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HRM (Fach) / Definitions (Lektion)
definitions
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- HRM a body of management activities which are concerned one way or another with people working for the organisation. This term is used in two distinct ways, one generic and the other pejorative.
- Generic HRM an up-to-date and fashionable term for what has traditionally been called personnel management and is increasingly referred to as people management.
- Staffing Objectives making sure that the organisation has the staff it needs to carry out its functions to the required standard. This involves recruiting, selecting, promoting and developing people.
- Performance Objectives Maximising the workforce’s performance, which involves rewarding good performance, dealing effectively with poor performance, motivating the workforce, enhancing its levels of commitment, maximising its efficiency, equipping people with the skills and knowledge they need, encouraging effective supervision, effective absence management and disciplinary measures.
- Change Management Establishing a capacity for flexibility, which involves effective promotion of change, developing leadership skills in managers, training and development interventions, re-designing organisational structures and jobs, facilitating cultural change and managing redundancy programmes.
- Administration Includes payroll administration, health & safety management, recruitment and selection administration, the issuing and changing of contracts, record-keeping, management of retirement, redundancy and the issuing of references. Though not exciting, if carried out to a high standard and efficiently it can add value to the organisation’s success.
- Change episodes in organisations mergers, de-mergers, expansions, downsizing, re-organisations, restructuring, market repositioning exercises, efficiency drives, major technological change.
- Increased competitive intensity resulting from globalisation, technological developments and the promotion of competition by governments, requires organisations to intensify work and improve their productivity and efficiency.
- HR Contribution 1. Correlations between superior business performance as measured against a range of indicators and the presence of HR practices (Mark Huselid USA and David Guest UK); 2. Through interviews in successful case study organizations: what factors have contributed to their growth, profitability, quality of service etc (Jeffery Pfeffer USA and John Purcell UK)
- Business Objectives for major private-sector corporations to gain and maintain a sustained competitive advantage, for smaller organizations growth or survival and for public sector organizational effectiveness and meeting government targets as cost-efficiently as possible and to the highest achievable standard of quality.
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- Rhetoric and Reality Rhetoric of HRM being positive, employee-centered and superficially attractive whereas the reality is concerned with intensifying work à greater effort and productivity from workers for less money, dishonest as it pretends to be something different.
- Best Practice there are certain HR practices and approaches which will invariably help an organization in achieving competitive advantage, irrespective of the particular product market strategy being pursued. Includes the use of the more advanced selection methods, a serious commitment to employee involvement, substantial investment in training and development, the use of individualized reward systems and harmonized terms and conditions of employment as between different groups of employees. Good example: employee selection.
- Best Fit No belief in the existence of universal solutions, instead, all is contingent on the particular circumstances of each organization. Key variables include the size of the establishment, the dominant product market strategy being pursued and the nature of the labor markets in which the organization competes. Good example: reward management.