leadership styles
Democratic Leadership
Managers allow the workforce to take part in decision-making.
Autocratic Leadership
Managers make decisions alone, without consulting staff.
Paternalistic Leadership
Managers make all of the decisions but who have great concern for the welfare of employees.
Laissez-Faire Leadership
Managers leave most of the decisions to the workers.
First follower: Takes guts, support others, the first spark, followers are equals

Leadership vs. Management


- A leader - influences and insipires. Fosters motivation, respect, trust, loyalty.
- Management- ‘art of getting things done through people, focus on achieving specific
goals within a time frame
Significant differences between a leader and a manager
Time and devotion
Roles and responsibilities
Influence on others
Risk taking
Vision

Henri Fayol - five functions of management


1. Planning-management should plan and schedule every part of the process.
2. Organizing-management should also ensure that all the resources come together at the
right time.
3. Commanding-management must encourage and direct personnel.
4. Coordinating-management should make sure that personnel works together in a
cooperating manner.
5. Controlling- management should evaluate and ensure personnel follows the rules.
Charles Handy- three key roles of management.
The power culture- based on zeus, culture is centralised, power and influence.
The role culture-based on apollo, culture is a bureaucratic one , with strict procedures and
narrowly defined roles.
The task culture-based on athena, small team based, results and solution oriented and
marked by flexibility of the environment.
The person culture - based on dionysius, focuses on individual, value oriented and people
focused and geared to meeting employees self actualisation needs.
Peter F. drucker - functions of management- MBO.
MBO measures the performance of employees as compared to typical standards for the job.
The belief is that, if employees help determine those standards, they will be more likely to
fulfill them.
SMART method-specific, measurable, achievable, realistic and time-related.
KNOWLEDGE worker-By the measure of today's society, a knowledge worker is equivalent to
the executive of a company.
Decentralisation-Drucker was a believer in decentralization of management. He saw that
many leaders try to take on everything in a demonstration of power or a means of maintaining
control, under the assumption that only they can accomplish a task correctly. Drucker believed
that managers should delegate tasks in order to empower employees.

2.4 Motivation
Signs of poor motivation
High absenteeism rate
High labour turnover
High wastage
Low quality
Customer complaints
Poor punctuality
Disciplinary problems

Motivation
Refers to the desire, effort and passion to achieve something
The willingness to complete a task or job with enthusiasm.

Financial Rewards
Salary- annual salary paid in monthly installments
Wages
- Time and piece rates
- Hourly Rates
- Quantity of output rate
Commission- paid a percentage of sales or output
Profit related pay
Performance related pay
Employee share ownership schemes
Fringe benefits

Non-financial rewards
- Job enrichment (vertical loading)
More challenging jobs, more responsibility
- Job rotation
Performing a number of tasks in a systematic way
- Job enlargement
Broadening the number of workers, granting authority to be in charge of their own jobs
Delegation
Work participation
Continuous professional development (CPD)
- Purpose
The opportunity to make a difference -able to help others
- Teamwork
Departmental team
Cellular manufacturing
Quality circles

Benefits of increased motivation


Higher morale and job satisfaction
Improved corporate image
Better industrial relations
Lower staff turnover
Lower absenteeism
Higher profits

62.5

28800

Taylor

Maslow

Pink

Herzberg

Adams
2.5 Organization (corporate) culture

Culture: What is considered ‘normal’ in an environment.

What determines culture?

Importance of understanding organizational culture

Cultural intelligence or Cultural Quotient (CQ)


- The ability of an individual to blend into occupational, corporate and national culture
- Measures the ability of people to understand and adjust to unfamiliar situations
- Strength of organisation depends on the degree of unity among the staff- unified in
beliefs and values.

Handy’s types of culture

Types of culture
- Power culture- Enron, Lehman Brother and RBS
- Role Culture - schools
- Task culture- technology companies
- Person culture- lawyers, surgeons, accountants
Edgar Shein’s 3 levels of culture

Artefacts - superficial and behavioural aspects that can be easily seen but not easy to
understand - history, facilities, buildings, dress code.
Espoused Values - desired or expected culture - values that are important and committed to
Shared basic assumptions- deepest level of culture, unseen and not easily identified.
Subcultures and behaviours.
-
Deal and Kennedy
Two dimensional framework
- Feedback and reward - speed of feedback and level of rewards within an organisation.
If feedback is rapid, any unproductive conduct and inconsistent culture is quickly
removed.
- Risk- Degree of uncertainty. Drives workers or demotivates them.

Culture clashes

Reasons for
- Different comfort levels with diversity
- Different degrees of formality
- Different languages
- Different leadership styles
- Different orientations to tasks and people
- Different practices
- Different senses of time.
Early Indicators
- Lack of focus
- Preoccupation with the merger
- Sense of division
- Sense of isolation
- Unresponsive management
Consequences
- Misunderstandings and miscommunication
- Unhappy staff
- Compromises must be reached
- Resistance to change
- High costs of training/implementing changes
- National culture/disputes.

M- Mentor
O- Outreach
V- Vision
E- Engaging
R- Role Modelling

What do employees want?


What main issues might a trade union have to deal with?
- Increase pay
- Improve benefits
- Support with legal advice
- Providing financial support if unfair dismissal have taken place
- Upholding rights for training and professional development
- Pressuring employees to ensure equipment and machinery at work are safe to us
- Protect members health and safety
How do they get what they want?
Employees
- Negotationa
- Slow downs/ Go-slow
- Work to rule
- No overtime
- Strike action/walk out
- Collective bargaining
Employers
- Negotiations
- Collective bargaining
- Threat of redundancies (intimidation)
- Contract changes
- Lock outs
- Closure

Conflict
A situation of friction or mutually exclusive goals between two or more parties, such as
employers and employees.

Sources of conflict
Needs and Wants
- When needs and desire are ignored. Difference of opinions between rates of pay and
working conditions.
Perceptions
- What annoys one person may not annoy another
Values
- Incompatible beliefs, values or principles
Power
- People in power try to make others do something against their will or benefit
Feelings and Emotions
- People ignore feelings of others

Conflict Resolution
The course of action taken to resolve conflict and differences in opinions.
- Conciliation
- Arbitration
- Employee participation/Industrial Democracy
- No strike agreements
- Single-union agreements
Negotiation-> Compromise -> win-win Solution

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