Human Resources Management
Lecture 1
Learning objective 1: explain how human resources relates to the overall management within an
organization:
Human resources (in an organization) are the people.
Human resources management is the process an organization undergoes to manage people in order
to achieve its goals.
The virtuous circle of Schlesinger:
1. The right people in the right job
2. Provide them with training & empowerment
3. This gives employee satisfaction & competences
4. Creates Superior service delivery
5. Which gives customer satisfaction
6. That creates customer loyalty
7. Which result in higher sales & profit
The (HR) management process >> functions:
planning
defining goals, establishing strategies and coordinate activities
organizing
determining what activities need to be done, who is responsible and how activities
should be done
staffing
selecting employees, setting performance standards, evaluating performance, training &
developing employees
leading
directing and motivating all involved parties and resolving conflict
controlling
monitoring activities to make sure that they are accomplished as planned
roles of HR manager – Ulrich model: Long-term
(strategic)
long term
strategic partner – creating goals
change agent – support & implement objectives
Short term
Administrative partner – is the HRM process working?
Employee advocate – work on motivation of employees
People
Process
orientated
orientated
, Short-term
Functional areas HR: (operational)
Compensation & benefits – such as travel allowance
Employee relations – labour contracts
HR compliance – providing safe work environment
Organizational design – designing the organization > hierarchy/functions
Training & development – finding out which training the staff need
HRIS – information systems > documentation e.g. absenteeism / planning workforce
Staffing & recruitment
Every manager still fulfils hr tasks such as recruitment interviews, on the job training, providing
feedback
Line and staff managers:
Line managers
Deals with direct managerial responsibility for a particular employee. It manages
employees and operations of a business while reporting to higher authority
Staff managers
Responsible for influencing & advising others
Such as. Finance / HR / accounting
Learning objective 2: defining internal & external supply of workforce and the importance of
succession planning:
Internal supply = vacancy filled within the company
o Current employees o Previous applicants
o Former employees o Employee referrals
Advantage internal Disadvantage external
- Selection process quicker - No new ideas or energy coming into the
business
- More cost efficient - Limits the potential number of candidates
- Capabilities & performance are known - A new vacancy will be created
- Motivation for your employees - Dead man’s shoe atmosphere
External supply = vacancy filled in from outside the company
o Advertisements o Word-of-mouth
o Recruitment agencies o Professional associations
Advantage external Disadvantage external
- Brings new ideas into the company - Expensive process
- No limit of candidates - Longer process
- Exposed to more diverse set of skills & - More difficult for company to assess the
experience candidate
- Less likely to cause resentments - You don’t know if he fits in company
culture
Lecture 1
Learning objective 1: explain how human resources relates to the overall management within an
organization:
Human resources (in an organization) are the people.
Human resources management is the process an organization undergoes to manage people in order
to achieve its goals.
The virtuous circle of Schlesinger:
1. The right people in the right job
2. Provide them with training & empowerment
3. This gives employee satisfaction & competences
4. Creates Superior service delivery
5. Which gives customer satisfaction
6. That creates customer loyalty
7. Which result in higher sales & profit
The (HR) management process >> functions:
planning
defining goals, establishing strategies and coordinate activities
organizing
determining what activities need to be done, who is responsible and how activities
should be done
staffing
selecting employees, setting performance standards, evaluating performance, training &
developing employees
leading
directing and motivating all involved parties and resolving conflict
controlling
monitoring activities to make sure that they are accomplished as planned
roles of HR manager – Ulrich model: Long-term
(strategic)
long term
strategic partner – creating goals
change agent – support & implement objectives
Short term
Administrative partner – is the HRM process working?
Employee advocate – work on motivation of employees
People
Process
orientated
orientated
, Short-term
Functional areas HR: (operational)
Compensation & benefits – such as travel allowance
Employee relations – labour contracts
HR compliance – providing safe work environment
Organizational design – designing the organization > hierarchy/functions
Training & development – finding out which training the staff need
HRIS – information systems > documentation e.g. absenteeism / planning workforce
Staffing & recruitment
Every manager still fulfils hr tasks such as recruitment interviews, on the job training, providing
feedback
Line and staff managers:
Line managers
Deals with direct managerial responsibility for a particular employee. It manages
employees and operations of a business while reporting to higher authority
Staff managers
Responsible for influencing & advising others
Such as. Finance / HR / accounting
Learning objective 2: defining internal & external supply of workforce and the importance of
succession planning:
Internal supply = vacancy filled within the company
o Current employees o Previous applicants
o Former employees o Employee referrals
Advantage internal Disadvantage external
- Selection process quicker - No new ideas or energy coming into the
business
- More cost efficient - Limits the potential number of candidates
- Capabilities & performance are known - A new vacancy will be created
- Motivation for your employees - Dead man’s shoe atmosphere
External supply = vacancy filled in from outside the company
o Advertisements o Word-of-mouth
o Recruitment agencies o Professional associations
Advantage external Disadvantage external
- Brings new ideas into the company - Expensive process
- No limit of candidates - Longer process
- Exposed to more diverse set of skills & - More difficult for company to assess the
experience candidate
- Less likely to cause resentments - You don’t know if he fits in company
culture
