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Human Resource
management 1
Deus Kamunyu Muhwezi
Department of GeographyMakerere University Kampala
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What is Human ResourceManagement?
This led to the systematic study ofemployer-employee relations and thehuman aspects of industrial work. Led to
emergence of personnel officers role. Third Stage: advancement in 1930s and
40s of studies into general social science
and later in 1960s when specializationsdeveloped within the personnel functionand hence a discipline in its own right.
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Personnel Management
Personnel management is that part ofmanagement concerned with people atwork and with their relationships within
an enterprise. Aim Bring together and develop men and women
that make up an enterprise into an effective
organization Having regard for well being of an individual
and working group
To enable workers make a contribution to theorganization success
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Personnel Management
Personnel management is concerned with thedevelopment and application of policiesgoverning: Human resource planning, recruitment,
selection, placement and termination Education and training: career developmentTerms of employment, methods and standards
of remuneration
Working conditions and employee services Formal and informal communication and
consultation both through the preventatives ofemployees and employers and at all levels of thefirm
Negotiation and application of agreements on
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Personnel Management
Other responsibilities of personnelmanagement Conducting research into local wage levels to
ensure that the firms reward system iscompetitive with other firms
Incentivating i.e. devising remunerationsystems to stimulate workers into enhancedeffort and efficiency
Administration of superannuation schemes andadvising employees about their pension andother entitlements
Maintenance of personnel records and statistics
Preparation of accurate job descriptions and
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Personnel Management
Personnel management can also be re-defined as management which deals withpeople at work as regards
Utilization recruitment, selection, transfer,promotion, separation, appraisal, training anddevelopment
Motivation job design, remuneration, fringebenefits, consultation, participation,negotiation and justice
Protection working conditions, welfareservices, safety, implementation of
Diff b
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Differences betweenPersonnel Management and
HRM(a) Personnel management is a practical,utilitarian and instrumental, and mostlyconcerned with administration and the
implementation of policies while HRMconversely has strategic dimensions andinvolves the total deployment ofhuman resources within the firm and
considers such matters as;The aggregate size of the organizations
labour force in the context of the overallcorporate plan
How much to s end on trainin the
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PM Vs HRM
The desirability of establishing relations withtrade unions from the view point of theeffective management control of the entire
organization. Human asset accounting the systematic
measurement and analysis of the cost andfinancial benefits of alternative personnel
policies e.g. (monetary consequences of staffdevelopment exercise, the effect of varioussalary structures etc) and the valuation of thehuman worth of the enterprise employees.
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PM Vs HRM
(b) HRM is concerned with the winderimplications of the management ofchange and not just the effects of
change on working practices. It seeksproactively to encourage flexibleattitudes and the acceptance of new
methods.(c) Personnel management is reactive
and diagnostic. It responds to changes
such as employment law, labour
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PM Vs HRM
(d) HRM determines general policiesfor employment relationships withinthe enterprise and focuses on the
need to establish the organizationculture that conductive for employeecommitment and co- operation. PM onthe other hand has been criticized for
being concerned primarily withimposing compliance withcompany/organization rules and
procedures among employees ratherthan lo alt and commitment to the
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PM Vs HRM
(f) HRM approach emphasizes a need;
For direct communication with employees ratherthan their collective representation
To develop an organizational culture conducive tothe adoption of flexible working methods
For group working and employee participation ingroup decisions
To enhance employees long-term capabilities, notjust their competence at current duties
(f) HRM is a unitaristic approach to peoplemanagement while PM is a pluralistic
orientation to people management.
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Pluralistic and UnitaryFrames PM Vs HRM
The above means that HRM needs to involve;
The unification of effort
The implementation of measures designed to inspire andmotivate the workforce
The communication to workers of details of theorganization's wider goals
The construction of policies for securing employees loyaltyand commitment to the firm
Problems of unitarism are:
It cannot comprehend the motives of individuals who donot regard everyone in the organization as being in thesame boat
Arguably, it fails to recognize the inevitability of conflicts ofinterest in certain management/employee situations
It can impair the efficient resolution of disputes
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Pluralistic and UnitaryFrames PM Vs HRM
Pluralism has therefore been suggestedas a more effective approach
Pluralistic frame of reference is one
which sees conflicts of interest anddisagreements between managers andworkers over the distribution of firmsprofits as the normal and inescapablestate of affairs
Realistically, management should
accept that conflicts will always occur
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Pluralistic and UnitaryFrames PM Vs HRM
Pluralism assumes that the best way to achieveconsensus and long-term stability inmanagement/worker relations is for management to
recognize conflicting interests,
To negotiate compromises
To balance the demands of various groups
This suggests a need for
Grievance proceduresJoint-negotiation committees,
Union-recognition agreements
Arbitration arrangements etc all mundane, practical
and utilitarian devices that are associated with PM
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New approach to HRM
A new approach to HRM emphasizes:
Individualism rather than collectivism morethan ever before, less employees today belong
to trade unions Wage systems based on personal contracts
involving individual negotiation with a firm asopposed to collective bargaining involving trade
unions Increasing levels of casual and part-time
employment
The idea that managers and workers have
common interest of management and workers in
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New approach to HRM
Interpersonal relationships andmanagement/worker communicationssystems appropriate for high-tech
industries using the latest managementtechniques
Flexible labour practices
Teamwork, implementation of corporatevalues, company-wide learning, and the ideaof putting the customer first. Pluralisticconcerns with conflict management are put
to one side, with HRM specialists-
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New approach to HRM
Much as the new HRM approachintroduces a dynamic approach topeople management, there are many
close similarities that exist betweenHRM and PM with both recognizing thatthey occupy an advisory role in relation
to line managers with both; Concerned with the needs of people at
work
Dealing with the same range of practical
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Criticisms of newapproach to HRM
Although the approach reflects management hopesand aspirations, the fact that is that it is ambiguousand lacks concrete policy prescriptions.
The mix up of directive management processes
(performance management, quality control etc) withthe traditional personnel management functions givesthe latter a bad name, leading to downgrading of vitalpersonnel activities
The approach leads employees to perceive HRM as a
little more than an unfair set of devices designed tomake them work harder for less money.
Power in employer-employee relationship situations infact lies predominantly in the hands of management.
Workers are expected to display commitment to theirem lo in firms, but what in ractice does not
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Criticisms of newapproach to HRM
Workers may become brainwashed into doingwhatever the organization wants them to do,without question and regardless of what is
best for the individual An employee individuality might be
overlooked in a business dominated bystrong corporate culture
Constant exposure to managementpersuasion and propaganda could causeemployees to feel that are being
manipulated.
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Criticisms of newapproach to HRM
At the end of the day, production andprofitability considerations are bound tooverride HRM considerations
It is difficult to apply the ideas associatedwith the new HRM in organizations that lack acoherent strategic direction
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