Introduction to Human Resources

URL’s Wikispace

http://www.wikispaces.com/ search sathrm

Learning styles

http://www.engr.ncsu.edu/learningstyles/ilsweb.html

Sources Course guideline ~ Learning unit 1

Text book ~ Chapter 1 (pages 3 ~ 34)

OUTCOMES – Session Two

By the end of this session you should be able to :

1. Schematically present HR as a “body” of knowledge

2. Define Human Resources Management

3. Discuss the impact of the macro environment on HRM

4. Differentiate between the various mngt approaches to

structuring HRM

5. Differentiate between individual efficiency and effectiveness

6. Discuss key challenges impacting HRM in South Africa

HR as a body of Knowledge Mind = Psychology

Heart = Sociology & Anthropology

Stomach = Management, Labour relations

Legs = Empowerment Education, Training and

Development

HRM DEFINED

The productive use of people in,

Achieving the organizations strategic objectives, and

The satisfaction of individual employee needs

Impact of the Macro or External environment

“PEST” Political : laws, government

Economic: Strength of Rand, interest rates, inflation, level

of unemployment

Social: Values of society, expectations of the people,

demographics of people

Technology: WWW, Machinery, Computers

Components of HRM

ENVIRONMENTPolitical, Economic, Social, Technological

ORGANIZATIONSize, culture, structure, policies, technology

INDIVIDUAL

Knowledge, skills, Abilities, personalities,

values

JOB

Value, challenge, variety, autonomy

FIT

Management approaches to HRM

1. Functional approach

2. Systems approach

3. Efficiency approach

Functional Structure of organization

Managing Director

Marketing & Sales Director

Operations Director Financial Director HR Director

1. Functional approach Views HR as a staff function, providing assistance to

line departments Traditionally HR is structured as follows:

Recruitm ent & selectio n T raining & D evelopm en t Industrial Relation s Adm inistratio n

HR M NG R

Functional approach (Continued)

Service Function

Day to day tasks of HR

(Recruitment, selection, Pay, Training, Health and safety)

Control Function

Ensuring that HR is strategically aligned & working

(Productivity, labour turnover, absenteeism)

Advisory Function

Expert advice on how best to manage people(labour law, motivation, procedures)

Levels of Authority in functional structure

Line: Direct authority over subordinates.

Functional: Authority to issue enforceable functional instructions.

Staff: Advisory authority that may not be enforced.

2. Systems theory approach

Inputs from environment ~ transforms them ~ returns to environment

Using a systems theory approach what would change if:

Technology is introduced that makes your qualified architects redundant, as the software is able to produce drawings in half the time. The skills needed to produce the drawings are very easy to acquire.

You own an Architectural Company

“Architects - R – Us”

Systems theory simplified

“framework to describe and analyze groups of objects, that work together to produce a result”

Systems approach to HR management

Views an organization as an open system, with the people being a sub-system of the Organization

The purpose of HR Mngt is to obtain optimal utilization of employee in support of optimal outputs of the organization

Micro system of HR

Work(What we do)

Work method(How we do it)

People(Who)

Structure(Organization)

Goal(Why)

•Environment•Culture•Education•Social•Genes•Needs

•Personality•Needs•Psycho contract

Job Content•Nature•Autonomy•Challenge

Job Context (environ)•Culture•Leadership•Policies•Work Conditions•Relationships

Ext. environment•Labour market•Economy•Unions•Laws

HR Processes•Planning•R & Selection•Job design

HR Processes•Org Development•Compensation•Leadership Dev•Training•Team building

HR Processes•Org Development•Ee relations•E/Equity•Diversity

Perform

ance outputMacro systems view

3. Efficiency approach

Views HR as ensuring success by ~ people doing the “right stuff” (Effectiveness) “right” (Efficiency)

Through: Ensuring that appropriate goals are set for individuals &

groups.

Groups focus on and achieve these goals with as little disruption as possible

Efficiency approach

Organizations aim to meet goals through people

It therefore stands to reason to minimize the disruption and barriers to the speedy and smooth attainment of these goals.

Current key challenges to HRM

1. Globalization

2. Down sizing and de-layering

3. Knowledge management

4. Skills demand

5. Developing workplace flexibility

6. HIV/AIDS

Next week

Motivation and leadership

Chapter 13 & 14

Pages 335 ~ 347 & 355 ~ 366