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Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
• Humanistic (Soft)
– Recognises the need for integration of policies but emphasises employee development, collaboration, participation, trust and informed choice.
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Human re Refers to the policies, practices and systems that influence employees’ behaviour, attitudes and performance. • Many companies refer to HRM as ‘people management practices’. • The focus is on managing people within the employer–employee relationship.
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
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The development of theoretical bases for HRM
Theoretical perspectives of HRM include: • Behavioural view • Resource-based view • Political-influence view
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Approaches to HRM
• Instrumental (Hard)
– Stresses the rational, qualitative and strategic aspects of managing human resources. Performance improvement and competitive advantage highlighted.
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HRM and Management
• HRM is management, but management is more than HRM. • HRM deals directly with people • Management includes:
– – – – – – Marketing Management Information Systems Production Research and Development Accounting and Finance Other functions/ activities in organisation
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SHRM and big issues
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
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Table 1.2 Typical responsibilities of HR professionals
• Strategic management • Health and safety • Employee and community relations • Analysis and design of work • Human resource planning • Human resource information systems • Recruitment and selection • Managing diversity and work–life balance • Learning and development • Performance management • Compensation and reward management • Employee services • International HR • Measurement and evaluation
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Strategic Human Resource Management (SHRM)
• To achieve effective outcomes in terms of individual and ultimately organisational performance, HRM practices need to be linked with the organisational goals, or organisational strategy. • This is achieved through HR practices that consistently influence employee attitudes and behaviours so as to achieve organisational goals. • Strategic Human Resource Management (SHRM) refers to the pattern of planned HR deployments and activities intended to enable an organisation to achieve its goals.
Training
Family friendly policies Values/ethics Grievance procedures
54
49 48 47
Source: C. Sheehan P. Holland & H. De Cieri, 2006, ‘Current developments in HRM in Australian organizations’, Asia Pacific Journal of Human Resources 44 (2), pp. 132–52
Module 1: What is HRM?
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
Source: Adapted from SHRM–BNA Survey No. 60, 1995, Human Resources Activities, Budgets, and Staffs: 1994–95, Bulletin to Management, Bureau of National Affairs Policy and Practice Series, 29 June, Bureau of National Affairs, Washington, DC.)
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
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Figure 1.1 Strategic HRM
Copyright 2011 McGraw-Hill Australia Pty Ltd Human Resource Management in Australia 4e by Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, Wright
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From Table 1.3: Current HRM policy development areas in Australia
(sample size = 1372) % Recruitment Performance appraisal (managers) Performance appraisal (non-managers) Selection Occupational health and safety (OHS) Work–life balance 76 75 69 67 57 55
