PHRM week 1

8/12/2019 PHRM week 1

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Principles of

Human Resource

Management

Week 1Chris Doran

Maxwell [email protected]

8/12/2019 PHRM week 1


Topics – Session 1

•Introduction to the course

• Timetable, tutorials, assessment

• Course book, Blackboard

• Presentation• Layout of the Lectures

• Introduction to PHRM

• House Rules

• What is HRM?

• Social/Demographics Trends

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Student Charterhttp://students.salford.ac.uk/uos_stude

nt_charter.pdf

http://students.salford.ac.uk/uos_student_charter.pdf




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Introduction to

Principles of HRMIt does not matter what your major is, or whether you

plan to go into HR as a career. You will always

need to know the key basics behind theemployment relationship, in whatever field you go

into.

Topics covered in the module are:

Recruitment and Selection, the economic downturn,Change, training and development, performance

management, learning and learning styles,

managing teams, leadership styles, employment

relations.

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What topics or activities do you

believe are involved in HRM

HRM topics?http://www.youtube.com/watch?v=9ZLbSk1Te68

http://www.youtube.com/watch?v=9ZLbSk1Te68

http://www.youtube.com/watch?v=9ZLbSk1Te68

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Main

Principles

of HRM

● recruitment and selection

● learning and talent development

● human resource planning

● provision of contracts

● provision of fair treatment

● provision of equal opportunities

● managing diversity

● motivating workers to achieve improved performance

● employee counseling

● talent management

● employee wellbeing

● payment and reward of employees● health and safety

● disciplining individuals

● dealing with grievances

● dismissal

● redundancy

● negotiation● encouraging involvement and engagement

● adding value

● ethics and corporate responsibility

● knowledge management

● change management

● managing cross-cultural issues or international HRM.

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Common Areas in HRM

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The Aim of HRM

“The overall aim of modern human resource management is to ensure that

the organisation is able to achieve its objectives through its staff. In order

to reach its objectives an organisation needs not only qualified staff but

also effective and efficient systems as well as access to and effective

allocation of financial resources. Institutional development therefore

involves not only putting the right person at the right place at the right time,but also that the organisation provides a conducive and effective work

environment and systems and that the organisation has access to

adequate financial resources. “

The purpose of modern HRM is to ensure

that the organisation obtains and retains

the skilled, committed and well motivated

employees that it needs.

http://video.about.com/humanresources/What-Is-Human-

Resources-Management-.htm

http://video.about.com/humanresources/What-Is-Human-Resources-Management-.htm













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It is all about people?

“Get the right people on the bus, the wrong

people off the bus, and the right people

in the right seats.” Jim Collins (From Good to Great)

Great companies know that talented people are their greatest resource,

and the hardest asset to find and keep. Great leaders spend an

inordinate amount of time on people issues: finding, recruiting,

developing, coaching, and providing feedback to them.

When should you decide which direction to drive the bus?

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HR and The Recession

The CIPD (2009b) emphasise the need for HR

practitioners to understand the economy and its

impact on the labour market. The economy is

affected by the interplay of a wide variety offactors including rates of unemployment, the

demand for goods and services as reflected by

consumer decisions on spending and saving, the

costs of importing and exporting goods, and thepolicies of the political party in power on issues

such as inflation.

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HR and Social and Demographic

Trends

h t t p: / / www. y o u

t u b e. c om / w a t c h ? v

= 5 x d um 8 M O 6 L Y

The following are the terms used by Allen (2010):● Baby boomers who are those who were born after 1946, or according to

some definitions after 1948. This group currently amounts to 30% of

employees and it is claimed that they are loyal and long-serving.

● Generation X consists of those born between 1964 and 1978 and amounts

to 32% of the workforce. They are supposed to be used to uncertainty as they

moved into the workforce at the worst time for jobs since the Depression. It isclaimed that they are very focused on achieving results.

● Generation Y were born between 1979 and 1991 and amounts to 27% of

the

UK workforce. According to Allen (2010) this is the most technologically aware

generation and they are highly desirable to employers. Penna and CIPD

(2008) also found this generation to be more technologically aware and more

ethnically diverse than previous generations and they are also multi-taskerswho like to work collaboratively. They also need rapid two-way communication,

fairness and flexibility and are concerned about the organisation having a

meaningful policy for corporate and social responsibility.

HR and managers will need to be very flexible in their approaches if

they are to lead, motivate and retain these groups and they will needto adapt their HR processes accordingly.

http://www.youtube.com/watch?v=5xdum8MO6LY











































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ACAS have developed a model to help

organisations improve the effectiveness

of their people management.

Formal procedures for dealing with disciplinary matters,

grievances and disputes that managers know about and use

fairly.

Ambitions, goals and plans that employees know about and

understand. Managers who genuinely listen to and considertheir employees’ views so everyone is actively involved in

making important decisions.

A pay and reward system that is clear, fair and consistent.

A safe and healthy workplace.

People to feel valued so they can talk confidently about their

work and learn from both successes and mistakes.

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Continued:

Everyone to be treated fairly and valued for their differences asa part of everyday life. Work organised so that it encourages

initiative, innovation and people to work together.

An understanding that people have responsibilities outside work

so that they can openly discuss ways of working that suitpersonal needs and the needs of the business or elsewhere.

A culture where everyone is encouraged to learn new skills so

they can look forward to further employment whether in the

business or elsewhere. A good working relationship between management and

employee representatives that in turn helps build trust

throughout the business.

(Advisory Conciliation and Arbitration Service, 2005)

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Strategic HRM

Strategic HR approach versus traditional functional approach

Modern HRM is above all strategic to its nature. Its overall objectives are linked to the strategy

(objectives and plans) of the organisation it shall serve.

Traditional personnel administration was mostly rule-bound application of rules concerning personnel. It

was focusing on doing things right rather than doing the right things. The processes were only

loosely connected to the aims and objectives of the organisation.

Modern HRM is closely related to the organisations missions, operational objectives and vision. The

following “factors” of an HRM policy and strategy are important characteristics and they illustrate the

difference to the traditional personnel administration approach.

Employees are viewed as the organisation’s most valuable resource

HRM is mainly a line management responsibility and is closely linked to performance management

HRM is value based - gains commitment to the organisation’s mission and values

HRM is based on documented policies

HRM believes employees share the same interest as employers

HRMisstrategic-identifyingcriticalareastodevelopandensuresuccess

HRM is steered by objectives, follow ups

HRM is process orientated

Performance assessment for continuous improvement

PHRM week 1

Documents

Transcript of PHRM week 1