Introduction to Human Resource Management

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Introduction to Human Resource Management

• Objectives
• Discuss the roles and activities of a companys
  human resource function.
• Discuss the competitive challenges influencing
  Australian companies.
• Discuss how human resource practices affect a
  companys balanced scorecard.
• Discuss what companies should do to be
  competitive in the global marketplace.

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Introduction to Human Resource Management

• Objectives (continued)
• Identify the characteristics of the workforce and
  how they influence human resource management
  practices.
• Discuss human resource practices that support
  high-performance work systems.
• Provide a brief description of human resource
  management practices.

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Human resource management

• Refers to the policies, practices and systems
  that influence employees behaviour, attitudes
  and performance.
• Many companies refer to HRM as people practices

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Figure 1.1 HRM practices
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The development of theoretical bases for HRM

• Theoretical perspectives of HRM include
• behavioural view
• resource-based view
• political-influence view

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Figure 1.2 The Harvard Analytical Framework for
HRM
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Features of the dominant approach to HRM

• Focus on enterprise or firm
• HRM is an investment in human capital
• Reciprocal fit between organisational strategy
  and HR strategy
• All managers are responsible for HRM

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Table 1.1 Most significant changes in HR
(1990-95)

• Integration strategic focus of HR
  policies 120 37.3
• Employee relations 118 36.7
• Contribution of HR to company performance 77 24.0
• Worker participation and team work 62 19.3
• Quality issues 53 16.5
• Training 41 12.7
• Flexible work patterns 41 12.7
• Devolution of function 40 12.4
• Legislative changes 34 10.6
• Economic rationalism 33 10.3

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Table 1.2 Issues to have greatest impact on HR
(1995-2000)
n

• HRs role in change strategic planning 90 28.0
• Employee relations 64 20.0
• Contribution of HR to company performance 62 19.3
• Flexible work patterns 39 12.1
• Legislative changes 30 9.3
• Quality issues 28 8.7
• Internationalization 27 8.4
• Training 25 7.8
• Worker participation and team work 24 7.5
• Technology 21 6.5
• Performance management 19 5.9
• Outsourcing 15 4.7

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Roles performed by HR professionals (Ulrich, 1997)

• Administrative expert
• Employee champion
• Change agent
• Strategic business partner

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Figure 1.3 HR roles and competencies
Source The Conference Board, Inc., The Changing
Human Resource Function, The Conference Board,
New York, 1990, p. 11.)
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Figure 1.4 Competitive challenges influencing
Australian challenges
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The global challenge for HRM

• Development of global markets
• Global competitiveness through HRM practices
• Preparing employees for international assignments

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The challenge of meeting stakeholders
needsTable 1.7 The balanced scorecard
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The challenge of meeting stakeholders needs
Figure 1.5 The Australian Business Excellence
Model
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The challenge of meeting stakeholders needs
Characteristics of the Australian workforce

• Gender
• Ethnic diversity
• Structure of the economy
• Skill deficiencies
• Changes in the employment contract
• Changes in the place of work
• Employee values
• Legislation
• Ethical considerations

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The challenge of high-performance work systems

• Change in employees work roles and skill
  requirements
• Increase in the use of teams to perform work
• Changes in the nature of managerial work
• Changes in company structure
• Increased availability of HR information bases
• Competitiveness in HPWSs

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Figure 1.6Relationship between HR philosophy and
practices
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Figure 1.7 Examples of how HR practices can help
companies meet the competitive challenges
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Figure 1.8 Major dimensions of HRM practices
contributing to company competitiveness
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Overview of HRM topics