D39BU – Business Management in the Built Environment HR Management Dr. Turker Bayrak.
Download ReportTranscript D39BU – Business Management in the Built Environment HR Management Dr. Turker Bayrak.
Slide 1
D39BU – Business Management in
the Built Environment
HR Management
Dr. Turker Bayrak
Slide 2
Different Terms…
• Personnel Management
• Human Resource Management
• High Commitment Management
• Talent Management
… the same meaning!
Slide 3
What is HRM?
The distinctive approach to employment management
which seeks to achieve competitive advantage through
the strategic deployment of a highly committed and
capable workforce using an integrated array of cultural,
structural and personnel techniques.
Storey (1995)
Slide 4
HRM: A redefinition?
HRM reflects an attempt to redefine both the meaning
of work and the way individual employees relate to their
employers.
(Keenoy and Anthony, 1992)
Slide 5
The Two Models of HRM
Hard Model – Utilitarian
Instrumentalism
Soft Model – Developmental
Humanism
HR systems used to drive the
strategic objective of the
organisation.
•
Treat employees as valued
assets
•
Employees are proactive inputs
into productive processes
•
HR is just a factor of
production
•
•
HR used to maximised
economic returns
Worthy of trust and
collaboration, capable of
development
•
Focused on HR policies to
deliver ‘resourceful’ humans.
•
Slide 6
Main Activities of HRM
• Recruitment and selection
• Training and development
• Human resource planning
• Provision of contracts
• Provision of fair treatment
• Equal opportunities
• Assessing performance of employees
• Employee counselling
Slide 7
Main Activities of HRM
Organising:
• Organisation design
• Organisation development
• Job and role design
Resourcing
• Human resource planning
• Talent management
• Recruitment and selection
Slide 8
Main Activities of HRM
• Performance management
• Training and Development
• Organisation and individual learning
• Management development
• Career management
• Reward management
• Pay systems
• Contingent pay
• Non-financial reward
Slide 9
Key Variables
Rewards variables
Training variables
Appraisal variables
Recruitment variables
Slide 10
Sub-contracting
How did sub-contracting in construction industry affect
human resource management?
•Instead of managing your own people, you have to
manage sub-contractors.
•Loyalties of the people and the organisation might
conflict.
•It is possible to sub-divide complex tasks into smaller
packages.
Slide 11
Recruitment and Selection
1. Recruitment is a personnel function whereby the firm goes out
into the marketplace to attract potential employees.
2. Selection is making the choice from those who come forward.
Slide 12
Recruitment Policies
1. Hidden recruitment uses companies internal people and it is not
advertised to outside world.
2. Explicit policies appear in advertising.
Group Activity:
What are the implications of using one of these instead of other?
Discuss and write down your conclusions.
(Levander 2001)
Slide 13
Recruitment Policies
1. Hidden recruitment uses companies internal people and it is not
advertised to outside world.
• It saves money from advertisements,
• Successful applicant will be familiar to management.
• Such practice motivates other employees
2. Explicit policies appear in advertising.
• It is important to avoid discrimination,
• Inform candidates about the processes,
• Recruit under your own banner rather than a recruitment
agency
(Levander 2001)
Slide 14
Recruitment Policies
Question: Consider an economic recession. If you have advertised
a job position and received a huge number of applications
although the advert was very specific.
•
•
What strategies would you use to reduce the number of
applicants?
What are the possible implications of your chosen method?
Slide 15
Recruitment Policies
•
•
What are the main components of a job advert?
What are the main considerations in designing them?
Slide 16
Job Description
This is likely to be the most attractive part of the advert for
applicants. Some contents might be;
• Title,
• Salary,
• Conditions such as hours, holidays, pensions,
• Content and responsibilities of job,
• Place in the organisation
(Levander 2001)
Slide 17
Candidate Specifications
When you are advertising the job, would you disclose all the
specifications you are looking for in the advert?
A framework for examination of candidates is as follows;
1. Physical make-up.
2. Attainments
3. General intelligence
4. Specialised aptitudes
5. Interests
6. Deposition
7. Circumstances
Slide 18
Selection Procedures
This can have various forms including multi-stage processes with
advertising, short-listing from the applicants, personality tests,
and two or more rounds of interviews.
The condition of the labour market will affect the difficulty level of the
selection processes
(Levander 2001)
Slide 19
Training
•
What type of training is required?
•
Who is to provide it?
•
Where it is to take place?
•
Who is to pay for it?
(Levander 2001)
Slide 20
Setting Levels of Pay
Kindly discuss how you can decide on the levels of pay for different
jobs in the organisation?
•
Education and training required
•
Experience required
•
Originality and creativity in the job
•
Complexity of the job
•
Responsibility for others
•
Mental and physical demands of the job
•
Difficulty of the conditions over which job is done
(Levander 2001)
D39BU – Business Management in
the Built Environment
HR Management
Dr. Turker Bayrak
Slide 2
Different Terms…
• Personnel Management
• Human Resource Management
• High Commitment Management
• Talent Management
… the same meaning!
Slide 3
What is HRM?
The distinctive approach to employment management
which seeks to achieve competitive advantage through
the strategic deployment of a highly committed and
capable workforce using an integrated array of cultural,
structural and personnel techniques.
Storey (1995)
Slide 4
HRM: A redefinition?
HRM reflects an attempt to redefine both the meaning
of work and the way individual employees relate to their
employers.
(Keenoy and Anthony, 1992)
Slide 5
The Two Models of HRM
Hard Model – Utilitarian
Instrumentalism
Soft Model – Developmental
Humanism
HR systems used to drive the
strategic objective of the
organisation.
•
Treat employees as valued
assets
•
Employees are proactive inputs
into productive processes
•
HR is just a factor of
production
•
•
HR used to maximised
economic returns
Worthy of trust and
collaboration, capable of
development
•
Focused on HR policies to
deliver ‘resourceful’ humans.
•
Slide 6
Main Activities of HRM
• Recruitment and selection
• Training and development
• Human resource planning
• Provision of contracts
• Provision of fair treatment
• Equal opportunities
• Assessing performance of employees
• Employee counselling
Slide 7
Main Activities of HRM
Organising:
• Organisation design
• Organisation development
• Job and role design
Resourcing
• Human resource planning
• Talent management
• Recruitment and selection
Slide 8
Main Activities of HRM
• Performance management
• Training and Development
• Organisation and individual learning
• Management development
• Career management
• Reward management
• Pay systems
• Contingent pay
• Non-financial reward
Slide 9
Key Variables
Rewards variables
Training variables
Appraisal variables
Recruitment variables
Slide 10
Sub-contracting
How did sub-contracting in construction industry affect
human resource management?
•Instead of managing your own people, you have to
manage sub-contractors.
•Loyalties of the people and the organisation might
conflict.
•It is possible to sub-divide complex tasks into smaller
packages.
Slide 11
Recruitment and Selection
1. Recruitment is a personnel function whereby the firm goes out
into the marketplace to attract potential employees.
2. Selection is making the choice from those who come forward.
Slide 12
Recruitment Policies
1. Hidden recruitment uses companies internal people and it is not
advertised to outside world.
2. Explicit policies appear in advertising.
Group Activity:
What are the implications of using one of these instead of other?
Discuss and write down your conclusions.
(Levander 2001)
Slide 13
Recruitment Policies
1. Hidden recruitment uses companies internal people and it is not
advertised to outside world.
• It saves money from advertisements,
• Successful applicant will be familiar to management.
• Such practice motivates other employees
2. Explicit policies appear in advertising.
• It is important to avoid discrimination,
• Inform candidates about the processes,
• Recruit under your own banner rather than a recruitment
agency
(Levander 2001)
Slide 14
Recruitment Policies
Question: Consider an economic recession. If you have advertised
a job position and received a huge number of applications
although the advert was very specific.
•
•
What strategies would you use to reduce the number of
applicants?
What are the possible implications of your chosen method?
Slide 15
Recruitment Policies
•
•
What are the main components of a job advert?
What are the main considerations in designing them?
Slide 16
Job Description
This is likely to be the most attractive part of the advert for
applicants. Some contents might be;
• Title,
• Salary,
• Conditions such as hours, holidays, pensions,
• Content and responsibilities of job,
• Place in the organisation
(Levander 2001)
Slide 17
Candidate Specifications
When you are advertising the job, would you disclose all the
specifications you are looking for in the advert?
A framework for examination of candidates is as follows;
1. Physical make-up.
2. Attainments
3. General intelligence
4. Specialised aptitudes
5. Interests
6. Deposition
7. Circumstances
Slide 18
Selection Procedures
This can have various forms including multi-stage processes with
advertising, short-listing from the applicants, personality tests,
and two or more rounds of interviews.
The condition of the labour market will affect the difficulty level of the
selection processes
(Levander 2001)
Slide 19
Training
•
What type of training is required?
•
Who is to provide it?
•
Where it is to take place?
•
Who is to pay for it?
(Levander 2001)
Slide 20
Setting Levels of Pay
Kindly discuss how you can decide on the levels of pay for different
jobs in the organisation?
•
Education and training required
•
Experience required
•
Originality and creativity in the job
•
Complexity of the job
•
Responsibility for others
•
Mental and physical demands of the job
•
Difficulty of the conditions over which job is done
(Levander 2001)