HRM

Human Resource Management is the management of human relationships within an organisation. It’s a series of activities focussed on obtaining, training and maintaining an efficient and effective workforce that s capable of achieving organisational goals and objectives

Personal Management: Considered a basic necessity and there fore relegated to a second-class department with limited responsibilities. It was responsible for essential functions such as payroll, annual leave and recruitment.

The old personal management treated staff as if they were stock. That is, they were only concerned with ‘how many and how much’ it was a very administrative role.

The new HRM has now expanded their roles to meet the ‘human needs’ of their employees e.g. motivation, loyalty, security and contentedness, ect.

HRM and Business Objectives: In LSO. HRM is linked to all aspects of business activities. The effective management of people in the organisation will ultimately contribute greatly to achieving business objectives. This happens because it creates a human capacity to “get the job done’ e.g. Motivating staff can encourage them to work more energetically and therefore increase productivity

Employee Expectations: formal and informal beliefs about the tasks or working environment that an employer provides.

Maslow’s hierarchy of needs: Proposes that employees have five levels of needs in which lower order needs must be for filled before moving up to the next level. These needs from lowest to highest are physiological, safety, belonging and love, self-esteem and self-actualisation.

Alderfer’s ERG Theory: is a modification of Maslow’s. it has considered Maslow’s hierarchy of five needs and altered them into three. Existence, Relatedness and Growth, hence ERG.

Similarities: Alderfer’s is a modification of Maslow’s and Alderfer’s theory doesn’t state that a person moves through in a sequential order. In fact, it states a person can be at 2 stages at once

Hertzberg’s Two-Factor Theory: based on the two factors of motivation and hygiene needs. It establishes that if motivators are needs that, if met, bring about job satisfaction. While hygiene factors are needs. If met, result in a neutral state but don’t influence job satisfaction.

Implication in workplace: HRM’s must recognise that resolving issues that dissatisfy an employee result in neither job satisfaction nor motivation. An employee performing well needs to be recognised. Employees will become dissatisfied if hygiene factors are not provided. This allows employees to assume no blame for dissatisfaction

Employment Cycle

Establishment: This phase involves establishing the employment relationship between the organisation and the employee. Involving things such as HR planning, job analysis, recruitment and selection.

Maintenance: The process of ensuring that organisation retains productive employees who are loyal and highly committed. Involving working arrangements, induction, training and development and performance management

Termination: the process of exiting an employee from an organisation whether that be voluntary or involuntary

Socially and Ethical responsible Management: the businesses involvement in exercises, which will be beneficial to the community and environment. HRM’S an assist in the development on the codes of ethics, practices ad procedures and ensuring that a social and ethical standard id incorporated into the company’s practices.

Example. Staff, as apart of their paid working hours, are to participate in community volunteer work. The objective of this program is to make an effective and real contribution to the communities, which they operate, and to create stakeholder fulfilment by empowering staff to become active citizens. Another spin of this exercise is that it practices team building.