Transcript Slide 1

Human Resource
Management
T 1 Introduction
Denitza Borisova
Starting point
• Who is who?
• Expectations
• Initial knowledge
• Psychological contract
Organisation of work
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Assignments
Revisions/practice work
Lectures
Final revision
Test and essay
Assignments
• Summary of Bulgarian Law on Health and Safety at Work
• Summary of Bulgarian Law on Protection against
Discrimination
• Summary of Bulgarian Law on Integration of Disabled People
• Summary on Bulgarian Labour Law on:
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Hiring procedure
Possibilities for flexible working arrangements (working time)
Paid and unpaid leaves
Grievance and disciplinary procedures
Downsizing and redundancy procedures
Employee representatives (unions and work councils)
Groups of special protection
Personnel Management
and
Human Resources
Management
Personnel work….
• Is partly a file clerk’s job, partly a
housekeeping job, partly a social
worker’s job and partly firefighting to
head off union trouble and settle it…..
• Peter Drucker, The Practice of
Management 1961
CIPD definition
Armstrong 2002
PM is that part of management, concerned with
people at work and with their relationships within
an enterprise. Its aim is to bring together and
develop into an effective organisation the men
and women who make up an enterprise and,
having regard for the well being of the individual
and the working groups, to enable them to make
their best contribution to its success.
Personnel
Management/Administration
• The HR or the line manager?
• Specialist or generalist?
• HR consultants or HR business
partners?
• Administration or Management?
Primary response for recruitment and
selection (% of organisations)
France
Belgium
Greece
Italy
Spain
Sweden
Czech Republic
Finland
EU Avg.
Bulgaria
Turkish Cypriot Community
USA
New Zealand
Nepal
Line Mgt
0,7
7,5
7,1
3,5
2,6
22,6
33,8
34,1
14,7
21,1
63,3
3,5
23,4
38,5
Line Mgt with HR dept with
HR dept
line Mgt
35,5
55,8
35,0
50,0
22,9
48,8
20,0
47,0
26,0
46,8
54,6
21,0
52,1
14,1
49,3
13,1
38,7
35,6
39,5
27,6
29,1
7,6
39,6
43,9
41,5
29,4
26,9
21,8
HR dept
8,0
7,5
21,2
29,6
24,7
1,8
0,0
3,4
11,1
11,8
0
12,9
5,7
12,8
Primary response for Pay and Benefits (%
of organisations)
Slovakia
Estonia
Slovenia
Greece
UK
France
Italy
EU Avg.
Turkey
Bulgaria
Turkish Cypriot Community
USA
Israel
Nepal
Line Mgt
56
41
34
14
6
4
3
19
42
48
78
4
10
55
Line Mgt with HR dept with
HR dept
line Mgt
25
15
36
21
39
24
24
43
25
51
31
52
18
43
32
34
27
24
28
16
14
8
20
43
13
42
24
12
HR dept
4
2
3
19
18
14
36
14
8
9
0
33
35
10
Primary response for Training and
Development (% of organisations)
Italy
Spain
Greece
France
Netherlands
Denmark
Finland
Sweden
EU Avg.
Bulgaria
Turkish Cypriot Community
USA
Australia
Tunisia
Line Mgt
3,4
4,5
4,6
4,3
11,4
28,9
25,1
22,1
12,7
23,3
64
4,3
6
30
Line Mgt with HR dept with
line Mgt
HR dept
45,7
18,1
53,9
18,2
59,2
20,1
53,6
32,6
36,3
45,4
29,6
33,2
27,8
39,9
25,3
47,9
41,6
32,7
30,7
29,3
10,7
22,7
52,4
22,8
52,8
29,2
26
36,7
HR dept
32,8
23,4
16,1
9,4
6,9
8,3
7,2
4,8
13,0
16,7
2,7
20,5
12
7,3
Primary response for Industrial Relations (% of
organisations)
Slovakia
Slovenia
Cyprus
Denmark
UK
Italy
Spain
France
EU Avg.
Bulgaria
Turkish Cypriot Community
USA
Australia
Tunisia
Line Mgt
40,9
22,3
23,9
22,9
2,7
2,8
1,9
0,7
13,4
60,5
64
6,1
3,2
57,3
Line Mgt with HR dept with
HR dept
line Mgt
26,6
24,2
21
31,2
10,4
32,8
26,4
25,6
17,8
50
6,5
18,7
7,1
39
8,6
32,4
20,3
32,4
18,5
11,3
22,7
12
14
53,9
14,7
41,7
24
13,3
HR dept
8,3
25,5
32,8
25
29,5
72
51,9
58,3
33,8
9,7
1,3
36
40,5
5,3
Primary response for Workforce
expansion/reduction (% of organisations)
Slovakia
Estonia
Denmark
Netherlands
Germany
UK
France
Italy
EU Avg.
Bulgaria
Turkish Cypriot Community
USA
Philippines
Line Mgt
40
36
37
17
12
8
4
4
20
38
71
5
6
Line Mgt with HR dept with
HR dept
line Mgt
35
21
46
16
45
15
62
19
36
32
51
34
36
42
23
39
42
27
38
18
24
4
53
32
55
33
HR dept
4
2
3
2
20
8
18
34
11
6
1
10
6
Historical Background of Personnel
Profession
1. Modern work
2. 19th Century Development (Mary Wood, WWA)
3. Trades Unions and labor relations
4. The Welfare State
5. The Behavioral Sciences
Modern Work
• The rise of the factory system
•The shift from agriculture to industry
•The separation of “work” from “life”
• The need for time discipline
• Fordism and Tylorism - Growth of “mass” manufacturing
• Bureaucracy - Fairness and efficiency?
19th Century Philanthropy
• Reaction against cruelty of early industrial work
systems
– Factories Act 1833; Factory Inspectors
• Industrial Welfare as a Profession
– Mary Wood; Rowntree, first Industrial Welfare Officer appointed
1896
– Eleanor Kelly at Boots in 1911
– Over 500 by the end of World War 1
– Wood and Kelly instrumental in forming the..
• 1913 Welfare Workers’ Association
– Feminine profession?
– 400/420 members were women in 1920
• Acquisition of other personnel activities
– 1921 National Institute of Industrial Psychologists (recruitment,
selection, training, industrial relations, motivation, H&S, etc.)
Trade Unions
•1868 first Trade Union Conference
Manchester 1868; 34 delegates, 118,000 members
Brighton 2005; 727 delegates, 66 unions, 6.5m members
• 1871 Trades Union Act legalizes them
•Immunities, not “rights”
•Labor relations - employers’ need to “manage”
Unions
•Marxist influence - industrial conflict and challenges
to capitalist system per se
• Unionization of the workforce
•Welfare Workers’ Association >>> 1931 Institute of
Labour Management >>> 1946 Institute of Personnel
Management >>> 1995 Institute of Personnel and
Development >>> 2000 Chartered Institute of Personnel
and Development (CIPD)
The Welfare State
• National Insurance Act of 1911
•Welfare State and links with work related benefits
(sickness, pensions, redundancy, unemployment)
• Employers’ role in record keeping
•PAYE tax system and National Insurance
•Data protection regulations
• Labor related legislation
• Equal Opportunities in 1970’s
• Health Safety and Welfare
• Work Councils, NMW, Working time etc. in 1990’s
The Behavioral Sciences
• Work Psychology
– Kelly, Myers-Briggs etc. during 2nd World
War
– Maslow, Herzberg, Belbin, etc.
• Work Sociology
– Labour Market Studies
– “Manpower” and Human Resource
Planning
• Management Science
– Fayol, Mintzberg, Drucker, Handy etc. etc.
Current issues in People
Management
• Flexibility and diversity – Atkinson, 1989, “The Flexible Firm”:
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Core/peripheral workers
Numerical flexibility
Functional flexibility
Distancing
Pay flexibility
Employment issues
Information Technology
Human Capital
Adding Value – measure the difference that people make to
the organisation
Adding Value (Green, 1999)
• In order to provide added value, HR
professionals need to provide:
– Alignment: point people to the right direction
(mission, vision, strategy through coaching,
mentoring, training)
– Engagement: develop belief and commitment
to the organisation’s purpose and direction
(motivation, culture and values)
– Measurement: provide data that demonstrate
the improved results achieved
Major characteristics of HRM
(Foot & Hook, 2005)
• Focus on strategy, i.e. on business needs
• Line managers play a predominant role
• Integrated policies to support values and
objectives and internal communication
• Adopted philosophy of achievement of
competitive advantage through people (BSC,
Hard/Soft HRM)
• Rather unitarist approach: the common purpose
is pursued in a pluralist framework
Competitive Advantage through
People – BSC (Kaplan & Norton, 1996)
Achieves a balanced overview of what
contributes to company success:
– Financial results
– Customer relations
– Internal processes
– Learning and development
Is HRM the answer ?
• PERSONNEL
• HRM
• specified contracts
• “beyond contract”
• rules
• business need
• monitoring
• nurturing
• pluralist ERL
• unitarist ERL
• collective bargaining
• performance management
• standardized pay
• individualized pay
• predescribed procedures
• vision and mission
HRM Key Functions
(Foot & Hook, 2005)
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HR Planning
Recruitment and Selection
Learning Training and Development
Performance Appraisal and Management
Pay and Reward
Welfare, Health and Safety
Partnership and Involvement
Discipline and Grievance
Dismissal, Redundancy, and
Outplacement
• Equality and Diversity
The Effective Management of People
(Advisory, Conciliation and Arbitration Service – ACAS, 2004)
General principles:
1. Ambitions, goals and plans that employees
know about and understand
2. Managers that listen, empower and inspire
3. People that feel valued and confident
4. Everyone is treated fairly and differences are
appreciated
5. Work is organised so that it encourages
initiative, innovation and teamwork
6. A safe and healthy place of work
The Effective Management of People
(Advisory, Conciliation and Arbitration Service – ACAS, 2004)
General principles (continued):
7. Work/life balance
8. A pay and reward system that is clear, fair and
consistent
9. A culture that encourages L&D
10. A good working relationship between
management and employee representatives
11. Formal, clear and fair grievance & disciplinary
procedures
Discussion
Storey’s 27-points model of the key
differences between the “traditional
personnel” and “new HRM”
approaches.