Human Resource Management (HRM)

Dr. András Kun

University of Debrecen – Faculty of Economics and Business Administration

BA in MBA III.

HRM functions; The Role of HRM

20/Sept./2010

Readings

Textbook Chapter 3, 4 & 5.

From the previous lesson…

Managing people Relationship between aspects of people management

Strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives

Definition of HRM

The overall HRM function

• To enable the organization to achieve its objectives…• …by taking initiatives and providing guidance and

support on all matters relating to its employees.• Creating appropriate environment for working

effectively and realizing the potential of people and the organization.

• Parts of this function:– HR strategies, – policies, – practices,– & the integration of those above.

Facilitating change

• HR professionals as change agents

• Organizational transformation

• Cultural change

• Strategic HRM

• It is also a stabilizing force (why it is needed?)

HRM in the organizational structure• In-house agency: activities are cross

charged

• Internal consultancy: the freedom of choice

• Business within a business: quasi-independent

• External consultancy

Organizing the HRM function

• Size matters (labourforce vs. revenue)– Average? (109)– From strategic head to first line managers

and below– Credibility – marketing HRM (& inner

marketing?)

Outsourcing HRM (personnel consultancies)• Cost saving (fixed costs)

• Concentration of efforts

• Obtaining expertise

• Ad hoc basis? (question of core activities)

• Various service providers

Evaluation of HRM

• Quantitative measures– Organizational effectiveness & efficiency– Employee behavior: absenteeism,

disputes, fluctuation, lateness– HR service levels

• Benchmarking

• User reactions, employee satisfaction

• HR scorecard

Roles of HR practitioners

• Service provider

• Guide, advisor

• Business partner

• Strategist

• Change agent, agent of innovation

• Monitores of HR applications

• Guardians of values

Competencies of HR practitioners

• Personal credibility

• Openness, ability to drive change

• Ability to manage culture

• Service delivery

• Ability to see the big picture (understanding business)

The front-line managers

• …are managers responsible for work groups to a higher level of management.

• Generally they are also first-line managers.

Roles of a front-line managers

• People management• Cost management (operational costs)• Providing technical expertise• Operational planning: organizing work, work

load & allocation• Monitoring work process• Quality management• Dealing with clients• Measuring operational performance

Thank you for your attention