Professional, Practical, Proven

Academy 2019/20

Business Management

The Human Resource FunctionREVISION SESSION

1) Define HRM2) Activities in HRM3) Teamwork4) Managing Change and Innovation

Contents

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The Human Resource Function

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• “ the policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising” Dessler (2013)

• People are viewed as a company’s best resource and therefore procedures, practices and policies must be put in place to secure commitment from employees

• Dealing with people who differ Gunnigle et al (2011)

HRM defined

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• HR Planning• Recruitment/Downsizing and Selection• Employee Induction, Training and Development• Performance Appraisal

Activity Areas in HRM

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Human Resources Planning

Demand Analysis

Supply Analysis

Estimate Deficits/ surpluses 

Prepare Action Plan

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Recruitment /Downsizing and Selection

Job Analysis

Job Description

Job /person specification

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DownsizingOPTION DESCRIPTION

Firing Permanent involuntary termination

Layoffs Temporary involuntary terminations

Attrition Resignations, retirements

Transfers Laterally or downward

Reduced Work Weeks/furloughs Fewer hours, part‐time

Early retirement incentivised

Job‐sharing e.g. two part‐timers share one full time position.

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• Hiring the right person for the job• Reject Error

• Reject a candidate who would, if hired, have performed successfully in the job

• Accept Error• Hire those who subsequently perform poorly

Selection

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• Interviews• Written Tests• Performance Simulation Tests

Selection Tools

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• One-to-one, panel/group• Structured/unstructured

Interviews

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Unstructured Interviews

BENEFITS LIMITATIONS

More in‐depth conversation More interviewer bias

Interviewee  control over answers Hard to gauge truth (manipulation)

Helps gauge broader traits like personality

Interviewee may avoid certain issues

Answers can be developed and explained further

Difficult to quantify data

Sensitive issues can be researched

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Structured Interviews

BENEFITS LIMITATIONS

Interviewer can explain questions Expensive if larger number of candidates

Good for gathering facts and data May compromise interviewee’s ability to “sell” personality

Ability to compare interviewees Time consuming, e.g., technical roles

Reduces interviewer bias Gauging particular skills only is not a guarantee of job success

Can gather specific information, e.g., on technical competence

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• E.g., Intelligence, aptitude

Written Tests

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• E.g.’s• Work sampling miniature replica of the job (routine jobs)

• Assessment Centres – problem simulation (management)

Performance Simulation Tests

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• Reduce initial anxiety

• Familiarise with the job, work unit, organisation

• Expands on the information obtained during recruitment and selection

• Informs about organisational objectives, policies and procedures

Employee Induction

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• Planned effort to modify/develop knowledge, skills and attitudes• Warning signals – decreased productivity, lower quality, more

accidents

Employee Training

Identify Training Needs

Plan the Training

Carry out the 

Training

Review and 

Evaluate

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• Broader concept than training• Improve individual manager’s performance• Improve management performance as a whole• Improvement of organisational effectiveness

Employee Development

EvaluationReaction

Behaviour Results

Learning

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• Periodic assessment of an individual’s future potential• Establish performance objectives and standards• Measure and compare performance against those standards• Feedback to employees

Performance Appraisal

Methods of Appraisal

Graphic Rating Scales

Self Assessment

360 Degree feedback

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• Teams represent groups at their best

“ a unit of two or more people who interact and coordinate their work to accomplish a specific goal” Daft (2005)

The Role of Teamwork within the Organisation

Higher Productivity

Higher Flexibility

Democracy

Culture

Conflict Resolution

Motivation

Unity of purpose

Communication

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• Employees with similar skills • Employees with different skills

• Team selection should be based on qualifications, fit and potential to add value

Types of Teams and Team Selection

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• Forming• Join-up, define purpose

• Storming• Agree on leadership and direction

• Norming• ‘modus operandi’ becomes accepted

• Performing• Fully functional

• Adjourning• Group disbands

Tuckman’s Stages of Group Development

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• Plant• Monitor Evaluator• Co-ordinator• Resource Investigator• Implementer• Completer Finisher• Teamworker• Shaper• Specialist

Belbin’s Team Roles

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A manager can change three things

Structure- authority relationships, degree of centralisation, job design

Technology- flexibility, process design, improve quality

People- attitudes, expectations, perceptions, behaviours, quality and continuous improvement

Managing Change and Innovation

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Why?

Uncertainty – fear of the unknown

Habit – stress reduction mechanism

Concern over personal loss – power, status

Belief that its not in best interests of the organisation

People Resist Organisational Change

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Techniques for Reducing Resistance to Change

TECHNIQUE  WHEN USED ADVANTAGE DISADVANTAGE

Education and Communication

To counter misinformation Clear the air Not suitable if trust and credibility is lacking

Participation When resisters have expertise

Increased involvement and acceptance

Time consuming, potential for a poor solution

Facilitation and support

Counter fear and anxiety Helps staff adjust Expensive

Negotiation Resisters are powerful Can “buy” commitment

Expensive

Manipulation and Co‐optation

When a powerful group’s endorsement is needed

Inexpensive Can backfire

Coercion When a powerful group’s endorsement is needed

Inexpensive May be illegal

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Innovation

Structural Variables

Cultural Variables

Human Resources Variables

Stimulate Innovation

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• Organic Structure• Abundant Resources• High Inter-unit Communication• Minimal Time Pressure• Work and Network Support

Structural Variables

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• Acceptance of Ambiguity• Tolerance of the Impractical• Low External Controls• Tolerance of Risks• Tolerance of Conflict• Focus on Results• Open-System Focus• Positive Feedback

Cultural Variables

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• High Commitment to Training and Development• High Job Security• Creative People

Human Resources Variables

Question 1 2017 Summer(a) "The use of teams is important within the modern business environment"

(Robbins, 2015)

Describe TWO (2) characteristics that distinguish a ‘team’ from an ‘ad-hoc’ collection of people. (e.g. a collection of people waiting at a bus stop). (4 Marks)

(b) Describe any FOUR (4) stages in Tuckman’s theory of Team/Group development. (16 Marks)

(c) List THREE (3) team roles as identified by Belbin. (5 Marks)

Total: 25 Marks

Question 1 Autumn 2017

(a) Human Resource Management (HRM) deals primarily with the following functions:

� Human Resource Planning � Recruitment/Downsizing & Selection � Employee Induction, training and development � Performance Appraisal Describe in detail any TWO (2) of the FOUR (4) primary HR functions outlined above. (16 Marks)

(b) Describe any THREE (3) techniques for managing the resistance to change. (9 Marks)

Total: 25 Marks

Question 1 2016(a) Define Human Resource Management (HRM). 5 Marks (b) Explain the concept of Performance Appraisal. 5 Marks (c) ‘Resistance to change by people may be addressed using several

strategies / techniques’. Describe any THREE (3) techniques organisations may adopt in reducing resistance to change. 15 Marks Total 25 Marks

Question 1 Autumn 2016(a) Outline FOUR (4) core functional areas of a Business. 16 Marks (b) List any THREE (3) intentional threats to computer security and explain

how they may affect the security of an Information System. 9 Marks

Total 25 Marks

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