EXTERNAL INFLUENCES
•political, social and economic changes in the country
•technological changes
•internal organisational influences
•customer and stakeholder pressure
HRM KEY CONCERNS
HRM
==> SUPPORT OPERATIONS
==> RECRUIT, TRAIN & MOTIVATE PEOPLE
==> CREATION OF MOTIVATION CLIMATE
==> MONITOR EXTERNAL INFLUENCES
==> FOSTERING BALANCE AMONG STAKEHOLDERS
==> DEVELOP EMPLOYEES POTENTIAL
KEY ACTIVITIES
•ORGANISATION
•EMPLOYEE RESOURCING
•REWARD MANAGEMENT
•EMPLOYEE RELATIONS
•HEALTH, SAFETY AND WELFARE
•PERSONNEL ADMINISTRATION
•PERFORMANCE MANAGEMENT
ORGANISATION
==> ORGANISATION DESIGN
==> ORGANISATION EFFECTIVENESS
==> ORGANISATION DYNAMICS
==> JOB DESIGN
THE ORGANISATION’S HR FUNCTIONS
EMPLOYEE RELATIONS
•TRADE UNIONS
•EMPLOYEE INPUT
•COMMUNICATION
HEALTH, SAFETY AND EMPLOYEE SERVICES
•HEALTH,
•SAFETY
•WELFARE IMPROVEMENT SERVICES
•ASSISTANCE TO EMPLOYEES
EMPLOYMENT and PERSONNEL ADMINISTRATION
•POLICIES and PROCEDURES
•PERSONNEL and ADMINISTRATION SYSTEMS
REWARD MANAGEMENT
===> JOB EVALUATION
===> WAGES AND SALARY
===> PERFORMANCE PAYMENT
===> EMPLOYEE BENEFITS
HUMAN RESOURCES MANAGEMENT
===> DAY TO DAY MANAGEMENT CONTROL
===> EMPLOYEE EVALUATION
===> DISCIPLINE
===> STAFF MOTIVATION
===> JOB DESIGN and CONTROL
PERSONNEL ACTIVITIES
•job analysis, job description, job specification
•manpower planning and inventory
•recruitment and selection
•induction / orientation
•training and development
•personnel evaluation
•wage and salary administration
•employee benefits and services
•terms and conditions of employment
•health and safety
•personnel records
•communication with employees
•personnel policies and systems
•personnel research - turnover, absenteeism, attitudes, morale
•labour relations
ROLE OF THE PERSONNEL HR FUNCTION
•to take initiative and provide guidance and support on all matters relating to the employees
•promotes the business
•is a part of management
•represents employees interests
•supports increased effectiveness of employees
•guides in better handling of people
STRATEGY MANAGEMENT
STRATEGY FORMULATION ===> STRATEGIC PLANNING ===> IMPLEMENTATION ===> REVIEW ===> UPDATING
REQUIREMENTS FOR SUCCESSFUL STRATEGIC HRM
•strong, visionary top leadership
•clearly identified mission
•good organisation strategy
•focus on critical factors
•cohesive top management team
•seeing people as a strategic resource
THE PRINCIPLES OF POLICIES AND PROCEDURES
•simplicity
•common sense
•flexibility
•completeness
•conforming with the laws of the country
THE PURPOSE OF POLICIES AND PROCEDURES
•establish the basic rules for operations
•outline the best methods of executing the operations
•ensure uniformity of actions and decisions as appropriate
•officially assign responsibilities and authorities
•assist in decision making
•facilitate training of staff
•establish transparency and accountability in operation
HR POLICIES AND PROCEDURES
•human resource policies are the guidelines on the approach the organisation has adopted in managing its people
•human resource procedures define the steps to meet specified requirements or deal with a particular issue
Principles of HR policies and procedures:
•Equity
•Consideration
•Quality of working life
•Working conditions
EQUITY
•treating employees fairly and justly
•protecting them from unfair decisions by superiors
•providing equal opportunities
•operating a fair payment system
CONSIDERATION
•taking account of individual circumstances when making decisions affecting the prospects, security and self respect of employees
QUALITY OF WORKING LIFE
•aim to improve as a means of motivation
•relieving monotony
•giving responsibility
•not putting people under too much stress.
WORKING CONDITIONS
•healthy and safe
•as far as possible - pleasant
•something to look forward to
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