Human Resource Management v3

8/8/2019 Human Resource Management v3

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Human Resource

Management

Higher Business Management


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Function of Human

ResourcesHRP

Recruitment and SelectionTraining and Development

Maintenance of Personnel Records

LegislationEmployee Relations

Grievance and Discipline


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Changing Patterns of

EmploymentDecline in full-time, permanent work

Decline in heavy engineeringIncrease in service sectoremployment (call centre, IT)

Increase in women working (suited tonew areas of employment)


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Changing Patterns of

EmploymentTeleworking

FlexitimePart-time

Job Sharing

Fixed ContractsSub-contracts


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Reasons for

Sub-ContractingMore skilled workforce

ExpertiseEconomies of scaleCan concentrate on what youre

good atSaves money inequipment/training


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Human Resource Planning

Changing goals of abusiness

Changes in Market

Changes inTechnology

CompetitionPopulation Changes

Trade Unions

GovernmentLegislation

Factors affecting HRP:


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Labour TurnoverCosts of High Labour Turnover:

Costs of advertising, interviewing &training new employee

Loss of production while place isbeing filled

Low morale amongst other employees


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Manpower PlanningIf firms labour

supply > demand:

Redundancy

Retraining

Early retirement

Natural wastage

If firms labour supply< demand:

Additionaladvertising

Retraining

programmes Increase pay & other

incentives


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Motivation & NeedsMaslows Hierarchyof Needs

Needs at top moreimportant than atbottom

But lower needshave to besatisfied first


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Herzbergs Two Factor

TheoryFrederick Herzberg believed there were twofactors that affected people at work:

Hygiene Factors ones with potential to causedissatisfaction at work (salary, workingconditions, status, over-supervision)

Motivator Factors aspects of a job that canlead to positive job satisfaction (achievement;recognition; meaningful, interesting work;psychological growth and learning)


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Factors of Motivationpay levelsjob security

promotional prospectsResponsibilityworking conditions

fringe benefitsparticipation in decision-makingworking in a team


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MotivationFinancial MethodsFlat rate, piece rate, commission. PRP,profit sharing, share ownership

Non-Financial Methods

Empowerment, delegation, jobenrichment, job enlargement, jobrotation, quality circles


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Empowermentproviding the means by whichsubordinates can exercise power over their

working lives.

It offers more responsibility andindependence, different from delegationbecause there is more freedom to decidewhat to do and how to do it.


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Empowerment Benefits to

firmImproved productivityIncreased staff motivation

Speedier decision makingFresh ideas can improve quality ofdecisions madeOrganisation may become more competitive

Faster communication as there are fewerlevels in the organisationImproved management/employee relations


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Empowerment benefits to

employeeMay feel valued

Greater chance of promotion

Improved pay

Improved skills

Employees may be given extratraining

Improved motivation


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Criticisms of Empowerment

Is it more work for less money?

Not all workers like freedom andresponsibility. Some like to be toldwhat to do.


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Identify Job VacancyCould occur due to:

An employee leaving organisation

An employee being promoted

A new post being created


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Conduct Job Analysis

This identifies:

Tasks to be performed

Skills needed

Duties & responsibilities

Gives idea of ideal candidate


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Prepare Job DescriptionThis states:

Job title

Location

Tasks

Duties & ResponsibilitiesHours

Holiday Entitlements


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Prepare Person SpecificationA description of the type of person

suitable for post is drawn up. This

includes:Qualifications

Experience

Personal qualities

Hobbies & Interests


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Advertising Post

Internal and ExternalInternal

NewslettersNotice board

External

Newspaper AdvertsInternet

Job Centre

Recruitment AgencySchools/Colleges/Universities


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Internal RecruitmentAdvantages

Applicant & ability

familiar to organisationOrganisation may haveinvested in personthrough training

Individual aware ofculture (no need forinduction training)

Disadvantages

Limited skills pool

Own Job needed tobe filled

Resentment from

overlooked staff


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External RecruitmentAdvantages

Can target specific

sections ofpopulation

Wider job skillspool

No need to fillanother post

Disadvantages

Expensive

Time taken can belong

Successful

candidates mayturn down job


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InterviewsOne-to-oneinterview

Successiveinterview

Panel interview


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ApplicationF

ormsInitial contact,checked against

the PersonSpecification toselect suitablecandidates for

vacancyUsually inconjunction with CV


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CVCurriculum Vitae or

life history

Personal DetailsEducation

Qualifications

Work ExperienceHobbies/Interests

Additional Info


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TestsAttainmenttests

Aptitude tests

IQ tests

Psychometrictests

Medical tests


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AssessmentC

entresActivities:

Team building

Role PlayInterviews

Qualities looked for:Social skills,leadership qualities& personality

Intensive

assessment held

over one or two

days


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Selection Methods:

% used by business

Interviews 92References 74

Assessment

Centres 14

Aptitude Tests 11

Graphology 3

Validity at predicting work

performance

(0 = no use; 1 = very helpful)

0.170.13

0.40

0.54

0.00


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Assessment Advantages Disadvantages

MentalAbility tests(IQ)

useful predictors ofperformance across awide variety of jobs

Are usually easy and

inexpensive toadminister

Use of ability testscan result in highlevels of adverseimpact

can be costly todevelop & administer

Employmentinterviews

Structured interviews,based on job analyses,tend to be valid

May reduce adverseimpact if used inconjunction with othertests

Unstructuredinterviews typicallyhave poor validity

Skill of theinterviewer is critical


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Assessment Advantages Disadvantages

AssessmentCentres

Good predictors ofperformance, managerialpotential, & leadershipability

Apply the whole-personapproach to personnelassessment

Can beexpensive todevelop &administer

Specialisedtraining requiredfor assessors;

Reference

checks

used to verify information

previously provided byapplicants

May encourage applicantsto provide more accurateinformation

Reports are

almost alwayspositive


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Reasons for Training and

DevelopmentImprove staff performance

Improve productivity

Staff more flexible

Increase job satisfaction

Staff more motivatedUpgrade staff skills

Reduce injuries & accidents


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TrainingCosts

Sending peopleon training costs

Paying trainers

Loss of output

Benefits

Flexibility

Upgrade skills

Employeesatisfaction


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Induction TrainingFor new employees

Covers aspects of:Companyprocedures

Meeting colleaguesTasks of job

Health & safety


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Training MethodsOn the job trainingconducted at

employees place ofwork

Off the job trainingoccurs outside of worke.g. university orcollege


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Training MethodsSitting next to Nellie task demonstratedthen trainee undertakes task

Coaching trainee taken through step by stepby trainer

Job Rotation trainee learns tasks in differentdepartments/jobs

Self-paced/distance learning traineereceives resources and works on their own


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Staff DevelopmentSet targets and haveappraisals

Motivate Staff through:Bonuses and financialrewardsEmployee of MonthTeam building/socialevents


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Appraisal

Assessment of staff performanceUses Appraisal form then interview

Job focus = Looks for success in meeting goals

and targetsPerson focus = looks for persons skills andqualities

Problems:Difficult to measurePersonality clashes


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Reasons for AppraisalTo identify future training needs

Consider individuals developmentneeds

Improve employee performance

Provide feedback on performance

Identify promotion hopefuls


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Keeping Personnel Records

Keeps personal info onevery employee

Includes info onappraisals, trainingetc

Conforms to the DataProtection Act


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Uses of Records

Key Fields: Unique identifiers like NationalInsurance Number (Glasgow City Counciluses this)

AttendanceDisciplinePerformanceCommunicating (Correspondence)Selection of staff (promotion, training,teams, specific jobs)


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Employee RelationsThe formal relationship betweenemployees and employers


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Trade Unions

Organisation representing workers re: paynegotiations, working conditions, dismissal,redundancy

Collective bargaining is the basis of unions,whereby a group of workers stand a betterchance to negotiate

Trade Unions are funded by annualsubscriptions by its members


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Trade Union AimsTo improve pay of its members

Improve working conditions

Support training & development ofmembers

Ensure members interests areconsidered by employers


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Collective Bargaining

Begins with a change in existing contracts

Employers make offer to employee reps

Reps tell members & counter-claim occursNegotiations begin

Eventually a compromise is usually reached


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GrievanceGrievance is a complaint by employeeagainst employer

Can be taken up by:

Industrial tribunal

ACAS

Trade Union


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Discipline

Discipline procedures are takenagainst employee by employersEmployees must be aware of rulesverbal & written warnings givenfor breaking rules

Suspensions can follow thendismissal


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ACAS Advisory, Conciliation &Arbitration Service

Provides impartial information topeople with problems at work

Prevents & resolves problems at work

Settles complaints about employeesrights

Run workshops & seminars on latestemployment issues & legislation


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Processes

Negotiation

Consultation

Arbitration


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NegotiationIts purpose is to reach an agreement, butneeds some middle ground between the twopositions held.Success of the firm should benefit bothemployee as employers, so it is in their bestinterests to come to a settlement.

Employers and employees discuss mattersthat are important to both of them in orderto come to an agreement. It also involvescompromise.


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C

onsultationInforming employees of new rules andregulations that are being brought in is

consultation.The changes may have been forced uponthe firm by the Government, therefore noagreement is necessary and employees

views are not needed to be taken intoaccount.

Final decision lies with the organisation.


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ArbitrationWhen no agreement occurs, then a thirdparty, an independent arbitrator such as

ACAS is called in.Arbitrators are neutral and unbiased andwill listen to both sides and offer a fairand practical solution.

Binding arbitration is when both sidesagree to go with the decision of the thirdparty.


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WorksC

ouncilsThey are set up by an organisation andcontains the same amount of employees and

employer representativesGroups meet to discuss any proposedchanges before they are implemented.

Decisions reached by the council are

usually accepted by the workforce as theirrepresentatives have been involved.


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Industrial ActionEmployee Action

Sit in

Overtime ban

Work to rule

Go slow

Strike

Employer Action

Withdrawal ofovertimeLock out

Closure


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Sex Discrimination Act

(1975)Illegal todiscriminate

against employeeor job applicanton grounds of

gender ormarital status


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Race Relations Act (1976)Illegal foremployers to

discriminateagainst employeeor job applicant

on grounds ofethnicbackground


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Employment Rights Act

(1996)Covers:

Unfair dismissal

Redundancy

Maternity leave


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Equal Pay Act (1970)Pay conditionsmust be equalfor employeesof the oppositesex who areperformingsame work


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Health & Safety at Work

Act (1974)Covers:

WorkingconditionsProvision of

safety equipmentWorkplacehygiene


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Office, Shops and Railway

ActCovers:

Operating dangerousmachinery

Seating & Storage spaceLightingFireTemperature/ventilation

Premises, Toilets etc

Not all workers like freedomand responsibility. Some liketo be told what to do.

Documents

Human Resource Management v3