Job analysis
job description |
job title, job location, job summary, reporting to, working conditions, job duties, machines to be used, hazards |
job specification |
qualifications, experience, training, skills, responsibilities, emotional characteristics, sensory demands |
selection
select the most suitable candidate who will succeed in the job |
problems |
unconscious bias, cost, effectiveness |
recruitment
Recruitment |
identify potential/suitably qualified candidates |
internal recruitment |
promoting up through the organisation; motivational to employees; knowledge kept within business; know culture and organisation; reduce training/onboarding costs; still leaves a vacancy within business; lack of new ideas; other employees may be resentful; individual may not be very good |
external recruitment |
recruiting from external sources; brings fresh ideas and innovation; create more diverse workforce; existing staff may be resentful; demotivates existing staff; doesn't know culture; may not fit with team or be able to do the job; cost of onboarding and training |
External and internal fit
external fit |
close and consistent relationship between HR strategy, organisational structure and competitive strategy |
internal fit |
various components of the HR strategy support each other and consistently encourage certain behaviour and attitude |
line managers are important in implementing HR policies in a positive way |
reward management
encourage/motivate employees to follow organisational goals |
trend to link pay systems to business strategy to encourage performance |
trend to offer performance-related pay |
focus on individual effort rather than collective effort |
non-pay items often given |
flexible benefits packages designed to meet individual's preferences and lifestyle |
Firing Staff
employees leave a business for many reasons |
large staff turnover is challenging for businesses |
places pressure on existing staff to cover work; can lead to being seen as a poor employer; new staff may disrupt existing teams and may lead to clashes; expensive |
staff turnover can be useful |
business may wish to change its culture or recruit more dynamic and innovative individuals, so a resignation may be an opportunity; exit interviews must be carried out to establish why an employee is leaving |
Human resource forecasting
anticipate and determine numbers of staff required |
skills of staff required |
availability of suitable staff |
forecasts based on strategy |
staff in post, inflows, outflows, and internal movements during period |
limitations |
population demographics; skills shortages; sudden changes in consumer demand |
Psychological contract
intangible contract |
refers o expectations, beliefs and obligations, perceived by both the employer and the worker |
begins when the employee has first contact with an organisation e.g. through looking at the employer brand |
reinforced for the employee and employer through the interview and selection process and throughout the period working at the organisation |
once broken, it is nearly impossible to repair |
|
|
Induction/onboarding
effective induction is crucial |
induction should integrate the employee with the work, their role in the business, the colleagues |
induction should be practical and technical |
how to integrate with company systems as well as personal factors such as where to hang your coat and get lunch |
builds employee's psychological contract |
done badly will break it |
poor/no induction will lead to an "induction crisis" eight week point after starting a position |
often results in the recruit leaving the post |
negative impact on remaining employees |
increased workload; increased recruitment costs; may impact customers; gain reputation as poor employer which may lead to future recruitment difficulties |
some businesses use the term onboarding however some business use this term to include development |
Defining and Development of HRM
"Human resource management is a distinctive approach to employment management which seeks to achieve a 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 formation and enactment of policies designed to manage the employment of people in an organisation’ - (Dundon & Wilkinson, 2021) |
HRM developed as global markets became integrated and complex |
HRM became popular as other countries revealed how they managed employees successfully eg Japan. |
HRM became popular as a result of publications stressing that high performance organisations had a strong commitment to HRM. |
new era of humane people orientated employment management OR a blunt instrument to bully works (Monks, 1998). |
greater diversity and need for equality |
drop in trade union membership |
UK businesses need to link HRM to strategy |
resource-based view suggested that resources and competencies cannot be imitated |
HR policy and high performance
Applebaum's ability motivation opportunity model (2000) suggests there are three dimensions for “high performance” |
ability |
selective recruitment; training; education |
motivation |
performance appraisals; job security; career management; performance related pay |
opportunity |
teamwork; empowerment; job design |
Diversity and inclusion
diversity is the practice of including or involving persons with various group identities within a workplace (Lussier, 2021) |
important to recognise that a “one-size-fits-all” approach to managing people does not achieve fairness and equality of opportunity for everyone |
an n inclusive working environment is one in which everyone feels valued, that their contribution matters, and they can perform to their potential, no matter their background, identity of circumstances; essentially it enables a diverse range of people to work together effectively (CIPD, 2023) |
microaggressions |
micro assault (overt, intentional discrimination); micro insult (given as a compliment, but it suggests demographic race is not respected, but you are the exception); micro invalidation (comment or action that dismisses the experiences of a historically disadvantaged group) |
Gender pay gap |
organisations with more than 250 employees now have to publish salaries; payroll data need to calculate gender pay gap figures-average pay; gender pay gap calculations are based on figures drawn from a specific date each year (“snapshot date”) |
|
|
HRM models
hard HRM |
line managers enforce rules and compliance; stressed hard fit between business needs and people management to ensure optimum employee performance; hard HRM involves strict rules to select, reward, train and replace employees; HRM views employees as factors of production (just like stock) |
soft HRM |
framework for understanding and managing employees, focusing on recruitment and selection, performance and evaluation, rewards and recognition using supportive people practices; stakeholder interest is the starting point; employees well-being is a consideration; line managers role is to coach staff; key driver is training and development |
Ulrich's model (1995) |
David Ulrich suggests HR holds four roles in which professionals became business partners; emphasises need for HR to evolve from a function-oriented approach to one of a partnership role; aims to align business strategy and HR function; vertical axis reflects competing demands on future focus and operational focus; horizontal axis reflects competing demands on people and process; strategic partner; change agent; administrative expert; employee champion |
strategic partner |
HR works closely with leaders to align HR activities with overall strategy to achieve goals; HR must understand markets, industry and be proficient in workforce planning, talent management and performance management to attract and retain the right talent |
change agent |
drives and supports change; help navigate transitions; ensure human capital equipped to adapt to change; need good communication and problem-solving skills |
administrative expert |
delivers cost-effective, efficient HR services; responsible for designing and implementing HR processes and systems; need high quality services at lowest possible cost |
employee champion |
advocate for employees’ needs and interests, responsible for creating a positive work environment that promotes employee engagement, satisfaction and retention; must possess strong interpersonal and communication skills to build trust and credibility with employees; should be knowledgeable about employee rights, labour laws and workplace policies to ensure employees are treated fairly and equitably; by being an employee champion, HR can help create a culture of trust and inclusivity, ultimately enhancing the organisation’s performance |
Warwick model (1990) |
Henry and Pettigrew’s model centres around five elements; considers the influences and impact of the internal and external environment and considers how HRM adapts to these changes in the organisation; organisations that align between the internal and external fit will achieve performance and growth; enables business to plan for; respond and change effectively |
|
