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Chapter 12Human resources management

Learning outcomesThis chapter should enable the student to:Define human-resource management and strategic human-resource management.Discuss the importance of human-resource management within the context of managing the organisation as an integrated whole.Explain the role of the human-resources manager.Identify and explain the functions of human-resource management by discussing the strategic planning, staffing, assessment, development and maintenance of human resources.Discuss the current trends in human-resources management.

Human-resources (HR) management

Strategic human-resources managementLong-term, top-level management decisions, choices and actions

Integrated with overall business strategy

The role of human-resources managementEnsuring that the organisations human resources are managed as effectively and efficiently as possible, thereby:Increasing organisational effectiveness.Satisfying employees' needs.

Primary responsibilities of human-resources managerEnsuring the optimisation of the organisations HR by being:Part adviserPart strategistPart trainer and developerPart counsellorPart manager

The required skills of a HR manager

Human-resources management processFour main activities:HR planningStaffingTraining and developmentMaintenance

Strategic HR planning

Strategic HR planningOnce HR strategy has been determined,two steps remain:

Job analysisDetermines:The content of the jobANDBehaviours and attributes necessary to master the content.

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Figure 12.1 Job analysis results in two end-products

Uses of job analysis:HR forecastingRecruitmentInterviewing and selectionInductionTraining and developmentJob evaluation and remunerationOrganisational restructuringPerformance management

HR forecasting (workforce planning)HR forecasting means developing and implementing plans so that the right type of employees fill the right type and number of jobs to enable the organisation to achieve its goals and objectives.

StaffingFinding suitably qualified workers to fill particular jobs

Done through: Recruitment selection Induction

RecruitmentRecruitment means all HR activities used to draw a sufficient number of qualified job applicants to apply for a job, so that the most appropriate one can be selected.

Recruitment

Internal filling positions as far as possible from inside the organisationExternal - filling positions from outside the organisationUsually a combination of both

Internal recruitment: AdvantagesHigher moraleKnowledge of recordsChain effect of promotionNeed to hire only at entry levelUsually faster and less expensive

Internal recruitment: DisadvantagesApplicant pool is smallerNo new ideasIncreases possibility of internal infightingNot necessarily best applicantsNegative morale influence on employees not promotedStrong management-development programme necessary

Internal recruitment: Sources and techniquesRecord/data systemPostings e.g. notice boards and intranetRecommendations by supervisors

External recruitment: Sources and techniquesEmployment agenciesWalk-insReferralsProfessional bodies e.g. engineering institutesHead-huntingEducational institutionsInternet/TV/radio

SelectionSelection is the process though which the applicant who best suits a particular position is chosen from a group of applicants.

Remember:Heed current legislation.Use pre-determined selection criteria.Keep records.

Selection phases

Selection phases (continued)

Selection phases (continued)

InductionInduction is the process though which the new employee is welcomed and orientated to the organisation.

Why is induction necessary?Makes new employee feel more at ease.Ensures immediate productive integration.

Training and developmentLearning organisation organisation with a culture of constant development of its employeesTraining opportunities to enhance employee's skills and knowledge to do a specific jobDevelopment longer- term focus on preparing employees for future work responsibilities

Training and development (T&D) process

Performance managementPerformance management is a formal and methodological process.

Employees job-related strengths and weaknesses are identified, measured and developed.

Performance management

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Maintaining HR

Some compensation examples

Compensation objectives

Some trends impacting on HRMInternational economics - e.g. global recessionSocial networkingWork-life balance significanceNeed for ethics and social responsibilityEmphasis on performance managementNeed for skilled workersDemographic changeGovernment legislation

Challenges facing HR managersFuture talent needsRequired organisations HR make-up Facilitating optimal internal talent developmentExternal competencies and skills requirementsEngaging & energising the organisations demographic profile