HRM notes
Human Resource Management
Topic 1: Introduction and evolution of HRM Human resource management is about influencing individual attitudes and behaviours to promote productivity and create a positive working environment in the long term. Key concepts: - Psychological contract - Intrinsic vs extrinsic motivation - Individual attitudes and values Unitarism Pluralism Shared goals Divergent goals Expects loyalty and family values Doesn’t expect loyalty and requires extra action to keep employees engaged. Employees and employers value the same Employees and employers value different thing – work for the good of the company. things Seen in the USA Seen in the Australia Different approaches to HRM: - Hard HRM focusses on control and working towards meeting organisational goals through using human resources. High turnover rates of employees - Soft HRM focusses on engendering commitment and focusses on employees as an important resource. The needs of employees are met and skills are developed with the aim of increasing employee retention and long term benefits. Generation X and Y now have different views and expectations of the workplace which HRM needs to allow for in order to maintain job satisfaction and overall productivity. Trends in HR show an increase in outsourcing skills, using technology in place of labour and hiring more casual staff.
Topic 2: HRM theories and models Theoretical perspectives of HRM Behavioural perspective (White and Bryson, 2013) - HRM needs to influence the behaviours, values, attitudes and roles within a company. - HRM needs to contribute to and utilise motivation. Intrinsic work motivation is the best way to do this. Economic perspective/ Resource based view (Barney and Wright, 1997) - HRM needs to create value through utilising and managing human resources to achieve a competitive advantage.
Social science perspective (Greenwood, 2004) - Focuses on power, politics and ethical influences - Acknowledges the effects of organisational decisions on third parties such as stakeholders.
The Harvard HRM model Broad strategic choices, all taking into account contingencies and contextual factors. Pluralist assumption with multiple stakeholders, multiple interests and multiple outcomes. Due to pluralist nature, employees and employers have different goals and need to negotiate employment relationship to achieve mutual agreement. Aims to engender commitment, engagement and high productivity through a soft HRM approach. Meeting people’s needs and aspirations Profit, sustainability and competitiveness Social responsibilities to community. Law abiding, equitable etc. The Harvard Model assumes: 1. Stakeholder interests (power and conflict) - Pluralism is assumed and therefore there will be conflict surrounding how power will be distributed among many or few stakeholders. 2. Situational factors - The context and environment which the company is operating in. 3. Multiple focus in HRM policy choices - Focussing on how to manage employees to meet the needs of the organisation and its employees. 4. HR outcomes - What the business wants to achieve as a result of HR policies.
Topic 1: Introduction and evolution of HRM Human resource management is about influencing individual attitudes and behaviours to promote productivity and create a positive working environment in the long term. Key concepts: - Psychological contract - Intrinsic vs extrinsic motivation - Individual attitudes and values Unitarism Pluralism Shared goals Divergent goals Expects loyalty and family values Doesn’t expect loyalty and requires extra action to keep employees engaged. Employees and employers value the same Employees and employers value different thing – work for the good of the company. things Seen in the USA Seen in the Australia Different approaches to HRM: - Hard HRM focusses on control and working towards meeting organisational goals through using human resources. High turnover rates of employees - Soft HRM focusses on engendering commitment and focusses on employees as an important resource. The needs of employees are met and skills are developed with the aim of increasing employee retention and long term benefits. Generation X and Y now have different views and expectations of the workplace which HRM needs to allow for in order to maintain job satisfaction and overall productivity. Trends in HR show an increase in outsourcing skills, using technology in place of labour and hiring more casual staff.
Topic 2: HRM theories and models Theoretical perspectives of HRM Behavioural perspective (White and Bryson, 2013) - HRM needs to influence the behaviours, values, attitudes and roles within a company. - HRM needs to contribute to and utilise motivation. Intrinsic work motivation is the best way to do this. Economic perspective/ Resource based view (Barney and Wright, 1997) - HRM needs to create value through utilising and managing human resources to achieve a competitive advantage.
Social science perspective (Greenwood, 2004) - Focuses on power, politics and ethical influences - Acknowledges the effects of organisational decisions on third parties such as stakeholders.
The Harvard HRM model Broad strategic choices, all taking into account contingencies and contextual factors. Pluralist assumption with multiple stakeholders, multiple interests and multiple outcomes. Due to pluralist nature, employees and employers have different goals and need to negotiate employment relationship to achieve mutual agreement. Aims to engender commitment, engagement and high productivity through a soft HRM approach. Meeting people’s needs and aspirations Profit, sustainability and competitiveness Social responsibilities to community. Law abiding, equitable etc. The Harvard Model assumes: 1. Stakeholder interests (power and conflict) - Pluralism is assumed and therefore there will be conflict surrounding how power will be distributed among many or few stakeholders. 2. Situational factors - The context and environment which the company is operating in. 3. Multiple focus in HRM policy choices - Focussing on how to manage employees to meet the needs of the organisation and its employees. 4. HR outcomes - What the business wants to achieve as a result of HR policies.
