Jay Hays

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Human Resource Management
Jay Hays
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Human Resource Management
Managers must find ways to get the highest level
of contribution from their workers. And they
will not be able to do that unless they are aware
of the many ways that their under-standing of
diversity relates to how well, or how poorly,
people contribute.
R. Roosevelt Thomas Jr., p 320
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• Human Resource Management
• The process of attracting, developing and
  maintaining a talented and energetic workforce to
  support organisational mission, objectives and
  strategies. p 321

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• Human Resource Management
• 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.

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• HRM Includes
• Employment Issues
• Discrimination,
• Equal Employment Opportunity
• Harassment
• Affirmative Action
• Diversity Management
• Occupational Health and Safety
• Industrial Relations

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• HRM Includes
• Employment Issues
• Recruitment
• Selection
• Induction / Orientation
• Training and Professional Development
• Performance Appraisal and Management
• Career Development
• Quality of Work Life
• Retention and Turnover

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PRINCIPLES OF HRM

• Strategic integration
• Organisational flexibility
• Commitment
• Quality

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STRATEGIC INTEGRATION

• An attempt to treat all labour management
  processes from recruitment and training to
  remuneration and retrenchment in a strategic
  fashion by integrating them with the broader
  business concerns of the enterprise.

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STRATEGIC HRM

• People are not just another cost or factor of
  production. They are the key to competitive
  advantage.
• Close fit between human resources, internal
  processes and the external environment.
• Devolution of responsibility for labour
  management to line managers.
• Co-ordination of policies on recruitment,
  training performance management.

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FLEXIBILITY

• The flexible firm and the global economy.
• Functional flexibility
• Numerical flexibility
• Financial flexibility
• Core Highly skilled knowledge workers. Full
  time jobs and job security.
• Periphery Casuals and part-time workers and
  short-term contractors.

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COMMITMENT

• From control to commitment through changing
  the organisations culture.
• Mission statement A statement of core values.
• Recruitment Only recruiting those prepared to
  subscribe to these core values.

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Contd

• Transformational leadership CEO as visionary
  change agent.
• Ensuring employees demonstrate desired attitudes,
  competencies and behaviours.
• Culture Management strong culture

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QUALITY

• Culture of quality Quality work, quality
  workers, quality products and services.
• Total Quality Management.
• Quality assurance and zero defects.
• Internal customers.
• Empowering workers via team working.

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HRM vs PERSONNEL MANAGEMENT

• Integral part of line management
  responsibilities.
• Emphasises the management of organisational
  culture as the central activity of senior
  management.
• HRM represents the discovery of personnel
  management by chief executives.

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THE PRACTICE OF HRM

• Does the rhetoric match the reality?
• Strategic integration.
• Line managers and devolution.
• Empowered or merely over burdened?
• Delayering, re-engineering and the elimination of
  the jobs of middle management.

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HR MANAGERS AND STRATEGIC DECISION-MAKING

• Downsizing of personnel departments.
• Strategic HR planning.
• Consulting firms.
• Devolution of administrative functions.
• Contracting-out of HR functions.

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HRM ACTIVITIES

• Job analysis defines a job in terms of specific
  tasks and responsibilities and identifies the
  abilities, skills and qualifications needed to
  perform it successfully.
• Human resource planning or employment planning is
  the process by which an organisation attempts to
  ensure that it has the right number of qualified
  people in the right jobs at the right time.
• Employee recruitment is the process of seeking
  and attracting a pool of applicants from which
  qualified candidates for job vacancies within an
  organisation can be selected.
• Employee selection involves choosing from the
  available candidates the individual predicted to
  be most likely to perform successfully in the job.

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HRM ACTIVITIES (cont)

• Performance appraisal is concerned with
  determining how well employees are doing their
  jobs, communicating that information to the
  employees and establishing a plan for performance
  improvement.
• Training and development activities help
  employees learn how to perform their jobs,
  improve their performance and prepare themselves
  for more senior positions.
• Career planning and development activities
  benefit both employees (by identifying employee
  career goals, possible future job opportunities
  and personal improvement requirements) and the
  organisation (by ensuring that qualified
  employees are available when needed).
• Employee motivation is vital to the success of
  any organisation. Highly motivated employees
  tend to be more productive and have lower rates
  of absenteeism and turnover.

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Lecturer / Tutor Selection and Rating Criteria
Selection Criteria
Rating
Narrative (Specific, Behavioural Examples)
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
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Lecturer / Tutor Selection and Rating Criteria
Exceptional High-Performer Satisfactory
Somewhat Below Expectations Fails to Meet
Minimum Requirements
Often exceeds expectations goes above and beyond
the call of duty the benchmark for excellence
cant miss lectures or tutorials with this
person an HD.
Sometimes exceeds expectations generally
performs bet-ter than many relatively
interesting and informative. Tries hard shows
honest interest in students. A high D.
Pretty much average not bad, but seldom
excellent. Does what is expected. Shows up on
time, and is prepared. A low D.
Occasionally fails to meet expectations not
always pre-pared. Seems to lack energy and
commitment. Does not seem willing to do more than
necessary. Pass / Credit.
Does not show up and is unprepared. Does not
seem willing or able to perform the job.
Consistently fails to meet obligations and
promises, e.g., misses appointments, fails to
deliver on agreements. Does not seem to care
about students.