...Question 1 In your own words, provide a definition of ‘Human Resource Management” and the benefits it provides for both organisations and employees The definition Human Resource Management (HRM) is the management function of an organisation where its goal is to maximise their Employees production in service with the organisations strategic objective to achieve a goal or mission. This plays a vital role in the organisations effectiveness and survival. The benefit of HRM is that it aligns HRM functions and business strategies of the organisation in order to reach their mission and goals. It gives clear instructions and purpose for employees to perform their tasks in accordance with the organisations strategy; therefore not wasting the organisations resources, time and money. The benefits of HRM for Employees are that it is not only to maximise their effectiveness but is also there to improve the employees work life. HRM promotes employee satisfaction & personal development and ensure that the Employee has a safe working environment. It also contributes to the personal needs and wants of employees. Question 2 In your own words, describe the various roles of the ‘Human Resources Practitioner’. The various activities that a Human Resource Practitioner performs are the management of Employee performance management; recruit, select & induction; workforce planning; OH&S and Risk management; remuneration; separation and termination; and industrial relations. ...
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...THE WORLD OF E-HRM Lions…Tigers…and Bears: The World of e-HRM Submitted in partial fulfillment of the requirements for the Degree of Master of Science in Management College of Business & Management Cardinal Stritch University November 29, 2011 Abstract Rapid development and expansion of the internet has boosted the realization and application of e-HRM. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. This paper aims at giving a clear definition of what HRM and e-HRM actually is, as well as the current uses and technologies utilizing the e-HRM concept. This paper will also discuss some of the pros and cons associated with e-HRM from 4 different perspectives: individual, operational, relational, and transformational. Keywords: e-HRM, HRM, technology, management With the rapid development and expansion of the internet the realization and application of e-HRM has intensified. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. Surveys of HR consultants suggest that both the number of organizations adopting e-HRM and the depth of applications within the organizations are continually increasing. (CedarCrestone, 2005) In addition, there is anecdotal evidence that e-HRM is becoming...
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...Chapter 1 Evolution of Human REsouRcE managEmEnt and Human REsouRcE infoRmation systEms The Role of InfoRmaTIon Technology Mohan ThiTe, Michael J. Kavanagh, and RichaRd d. Johnson EDITORS’ NOTE The purpose of this chapter is to provide an introduction to the fields of human resource management (HRM) and information technology (IT) and to the combination of these two fields into human resource information systems (HRIS). The history of the field of HRM and the impact of computer technology on HRM will be covered, as well as the advent of using a human resource information system and the subsequent effects on both HR and IT professionals. The different types of HR activities will be discussed as well as the different types of information systems used in HRIS. A central focus of this chapter is the use in managerial decision making of results and reports from an HRIS. The development of the HRIS field has been seen to have a significant impact on the emergence of strategic human resource management (Strategic HRM), as is discussed in this chapter. This first chapter will lay the groundwork for the remainder of this book, and, consequently, it is important to understand thoroughly the concepts and ideas it presents. This chapter contains definitions for a number of terms in common use in the HRM, IT, and HRIS fields. (Note that a glossary defining these terms is also provided at the back of this book.) The central themes 2 Chapter 1 Evolution of Human Resource Management...
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...is the focus of the activity. HRM emphasized on planning, monitoring and control. Human resources issues and problem solving is undertaken with other members of the management. Management of human resources is similar to other aspect of management in the organization and an integrated part of it.” (Esen Evren Shrm Work Place Violence Survey 2003) “SHRM is the means of aligning the management of human resources with the strategic content of the business. This is based on the concept of strategic Fit, which states that to maximize competitive advantage; a firm must match its capabilities and resources to the opportunities available in the external environment. This is called the strategic fit model.” “Strategic human resource defines employees as a resource, an asset, that provides competitive advantage to an organization, and on whom organizational success is leveraged.” The human resource which is the rarest of resources available to an organization and is quintessential to any organization for its sustainment and development. In the world of globalization where the capital flow is not limited and it effortlessly flows to the infrastructural sound economies. As the infrastructure and other assets can be developed with time and effort, the uniqueness lies in the human resource of that country. Though technology is playing an important role in present scenario the pivotal role is still played by the man and not the machine. Strategic HRM is a complex process which is...
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...DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES by Lisa Shane submitted in part fulfilment of the requirements for the degree of MASTER OF ARTS in the subject INDUSTRIAL AND ORGANISATIONAL PSYCHOLOGY at the UNIVERSITY OF SOUTH AFRICA SUPERVISOR: MR H VON DER OHE MARCH 2009 Student number: 33450625 STATEMENT I declare that “DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES” is my own work and that all sources that I have used or quoted have been indicated and acknowledged by means of complete references. …………………… ..…………………… SIGNATURE DATE (MRS L SHANE) ii ACKNOWLEDGEMENTS So many people have come along this journey of personal and academic development with me. While completing this dissertation, I have had the greatest support and encouragement from many. I would like to express my gratitude to the following people: My wonderful husband, Bryan, who has shown such patience and understanding during this trying time. I would not have been able to accomplish what I have without you holding my hand the whole way through. Thank you for helping me realise that I could do it. My promoter, Mr. Hartmut von der Ohe, who has consistently provided encouragement and support, and given me the extra push that is needed to get through the writing of this dissertation. Also for having the extra energy and pushing me when I had all but given...
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...Guest’s Model of HRM Prior to investigating Guest’s model of HRM; we must know about Hard and Soft HRM. The Hard approach is concerned with aligning human resources strategy with business strategy. A manager employing the Hard HRM approach is strict and assumes only reason employees work is to acquire financial benefits. On the other hand, the Soft approach encourages commitment to the organization by focusing on workers concerns. A manager employing the Soft HRM approach is more compassionate, trust the employees more, and gather opinion and take it on board with the belief that workers come to work with the intention to impress and progress. Guest acknowledges the difference between these two approaches and incorporates both of them in an ideal model. Guest’s Model seeks commitment to organizational goals through strategic management of an organization. Guest’s Model focuses on the individual needs rather than the combined workforce which enables organizations to develop power and flexibility. Difference between HRM & Personnel Practices According to Storey’s Definition of HRM human capability and commitment is what differentiates organizations. Moreover, HRM needs to be implemented into the organizational strategy and needs to be integrated into the management functions because these will assist organization to achieve its goals properly. Storey’s Definition of HRM identifies the following points of difference between Personnel, IR Practices & HRM Practices: •...
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...Chapter 3 Integrating HR Strategy with Business Strategy Human Resource Management, 5E 1 Learning Objectives • Understanding the Nature of Strategic HRM • Describe the Strategic Management Process • Integrate HR Functions with Strategic Management Process Human Resource Management, 5E 2 Traditional HRM vs. Strategic HRM Traditional HRM Strategic HRM Responsibility for HRM Staff specialists Line managers Focus Employee relations Partnership with internal and external customers Role of HR Transactional, change follower and respondent Transformational, change leader and initiator Initiatives Slow, reactive, fragmented Fast, proactive, integrated Time horizon Short term Short, medium, long Control Bureaucratic roles, policies, procedures Organic-flexible, whatever is necessary to succeed Job design Tight division of labour, independence, specialisation Broad, flexible, crosstraining teams Key investments Capital, products People, knowledge Accountability Cost centre Investment centre Human Resource Management, 5E 3 Strategic HR Model Institutional/ Political forces Firm strategy Resource dependence institutional Resource-based view of the firm HRM Practices Cybernetic Agency/ Transaction Costs HR Capital Pool (skills, abilities) HR Behaviours Behavioural Approach Firm-level Outcomes (performance, satisfaction, absenteeism...
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...1.1 Explain Guest's model of hard-soft, loose-tight dimensions of HRM. The most widely acceptable models of HRM are the soft and hard versions. The soft model is associated with human relation and the hard model on the other hand sees employees as human resource (Gratton et. al. 1999). The soft model assumes that employees respond better when an organisation recognise their individual needs and addresses them as well as focusing on the overall business objectives. The hard model primarily focus to promote human resource planning strategy, align with business strategy, outsourcing, flexibility, performance management and downsizing or work intensification. Some HRM models have been developed by UK academics including Guest and Storey. Guest has identified key features of personal management and HRM that allow for comparative measurement and acknowledging the close links between human resource strategy and general business strategy (Bratton and Gold 2003). The Guest model of HRM is given below: 1.2 Review the differences between Storey's definition of HRM and personnel and IR practices. There are some differences between HRM and Personnel Management (PM) and Industrial Relation (IR) practices as there are a lot of different views and contradictions. HRM is a new managerial discipline that has different perspectives of PM and IR, but create a new and broader disciple as a results of different views and contradictions of these two (Beardwell and Holden 1997). The main aim of...
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...behaviour? A review of the literature shows that several conceptualizations have been used to define proactive behaviour. Yet, based on Crant (2000), I regard proactive behaviour as a set of characteristics of an individual that includes acting in advance of a future situation, rather than just reacting. It means taking control and making things happen instead of adjusting to a situation or waiting for something to happen. Based on the literature I believe that proactive behaviour occurs on an individual level and people showing this kind of behaviour are able to trigger changes in an organisation. The general concept of proactivity that consists of four different constructs of proactive behaviours (proactive personality, persons initiative, role breath self-efficacy and taking charge) seem to support my believe. Crant (2000) describes that each construct considers the way in which an employee approaches and defines his or her work, focusing on efforts to improve things in the workplace. Yet, there is insufficient research to draw any conclusions about the relative usefulness of the four constructs. It is important to note that a differentiation can be made in the definition of proactive behaviour, based on the context-specific proactive behaviours Crant (2000) describes. The individual differences (general concept) of a person as well as the contextual factors can have influence on the outcomes and the extent to which an individual choses to engage in proactive behaviour. Crant...
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...values and structure of the organisation, and the quality, motivation and commitment of its members contribute fully to the achievement of its goals. * is concerned with carrying out the SAME functional activities traditionally performed by the personnel function, such as HR planning, job analysis, recruitment and selection, employee relations, performance management, employee appraisals, compensation management, training and development etc. But, the HRM approach performs these functions in a qualitatively DISTINCT way, when compared with Personnel Management. Main Differences between Personnel Management and HRM * Personnel management is workforce centered, directed mainly at the organisation’s employees; such as finding and training them, arranging for them to be paid, explaining management’s expectations, justifying management’s actions etc. * While on the other hand, HRM is resource–centered, directed mainly at management, in terms of devolving the responsibility of HRM to line management, management development etc. * Although indisputably a management function, personnel management has never totally identified with management interests, as it becomes ineffective when not...
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...The Manager’s Job in Context: Task Description Management is one of the most important parts of a company. This is because it involves a number of the many different roles performed by managers in the management role. In general, the main roles of management are planning, organizing, motivating, and controlling process of an organization. This means that management is a continuous process which is done all throughout the whole production process. This paper focuses on the manager’s job, which in this case is an assistant human resource manager’s job which I held in a previous company I worked in. Description of the Actual Job There a number of requirements for one to be a human resource manager or even an assistant. One of these is the managerial educational background. For many organizations, a human resource manager should have a degree in human resource management while for some require a lower academic qualification. Apart from the educational requirements, a human resource manager should have excellent communication skills (Randhawa, 2007). Managers usually deal with a number of duties and thus good interpersonal skills are important. Ability to make sound decisions is also another very important requirement. Another formal requirement of a human resource manager is the experience (Pravin, 2010). Experience is very important and differs from one company to the other. In the company I worked in as an assistant human resource manager, the main requirement of a human resource...
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...the work of Audrey Collin in British perspectives compared to the international perspectives. Secondly to identify human resource issue and look at in British point of view. The studies of HRM by Collins provide us a colourful findings and rich competing theoretical outlook. HRM run through all human resource processes such as recruitment, selection, and performance evaluation as well as formal human resource policies, which direct and to some extent hamper the progress of specific practices; and over arching human resource thought, which state the principles that inform an organization's policies and practices. Ideally, these embrace a system that exert a pull on, develops, motivates, and maintain workers who guarantee the effective operation and survival of the business and its component. To be on familiar terms with HRM in context we must think about how these elements of HRM are affected by the internal and external environments of organizations. The internal organizational contextual factors are company strategy, technology, organizational structure, organizational life cycle phase, and size of the company. The external contextual factors are legal, social, and political environments; unionization; labour market conditions; industry characteristics and national culture. The context of HRM is based on complex human relationship in the organization between management and employee...
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...DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT HRM has progressed since Henry Ford and the industrial revolution where employees were considered just able bodies to perform task. In the 1950’s Peter Drucker one of the founding fathers of HRM wrote that an effective system must direct the vision and effort of managers towards a common goal which is elemental to HRM. The principle of HRM was further bolstered with the passage of such legislature as the Equal Pay Act of 1963 and the Occupational and Safety Act of 1970 in the USA. Colleges introduced the discipline of HRM into their programs further cementing this principle. HRM as a function evolved out of PM during the 1980’s due to slow domestic growth and increased unionism; international competition and technological and commercial advances in the Japanese market; and in an attempt to stay competitive the USA and UK developed the process of HRM. PM as outlined by Torrington & Hall (1987) refers to the set of activities concerning the workforce including payroll, staffing, mediating between staff and management, complying employee law and other administrative task. It is concerned mainly with managing the workforce not resources. Conversely HRM as defined by Storey 1995 is the distinctive approach to management which seeks to achieve competitive advantage through strategic development of a highly committed and capable workforce using an array of cultural, structural and personnel techniques...
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...Role of Managers in Human Resource “The human resource function has gone from the traditional hire and fire role to a strategic partner at the table with finance, operations and other business centers that are not centers of profit for the organization. The job of HR, as is the job of all such departments, is to ensure that the business gets the most out of its employees. Another way to put this is that the human resource management needs to provide a high return on the business's investment in its people. This makes it a highly complex function - because it deals with not just management issues but human ones as well”(2008). The human resource manager, (HR) is responsible for many facets in the organization. The role of the HR has traditionally been to hire and/ or fire employees, implement employee training, handle employee benefits, and help to develop and establish strategies within the organization. “In this way, HR professionals are consultants, not workers in an isolated business function; they advise managers on many issues related to employees and how they help the organization achieve its goals”(Bianca,2015). The human resource manager plays a part in several areas within the different levels of the organization. The HR manager collaborates, builds relationships, helps to build a commitment to the organization, and also helps to develop the organization’s capacity to grow. These are just a few of the roles and responsibilities that the HR manages performs in an...
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...Friday team and Weekend’s team. 2. Introduction to Human Resources Management Human Resource Management (further in report HRM) can be defined as a strategic and coherent approach o the management of an organization’s most valued assets – the people working for the company (Armstrong 2001). The main characteristics of HMR are listed in Table 1. Table 1 Main characteristics of HRM • It meets the need for a strategic approach to human resource management which achieves ‘fit’ between the business and the HR strategy; • A comprehensive and coherent approach to the provision of mutually supporting employment policies and practices; • The importance of gaining commitment to the organization’s mission and values is stressed – it is ‘commitment-orientated’; • Employees are seen as assets or human capital to be invested in through the provision of learning opportunities and the development of a ‘learning organization’; • Human Resources are viewed as a source of competitive advantage in line with the concept of resource-based strategy; • The approach to employee relations is unitarist not pluralist: it is believed that employees share the same interests as employers, rather that that these interests will not necessarily coincide; • The performance and delivery of HRM is a line management responsibility. (Adopted from Armstrong 2001, p. 4) Good HRM should work towards meeting business needs ensuring that the organization is able to...
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