人员分配及人力调配页英文版

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1、Sept 2001Chris JarvisBS3403Human Resource ManagementBS3403 HRM2Schedulez Lecturesz Case study discussionz Coursework 50%,Examination 50%z On-line Forum/Bulletin Boardz Study guide and Learning Resourcesycourse WWW-site sol.brunel.ac.uk/jarvis/degreemodules/bs3403/yBOLAsol.brunel.ac.uk/jarvis/bola/pe

2、rsonnel/BS3403 HRM3Chris Jarvis:HRM Theory and PracticeMG5012 Managing Human ResourcesModule TextsEssential(pre-season training)z Maund L,2001,Intro to HRM,Palgrave z Beardwell I&Holden,2000,HRM,Pitman Furtherz Cornelius,N(1999)HRM:a Managerial Perspective,International Thomsonz Legge K,(1995),HRM:r

3、hetorics and realities,MacMillan BS3403 HRM4HRM:a mature discipline?Scientific/philosophical rigourCritical evaluationComplex synthesisAnalytical explanationTechnical applicationContextual understandingDescriptive knowledgeand categorisationBS3403 HRM5Scope of HRMzWhat business activities?Who does t

4、hem?zEvolution of HRM/Personnel functionzHR contentyjob and employee related service functionszHR contexts(STEEPLE)ysocial,technological,economic,ethical,legal and environmentalBS3403 HRM6HR AnalysisPlanning,Policy andImplementationStaffingRecruitmentPlacementRecordsLearning,Training,andEvaluatingRe

5、wardsandContractsOrganisationalculture&managementworkforcerelationshipsHRM/Personnel ActivitiesThe organisation employs peopleMacro Meso Micro Meta issuesBS3403 HRM7Karen Legge-Perspectives on HRM Rhetoric z descriptive functional(policies,procedures,purposes,rules,regulative mechanisms)z normative(

6、values and commitments:managerial,libertarian,egalitarian,ethical)z critical evaluative(strength of theory,rhetoric and experience)z descriptive behavioural(practice,experience and interpretation)Approaches,theoretical strength,control,philosophies&tension BS3403 HRM8Brain of the Firm?Personnel/HRM

7、at Board Levelnon-Exec DirectorsSales andMarketing DirectorFinance Directorincl.IT Systemsand PayrollOperations andDistributionDirectorDirector of Human ResourcesManaging DirectorCompany SecretaryChairmanVariants for public sectorStaff?Systems?Functionalresponses to internal&external conditionsBS340

8、3 HRM9ManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneral PersonnelPersonnel RecordsStatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices ManagerManagement DevelNeedsDesignDeliveryEvaluationOperative trainingStaff appraisalCareer counsellingInvestors in PeopleTechnica

9、l trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHealth&safetyWelfarecounsellingSocial clubSite security?Site Services&Occupational HealthRewards policy and change?Union bargaining and staffrepresentationContractsSocial/structural&legal adaptationManaging conflictEmployeeRelationsMana

10、gerDirector ofHuman ResourcesEmployment lawStrategy,external/internal,policy,standards,service quality,organisational Learning and culturesa service to managementnot a third party,mediator between company&staffDisciplineCentral,functional HRM Services modelBS3403 HRM10STAGE 1Records and administrati

11、onRegulativeaccountabilityCompetitive AdvantageDevelopment of HRM/PersonnelSTAGE 3STAGE 2Admin.Service ManagerContracts Service ManagerStrategic ManagerProblem-solving,power and innovationBS3403 HRM11Personnel administratoryClerk of works:chores,reactive,little authority,difficult to prove success,c

12、ost not profit centreyContracts manager&Architect deploy systems+innovate(Tyson&Fell 1986)Conformist innovator(contacts)y professionalism-accepts“ends”&adjusts“means”y service&innovation within prevailing norms.y policies for effective staffing,admin services&consultancyDeviant innovator(architect)y

13、 influence“ends-means”relationships.ygain acceptance for different success criteria.ystrategic:empowerment,creativity,organisational culture(Legge 1978)Clerks&InnovatorsBS3403 HRM12Managerial control:values and assumptionsEmploying people-unregulated master-servant relationshipModern,bureaucratic,ef

14、ficient corporation-internal regulationDevelopment of HRM/Personnel-2Externally regulated bureaucratic,efficient corporationCompetitive,global,lean,high quality,high tech firmDispersed,networked,flexible,K-based organisationBS3403 HRM13The distributed organisationz Centralised,corporate activities.C

15、ompare withyRetail distributionyThe short life organisationySoftware house,consultancy and facilities managementyEuropean or global firmyThe academic organisationyThe professional organisation(solicitors,accountants)yThe NHSyLocal and central governmentyThe knowledge-centred organisationBS3403 HRM14

16、Why a separate,bolt on HRM/personnel servicing function?Bureaucratic system&maintenancez regulated environment to service transactions(staff firm).z admin.burden.Routinisation,consistency,predictability.Strategic preparedness&developmentz intelligence&expertise.z anticipate staffing problems.Coordin

17、ate,reduce riskz strategic analysis,choice&implementation(global or local)z Support development&business prosperityStick to the knitting?=OutsourcingEach section manager as their own HR manager?BS3403 HRM15ManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneral PersonnelPersonnel Records

18、StatisticsEqual opportunitiesCommunicationsCatering?PersonnelServices ManagerManagement DevelNeedsDesignDeliveryEvaluationOperative trainingStaff appraisalCareer counsellingInvestors in PeopleTechnical trainingHRD ManagerMedical Centrescreening/welfareLoos/hygieneHealth&safetyWelfarecounsellingSocia

19、l clubSite security?Site Services&Occupational HealthRewards policy and change?Union bargaining and staffrepresentationContractsSocial/structural&legal adaptationManaging conflictEmployeeRelationsManagerDirector ofHuman ResourcesScope for Out-sourcing HRM ServicesEmployment lawStrategy,external/inte

20、rnal,policy,standards,service quality,organisational Learning and culturesa service to managementnot a third party,mediator between company&staffOut-source?Out-source?DisciplineThe distributed,Knowledge-based organisationBS3403 HRM16HR PlanningDEMANDforecastinganalysisqualitativequantitativeSUPPLYIn

21、ternal&externallaboursupplyService and Innovationbusiness and population trendsThe right people,in the right place,at the right time,at the right cost and with the right frame of mind.Jobs,contracts,skills,organisational membershipPlanning objectives?Short-/long-termPIMs&Internet technologiesBS3403

22、HRM17Jobs filledCompetenciesReputationCostsFlexibilityHarmonyContribution&performanceAttractRecruitment Internal External:advertising sources costs methodsSelectThe right candidatefor the job:ValidityReliabilityUtility of:application processinterviews&testsassessment centresreference&security checks

23、StaffingOrganizationalGoalsBS3403 HRM18Competence,training and learning1.Needs2.Design and implementation3.Evaluation business needs?what training needs?training objectives&learning outcomes know-how&learning criteria for evaluation what methods training policy learning processes resources&materials

24、 scheduling delivery&learning support Assess outcomes against criteria What outcomes?What criteria?BS3403 HRM19Rewards and equity issuesExternal equityretention&distributionpay survey&benchmarking key jobsoccupational class&transfer valuesInternal equityJob evaluation:MethodsIndividual equity(accept

25、ance&motivation)Direct:pay rises(seniority&performance)broad banding skill-based pay gain sharingIndirect:benefits and trappings of membershipBS3403 HRM20Performance AppraisalDescribe proceduresValues and assumptionsEvaluate theory/practiceDescribe behavioursdefine expectationsBS3403 HRM21Exchange,b

26、argaining and the lawz Contracts-rights and obligationsz Fairness and justice-unfair dismissalz Liberty,ownership and property-redundancy and TUPEz Right to work eligibilityz Discrimination and equal opportunityz Union recognition,membership and activitiesz Negotiation of wage-work bargainz Employee

27、 surviellancez Global adaptation and frameworksBS3403 HRM22Transactions in internal and external labour marketsz services to support staff employmentz personnel records&documentationz recruitment&selectionz contracts of employmentz reward systemsz staff training&developmentz unions&collective bargai

28、ning z welfare servicesz equal opportunities policiesz communications&cultureDescriptive-Functional perspectivePurposes,policies,rules,procedures&competencies of personnel&HRM practice.Prescriptions&guidelines:Very practicalMembership+Boundary managementBS3403 HRM23Pay-offs in Employer-Employee Rela

29、tionship z Task structure-work within policy,procedure&technical constraints.Jobs,work arrangementsz Knowledge&skill-employer wants know-how,competence,experience.Employee wants to be put to good use&be developedz Psychological-mgt&co-workers want committed,loyal,motivated staff.Individual wants sat

30、isfactionz Efficiency/rewards-employer wants performance&quality output.Employee wants equity,felt-fair rewards&opportunityz Ethical-values&commitments in right/wrong behaviour(after Mumford 1972)BS3403 HRM24Normative perspective Culture&values:explicit&implicit assumptions:hire-fire,caring,“tough l

31、ove”,profit maximisation,power,TQM,competitiveness.Horse-power contracts vs.“you for your own sake”perform-reward orientation“people are our greatest asset”if.minimum costteams,participation,empowerment,quality,creativity e.g.McGregor Theory X&Yunitary vs.pluralistic frameworks&TUsflexible,lean firm

32、&learning organisationBS3403 HRM25HRM credibility gapz Dirty Harry.Big hat-no cattle.Other?z Line mgr&staff disappointment with HRM people.z Personnels status vs.the control of HRM systems z Rag bag of incidental techniques.Little cohesion.z Personnel cul-de-sac?Filing clerk,social worker.Welfare&fi

33、re-fighter images.z“Im Steve from Personnel.I can help.”yDistant,out of touch,react to events or passiveyDefend status quo-existing policyyNot risk takers+insufficiently business orientedyLittle influence over power-brokersBS3403 HRM26“Managers confused,stereotyped perception of a personnel service.

34、They agree that.personnel.exists to provide a service to“the line”who must decide what this.should be but when.asked about what ideal service they needed.many.were at a loss to suggest anything other than routines.”Ambiguities&tensions in rhetoric&delivery of hard&soft HRM under market capitalism.Le

35、gge 1978Critical-Evaluative perspectiveBS3403 HRM27Talk and the social construction of realityIs HRM theory robust or built on weak foundations?z primary driver of strategy?z greatest assets=funds+products+brands?z staff&HRM people are costs.Down-size&out-source!z language of power-justifications&my

36、stifications.z HRM policies/practices control&direct performancesz power imbalance-NOT between equal partners.z external politico-legal interventionz employers under competition want invisible-hand not welfare intervention.z normative,inclusive view neglects countervailing forcesz employees as stake

37、holders-what stake&contract?Critical-Evaluative Perspective-2BS3403 HRM28Compare actual behaviour with normative rhetoric?Say vs.Do.Actual behaviour&experience of parties.z The dramatic metaphor:actor,“Face”,role demands,choices&constraints.On-stage,back stage,off stagez What do“they”actually do-fee

38、l-assume-accomplishz political world,pragmatism,egoism vs.idealism&altruismxstrategic?xoperational staffing?xclient-server relationships&alliances-individuals/groups?z Behaviours in situations of co-operation,competition,conflict?Descriptive-behavioural perspectiveBS3403 HRM29z figureheadz leaderz l

39、iaisonInterpersonalrolesInformationprocessingrolesDecision-makingroles(after H Mintzberg)monitordisseminatorspokespersoninitiator/changerresource allocatordisturbance handlernegotiatorThinkerBattlerHelperPersonnel Client-Server RolesBS3403 HRM30Helper-Battler-Thinker.a world ofFriendlyhelperToughbat

40、tlerLogical thinkerz trust,concern,respect,affection,empathy.Win-togetherz understanding,harmonising,compromising,encouragingz confrontation,conflict,competition,position play,survival,assertion,emotional resilience.Win-or-dont losez initiating,negotiation,striving,implementation&results,pressing fo

41、r agreement&resolving differences.z data,analysis,logic,modelling,systems,knowledge.z information gathering,clarifying,synthesis,systems development,defining rules/regulations,decidingOut-sourcingBS3403 HRM31HRM&Winning Strategiesz Flexible,lean organisation structures.SBUs.z Culture generation-competitive,creative,innovative,customer,quality&added valuez Fit to handle rapid change?z Competence&performance orientation.z Tough-lovez Intrapreneursz Centralisation/decentralisation issues,local&international/global