management resource strategic human

A. Sardiya. SHRM 2018: Leopold andHarris (2009)

STRATEGIC HUMANRESOURCE

MANAGEMENT

Alimatu SardiyaAlimatu SardiyaDepartment of Human Resource and

Organisation DevelopmentDepartment of Human Resource and

Organisation DevelopmentKNUST School of BusinessKNUST School of Business

••••

The purpose of this course is to :Enable students develop an understanding of SHRM –appreciate the strategic role of HR, the impact the of HR onorganisational performance and the complexities of SHRM inpractice .Develop an understanding of the various theories of SHRMDevelop understanding of HRM systems and their role in keyHRM functions such as:

StaffingPerformance ManagementCompensation and RewardEmployee separation

Course Objectives

Topics to be covered include;Organisations, strategies and human resourcing.Managing uncertainty or managing uncertainly?Ethics and SHRMFrom equal opportunities to diversity managementAssessment, selection and evaluation.Performance management and performingmanagement

A. Sardiya. SHRM 2018: Leopold and

Harris (2009)

Course Content

Reward strategies and paying for contributionManaging processes of HRDThe strategic responsibility of exit managementKnowledge organisations, strategies and humanresourcingEmployee participation, involvement andcommunications

Course Content contd.

This course will be delivered in a weekly two hour face-to-face lecture.Contributions and active class participation is highlyrecommended.Assignments are expected to be submitted in both softand hard copies by the stipulated deadline.Students can always communicate with lecturerthrough the following e-mail address:alimatusardiya@yahoo.com

A. A. Sardiya. SHRM 2018: Leopoldand Harris (2009)

Delivery Mode

30%(Assignment+mid-sem

exams+presentation)

70% (End ofsemester exams)

Assessment

DeNisi S. A., & Ricky W., (2007). Human ResourceManagement, Biztantra.Leopold, J., and Harris, L., (2009) The StrategicManaging of Human Resources, 2nd Edition, PrenticeHall, UK.Cases studies will be sourced from Leopold and Harris(2009)

Recommended Texts

Leopold and Harris(2009)

Lesson OneLesson OneLesson OneLesson One

Organisations, Strategies andHuman Resourcing

By the end of this lesson, students are expected to:Appreciate the perpetuity and complexity of humanresources issues in work organisationsAppreciate the essence of human resource strategyAppreciate the strategic essence of humanresourcesUnderstand the RBV and Strategy in Practicethinkings of SHRM

Lesson objectives

It is important to focus on ‘human resources’ ashuman predispositions and capacities, such as skills,knowledge and commitment and a generalpredisposition in people to work cooperativelytogether, rather than to think of people themselvesas ‘resources’.Human resource in the context of modernorganisations, are thus most usefully seen as humancapacities necessary for task performance and thecontinuation of the organisation into the future.

Introduction

Human resources are the efforts, knowledge,capabilities and committed behaviours which peoplecontribute to a work organisation as part of anemployment exchange (or more temporary contractualarrangement) and which are managerially utilised tocarry out tasks and enable the organisation to continuein existence (Leopold and Harris, 2009).

Introduction

Modern work organisations make use of humanresources in a context which is:Market-based: the relationship between theorganisation and its workers is fundamentally one ofeconomic exchange.Bureaucratised: Modern work organisations arebureaucracies in the sense identified by Weber(1978).People are given a part to play in the division of labourof the organisation because they are deemedtechnically qualified for their post.

Introduction

As business organisations compete with each other tosurvive in the free market, human resources becomematters of considerable competitive significance. For example, Kay (1993) and Hamel and Prahalad((1994) identify the skills and knowledge of anorganisation’s staff as the core competencies thatpotentially give it advantages over other organisations.The contemporary emphasis on ‘talent management’ isa further development of this field. (Ashton and Morton,2005; Tansley et. al., 2007)

Introduction

The human resource challenges that face today'smanagers may be categorized according to theirprimary focus: the environment, the organization, or theindividual.Firms that deal with these challenges effectively arelikely to outperform those that do not.

Challenges of HRM

First, the environmental challenges facing HR includerapid changes in the business environment; thediversity of the workforce; the growing need for apresence in the global marketplace; legislation by localand state governments; evolving work and family roles[workers needs and wants away from work); and, mostimportantly, shortages of skilled workers and the rise ofthe service sector.

Challenges of HRM

HR faces several challenges within an organization aswell. While the competitive position of the organization,decentralization of decision making, restructuring, andneed for downsizing might seem salient, the constantbattle with organizational higher-ups associated withsuch changes leave HR in constant flux. Thesechallenges combined with ever-changing technologycreate significant obstacles to the creation of acoherent HR strategy and a well-functioningorganization.

Challenges of HRM

In addition to environmental and organizationalchallenges, there are also several individual challengesthat human resource managers face. These includesuch things as appropriately matching people to theorganization and clashing views about ethics andresponsibility. In addition, productivity issues, braindrain, the attraction of a firm's most productiveemployees to competitors, and job insecurity ofemployees can all play a role.

Challenges of HRM

HR is crucial to any organization's efficiency and health,and although there will always be challenges facing HR,selecting an appropriate HR strategy will allow HR tocombat these issues, improve the effect of humanresource management, and contribute to a moreproductive organization overall.

Challenges of HRM

How does HR strategies in the face of these challenges?First, HR managers must be in touch with thecharacteristics of their organization and its employees,and their capabilities, in order to choose consistent HRtactics that will allow them to successfully implementHR strategies. Next, HR strategies must align not onlywith organizational strategies, but also with the externalenvironment and environmental opportunities, overallbusiness strategies, and an organization's uniquecharacteristics and distinctive competencies.

Selecting an HR Strategy

The approach to paying close attention to internalorganisational capabilities and qualities increased inpopularity in the 20th Century in the face of increasingorganisational competitiveness. Academic literaturerefers to it as Resource-based view (RBV) of the firm.Barney (1991) emphasised the importance of firmsexploiting ‘internal strengths’ in human and non-humanresources ensuring that these resources stayedvaluable, rare, inimitable, non-substitutable andsustainable.

Resource-Based View(RBV)

RBV also emphasise the essence of ‘committedbehaviours ’ within the workforce.Committed behaviours are forms or actions whereworkers are choosing to act within a conception ofwhat is appropriate for the wider organisation and notjust for short-term or sectional gain. SHRM is about acquiring and retaining humancapabilities and instilling ‘committed behaviours ’ withinthe workforce.

There are some criticisms against the RBV thinking ofhuman resources.Firstly, work organisations are not free-standing entitiescompeting with each other on a globally even playingfield.Secondly, RBV leads us to assume that workorganisations are all capitalist firms engaged in thepursuit of competitive advantage with other firms.Thirdly, RBV does not tell us who the practitioners areand how theses practitioners go about ‘RBVing’.

Valuable theoretical work is now emerging which seeksto define what goes inside the strategy ‘black box’.This has given birth to the ‘strategy as practice’perspective (Johnson et al., 2007).‘Strategy in practice’ is ‘essentially concerned withstrategy as activity in organisations, typically theinteraction of people ….. The practical performance ofthe people who engage in (these activities so that) twosurprisingly neglected questions (can be answered):what do the people engaged in strategizing actually doand how do they influence strategic outcomes? (Johnsonel al., 2007).

‘Strategy as Practice’

According to Jarzabkowsky’s ‘strategy-as-practice’ looksas ‘how practitioners act, what work they do, with whomthey interact, and what practical reasoning they apply intheir own localised experience of strategy’.Strategy-as-practice had originally been characterised bya micro and activity-based approach. However, its hasgenerally evolved into focusing on relatively localisedconcerns within a global framework. The new view alsorelates its concerns to certain characteristics of thehuman species as whole and specifically to the‘unmanageability of human beings’.

‘Strategy as practice’

For organisations to succeed, it is important thatemployees give out their best to support pre-definedorganisational goals.Managers are thus expected to ‘manage’ the skills,knowledge and capabilities of employees for thebenefit of the organisation.In fulfilling this role, it is important that managersrecognise that workers are not just a bundle ofcapabilities, but also individuals with identities andpriorities outside the work lives.

The ‘Unmangeability’ ofPeople

Human resources are essentially problematic because theyare supplied by human beings.People are assertive, adaptable social beings with emergentidentities, who with varying degrees of power, negotiate theirroles and rewards with the employing organisation.When they go to work, they are as much setting out to use theorganisation for their own ends as the organisation isconcerned to use them.Managing human resources becomes impossible whenhuman beings refuse (or find it difficult) to separate thisnotions of self-identity and personal autonomy from their roleas ‘supplier’ of human resources.

The ‘Unmanageability’ ofPeople

To derive the desired benefits from humans to achievethe desired strategic end, managers should realize thathuman power over individuals has to be legitimized tobecome authority. Thus negotiation and bargaining areat the heart of all managerial work and strategic HRM.To have any control whatsoever over ‘human resources’,managers need to win the consent of employees andreward compliance.

The ‘Unmanageability’ ofPeople

Strategy is a pattern emerging over time in anorganisation as actions (of both a planned andunplanned nature) are carried out to enable theorganisation as a whole to carry on into the future.Strategic decisions have:A corporate dimensionA long-term implication

What is strategy?

Human resourcing strategy is the general directionfollowed by an organisation in how it secure,develops, retains and, from to time, dispenseswith the human resources it requires to carryout work tasks in a way that ensure that itcontinues successfully into the long term.

HR strategies

Strategic human resourcing is the establishingof principles and the shaping of practiceswhereby the human resources within anorganisation, seen as a corporate whole, isrequired to carry out work tasks that enable it tocontinue successfully into the long term.

Strategic HumanResourcing

Modern management studies advocate that formanagers to think about the organisation strategically,the focus should be on the organisation andorganisation’s long-term future.However, there is a an especially heavy strategicresponsibility on the the HR specialist because unlikeother functional managers, strategic HRM requires thatHR management must consider the whole organisationand focus on both the short-term and long-term needs ofthe organisation.

Human Resourcing asessentially strategic

It is possible to argue that human resources are notsimply the means that an organisation uses to achieveits ends but are to some extent ends that theorganisation exists in part to fulfill.The question that arises then is ‘should humanresourcing considerations be made after anorganisation has made its basic corporate strategy orotherwise?’Researchers had proposed a close two-way relationshipbetween business strategy and HR thinking. A. Sardiya. SHRM 2018: Leopold and

Harris (2009)

HR strategy as mistress andservant of corporate strategy

Shuler et al. (2001) suggest that strategists shouldfirstly establish vision, mission, values and generalstrategy. Then identify strategic business issues andstrategic objectives. Then turn to HR issues where they‘interpret’ the ‘HR meaning’ of these issues andobjectives.

HR strategy as mistress andservant of corporate strategy

HR STRATEGIES: THEVARIOUS PERSPECTIVES

LESSON TWOLESSON TWO

By the end of this lesson, students should be able to;Understand the basic perspectives of HR strategy(best-practice: best fit / high-commitment: low-commitment/ Harvard: Michigan thinking to HRstrategy)Appreciate the contributions of these thinking to arefined approach to HRM

Lesson Objectives

It is important to understand that SHRMis a growing field and as such, there arevaluable contributions though varied, yetmaking significant additions to the SHRMliterature.

Introduction

Three of the common perspectives that attempt toemphasise the strategic role of HR strategy are:

The best-practice/best fit thinkingHigh-commitment/low-commitment HR strategiesThe Harvard / the Michigan

The approaches should not be regarded as competing/conflicting theories. Because they are actuallycomplementing theories, (some are even improvedversions of others) seeking only to enrich the SHRMliterature as practice for that matter.

Introduction

A significant trend in modern HR thinking has been toclaim that the only successful way to organisations todeal to HR issues in the increasingly competitive andcomplex global market is to adopt a bundle of(perfectly flawless) HR practices.Proponents of this thinking argue that these ‘bundle ofbest practices’ have global relevance and adoptingthem will surely pay-off.

Best Practice HR Strategies

Some recommended best-practices in HRM are;HR issues are the concern of all managersHR considerations are part of all strategic-leveldeliberationsHigh trust relations and team-working practices makeclose supervision and strict hierarchies unnecessaryCommitment to incremental development and trainingof employees etc. A. Sardiya. SHRM 2018: Leopold and

Harris (2009)

Best Practice HRStrategies

An alternative tradition the ‘best-practice’ or ‘one-best-way’ approach to human resourcing is the ‘best-fit’approach.The best-fit takes a ‘contingency thinking approach’which argues that different types of HR strategies fit ormatch different organisational circumstances.Thus HR strategies may vary because of marketconditions, organisational size, stage of organisationallife-cycle etc.

Best-Fit approach to HRStrategy

Managers can adopt a strategic choice between ‘high’and ‘low’ commitment HRM practices.High-commitment approach to HR practices imply thatmanagement apply HR practices that contribute a long-term relationship with employees where both theorganisation and the employee will benefit significantly.

High-commitment: low-commitment HRS

A low-commitment approach on the other handfocuses solely on the shot-term gains of theorganisation with little attention to building a longer-term relationship with the employee.High-commitment generally creates high levels ofuncertainty for managers whereas low commitmentgenerates human resources with low levels ofuncertainty for managers.

High-commitment: low-commitment HRS

HR Practice High -Commitment Low-CommitmentOrganisational culture Shared values,

emphasis on sharingRule-based, emphasison authority

Organisationalstructure

Decentralized, mutualapproach to planning

Top-down influence,centralized

Work design Whole, enriched jobs De-skilled, fragmentedEmployee development Continuous learning ,

career-focusedCourse-based training,focus on job

High-commitment: low-commitment Practices

They suggest that managerial HR policy choices areinfluenced by stakeholder interests and the particularsituational factors interacting on them.The strategic task of management is to take policychoices in the light of these circumstances.This model further emphasizes more on the human/soft side of HRM.The model emphasizes more on the fact thatemployees like any other shareholder are equallyimportant in influencing organizational outcomes.

The Harvard Model

This model would be described as ‘hard’ HRM becauseit emphasizes treating employees as a means toachieving the organisation’s strategy, as a resource thatis used in a calculative and purely rational manner. HardHRM focuses more on using people as resources andas a means towards the competitive success of theorganisation.Hard HRM assumes that increasing productivity willcontinue to be management’s principal reason forimproving human resources.

The Michigan Model

Lesson ThreeLesson ThreeLesson ThreeLesson Three

Managing uncertainty ormanaging uncertainly?

By the end of this lesson, students are expected to ;Understand the issue of flexibility and flexibleemployment practicesAppreciate competing explanations about why flexibleemployment is introduced in organisationsHave understanding of the implications of non-standardwork patterns on HR strategies, the organisation andthe society.

Lesson Objectives

Predicting the future is not something at which humansbeings have been particularly successful. The more welearn about HRM, the more we understand how difficultit is to manage the present, far less the future.Traditionally, firms had maintained a stable workforceapplying standard working hours through the industrialrevolution.With the onset of the digital revolution, the standardwork pattern and ‘life-time employment’ thinking cameunder heavy criticism.

Introduction

To survive in response to rapid technologicaladvancement, firms began to downsize and ‘rightsize’.Flexibility in the organisation of labour becameadvocated as a means of using labour more efficiently. Firms began to be populated more and more byknowledge workers who worked with information. Theseworkers did not necessary have to be physically presentin the workplace to be able to work. They could work inmore flexible contexts and arrangements different fromthe standard 9-5 shift.

Introduction

Flexibility of the employee and for the employee can beperceived as a means for employees to balance orintegrate their work and family responsibilities.Flexible scheduling have benefits for both the employerand the employee.Employers can choose between internal and externalflexibility.External flexibility refers to the ability of employers tocall in flexible personnel form outside the firm to carterfor short-term labour supply needs.

Flexibility

Internal flexibility is maintaining flexible relations with current ;permanent personnel. It includes transfer, changing andemployee’s responsibilities or working hours etc.If the change in employee’s job responsibilities concernscontent of the job, it is called functional flexibility.Numerical flexibility has to do with varying the size and thestructure of the workforce.Temporal flexibility refers to work arrangements (internal orexternal) where the working hours and pattern may be varied.Temporal flexibility could applied through exploitation orexploration.

There are various reasons for the growing internationaluse of non-standard work patterns or arrangements;To increase productivity and competitiveness.To adapt organisations to accelerated technologicalchanges.Adapting to fluctuations in availability of workers.To meet workers’ aspirations.

Flexibility

1.2.3.4.

Numerical flexibilityTemporal flexibilityAd hoc flexibilityFunctional flexibility

Employers use flexibility for ;EfficiencyQuality

Types of Flexibility

Factors promoting functional flexibility;Educational level of workersDecentralizationNew technologyBarriers against functional flexibility;Most workers are more interested in some aspect ofthe jobCost and availability of training

Functional Flexibility

AdvantagesEmployers gain more flexibility, higher productivity andrequire fewer workers DisadvantagesRegular training is requiredMore rewards for workerExamples of functional flexibility are ;Horizontal or vertical multi-skillingTeam work

Functional Flexibility

Casey (1988) identifies eleven overlapping categoriesof temporary workers.Consultants/freelancersLabour-only subcontractorsCasual and on-call workersSeasonal workersFixed term contractWorkers with contract dischargeable by performance

Numerical Flexibility

Workers on training contractTemporary workers on indefinite contractsTemporary agency workers Employees of works ContractorsParticipants in special programmes for unemployed.

Facilitating factors for redundancy;Relatively easy to dismiss in Ghana.Workers and unions appear to have accepted thatredundancy is a legitimate management tool.Flatter and leaner firms appear more competitive andattractiveBarriers against the use of redundancy;Legal constraintsResistance form unions and the local community

Examples are;ShiftworkRosteringAnnualized workPart-time (secure)Sabbatical leaveVariable working systemCompressed workweek

Temporal Flexibility

Examples are;Paid overtimeUnpaid overtimeLay-offsRedundancyCasual work

Ad hoc flexibility

Lesson FourLesson FourLesson FourLesson Four

ETHICS AND SHRMETHICS AND SHRM

By the end of this lesson, students are expected to beable to;Understand that ethical issues are a fundamental yetcomplex aspect of SHRMRecognize ethical issues underlying SHRM activitiesUnderstand that management decisions concerningethical issues do not just affect organisations, theyhave potential wider societal implications

Lesson Objectives

Activities associated with SHRM have an inherenttension associated with the often mismatched goals ofthe organisation and the diverse needs and concerns ofthe workers.But what does it mean to adopt a moral stand in thecontext of how work is organised or to investigate workfrom an ethical standpoint?The subject of ethics and morals is potentially complex,and when analysed within the context of SHRM, thecomplexities can appear magnified.

Introduction

The word ethics and morals have similar etymologicalroots.‘Ethics’ has its origin in ancient Greek in the wordethikos meaning the authority of custom and tradition.‘Morals’ on the other hand is derived form the Latinword mos, which also refers to authority associatedwith custom and tradition.

What is ethical/moral?

Grace and Cohen (2000) consider that there are fourpoints to be considered in trying to define what ethics is.Firstly, thinking ethically requires us to go beyond ourself-interest.Secondly, Ethical issues can be universalized.Thirdly, ethical perspectives must be able to bedefended with reasons.Lastly, are centrally concerned with behaviours.

What is ethical/moral?

The fair and ethical treatment of employees is animportantly strategic concern, since the way employeesperceive the way employees are treated potentiallyimpacts on long-term concerns of an organisation.If we consider the concerns of low and highcommitment HR strategies, we may initially think thatethical choices made by employers in each type ofcommitment strategy are likely to be different.

Ethics and SHRM

A high commitment HR strategy suggests anorientation toward carefully considered ethical choices,while a low commitment HR strategy may be moreconfined to calculated and instrumental ‘At times, there may be competing ethical positions,even within a firm pursuing a high commitment HRstrategy.We can see this is in the case of CityGroup, a financecompany that has a strong ‘commitment’ culture (Readcase to class)

Ethics and SHRM

Against the backdrop of the ageing workforce and skillshortages, organisations are becoming aware of theneed to embrace practices that will serve to attract andretain their workforce.The extent to which various practices of strategichuman resourcing or ‘bundles’ of practices can beconsidered inherently ethical is a contentious issues.

Ethical issues associatedwith strategic human resourcing

What is less contentious however, is the notion thathow well or badly, employees are treated will make asignificant difference to the release of their capabilitiesof talents.Some firms clearly acknowledge the need to humanisethe appearance of their human resourcing activities, asevidenced by Bristol-Myers Squibb.

Ethical issues associatedwith strategic human

resourcing

One of the most significant HRD (human resourcedevelopment) ethical issues remains the issue of equityand access to the range of developmentalopportunities necessary for full participation in society.A right to employability has important implications forHRD, not the least of which is that learning anddevelopment programs need to go beyond narrow job-related outcomes.Elements of career and succession planning,mentoring, coaching etc.

Ethics and training anddevelopment

Performance management contains something of aparadox.How can performance be judged at the same time as itis developed?Another ethical dilemma arises when this otherquestion is asked; is SHRM more concerned withutilizing and developing talents or monitoring (andcontrolling) desired behavior?

Ethics and performancemanagement

There have been significant changes in reward systemsin recent years especially in the area of performance -based pay and other contingent reward systems.Contingent pay can lead to economic insecurity foremployees.Performance-based pay also operates under theassumption of commonality of interests betweenemployer and employee.

Ethics and rewards

Issues of equal employment opportunities are an importantaspect of SHRM.The ‘business case’ perspective argues that it is in the interestof the organisation to fully utilize all existing and available‘human resources’ hence equality can serve organisationalends.The ‘social justice’ perspective rests on the assumption thatmen and women are fundamentally the same, and as suchthey should be treated the same. The social justiceperspective then sees that equality is simply morally rightand should be pursued for that reason.

Ethics and equality

The ‘merit’ approach holds that equality can beachieved by judging individuals on their particularmerits against the same standards. This approachargues that men and women are fundamentally equaland it is left with the organisation to determine thosewith the most merit.‘Diversity’ approaches however, explicitly acknowledgedifferences. Such approaches argue that inequality ispartially the result of the failure to accept differencesand to respond to them.

Ethics and equality

The work-life balance debate has created the conceptof ‘presenteeism’ at the workplace.Presenteeism and some supposedly flexible workpattern sometimes lead to employees overworkingthemselves and sometimes working late into the night.This could be detrimental to females and otheremployees.Flexible work arrangements may lead to employeesusing their private time to work.

Ethics and long workinghours

Even though downsizing continues to be a popularpractice, the ethical and moral implications of thispopular SHRM practice can be massive. Downsizing has implications for employees who areretrenched as well as those who are retained.

Ethics and downsizing

Unwelcome sexual advances, requests for sexual favors, andother verbal or physical conduct of a sexual nature constitutesexual harassment when:1. Submission to such conduct is made either explicitly orimplicitly a term or condition of an individual’s employment;2. Submission to or rejection of such conduct by an individualis used as a basis for employment decisions affecting suchindividual; or3. Such conduct has the purpose or effect of unreasonablyinterfering with an individual’s work performance or creatingan intimidating, hostile, or offensive working environment.

Sexual Harassment

Unlawful harassment is verbal or physical conduct thatdenigrates or shows hostility or aversion toward anindividual because of his or her race, color, religion,gender, national origin, age or disability, or that of his/herrelatives, friends, or associates, and that:1. has the purpose or effect of creating an intimidating,hostile, or offensive working environment;2. has the purpose or effect of unreasonably interferingwith an individual’s work performance; or3. otherwise adversely affects an individual’semployment opportunities.

Sexual Harassment

The first is quid pro quo sexual harassment, also knownas ”something for something.” In this instance, a one-to-one exchange of some sort of favor is demanded inreturn for a desired outcome with regard to hiring,promotion, salary improvement, or any type ofadvancement or special treatment within an organization.The second type of harassment is called hostileenvironment sexual harassment. This type would includegroups of employees charging their employer withcreating a hostile work environment.

Sexual Harassment

Establish a written policy prohibiting harassment.• Communicate the policy and train employees in whatconstitutes harassment.• Establish an effective complaint procedure.• Quickly investigate all claims.• Take remedial action to correct past harassment.• Make sure that the complainant does not end up in aless desirable positionif he or she needs to be transferred.• Follow up to prevent continued harassment.

Handling SexualHarassment

The HR manager is usually regarded as the provider ofethical stewardship who should prescribe ‘ethical’human resourcing practices for the organisation.The HR manager’s role as the custodian of the ethicalcompass of the firm includes performing certainactivities as providing training in ethics, communicatingcodes of ethical conduct, managing compliance andmonitoring arrangements and establishing andmaintaining principles of corporate social responsibility.

The HR manager andethics

There is evidence in literature that HR managers facesome difficulties in performing their ethicalstewardship role.Also, the personal orientation of the HR manager, hisviews towards the way other decision-makers treatemployees and the values of the organisation willinform the ethical stance of the ethical manager.

The HR manager andethics

Resignationto unethicalacts

No viewexpressed

Trivializingprivate views

Publicdomaindominant

Moralcourage

Quietistcompliancewithunethicalacts

Neutrality Tolerance ofunethicalacts

Ethicallyreactive

Ethicallyassertiveorientation

Separation ofpublic andprivatedomains

Nonseparation ofpublic andprivatedomainsA. Sardiya. SHRM 2018: Leopold and

Harris (2009)

Range of ethical choices forHR managers (Watson,2003)

Contact the HR manager of a local business. Ask thatperson how he or she is working as a strategic partnerto manage human resources given the firm's strategicgoals and objectives.

Assignment

Lesson FiveLesson FiveLesson FiveLesson Five

From equal opportunity to diversitymanagement

By the end of this session, students are expected to; Understand how issues of equal opportunities andmanaging diversity influence human resourcestrategies and SHRMAppreciate the challenges in developing anddelivering equality and diversity strategies inpractice

Lesson Objectives

The increasing diversity and changingdemographics of the global workforce, legalrights for workers with different need and callfor equal treatment of workers have createdchallenges for employers across all sectors.Approaches to workplace inequalities areinformed by two main principles, equalopportunities and diversity management.

Introduction

The growing diversity in the workforce presentchallenges to managers of how to demonstrateequality of treatment in a consistent manner whilstaccommodating individual needs stemming formdifferences such as disability, gender, age, sexualorientation, race, ethnicity and religious belief.

Equal opportunities andDiversity management?

It is well argued that not only is the concept of diversitymanagement open to different interpretations, but itsapplication will vary according to prevailingorganisational environment; eg the role of the HRfunction, the extent of anti-discrimination policies, theimage of the industry etc.Inequality in the workforce is defined as discriminatingagainst people on grounds which are irrelevant to thejobs they are doing or for which they are applying. A. Sardiya. SHRM 2018: Leopold and

Harris (2009)

Equal opportunities andDiversity management

Equal treatment has been adopted from the liberalperspective of achieving equality by through theapplication of a principle of neutrality to provide fairtreatment.In employment, it has led to focus on eradicatingdisadvantage where it has been identified thatdiscrimination has occurred in recruitment anddismissals as well as in other workplace practices.

A long standing criticism of the traditional ‘equalopportunities’ approach is that it reinforces negativeview of difference because it is based on the promotionof sameness of treatment to reduce inequalities.In contrast, ‘managing diversity’ concept believes thatdifferences should be valued and recognisd.

Equal opportunities Managing diversityAddresses inequality through rights Promotes diversity for firm’s benefitNeutralises individual differences Recognises individual differencesTreats people the same

Treats people differently

A narrow view of differences An inclusive view of differencesA focus on HR practices Concerns all functions of the firmPromotes assimilation Promotes variety

Differences between Equalopportunities and Diversity

management

Treating everyone the same irrespective of groupidentities ignores the importance of that identity to theindividual and challenges the extent to which the normsof the dominant culture are embedded in the workplaceprocesses. treating employees or recognising diversity isassociated with inherent tensions between imperativesof the market, external levels of regulations,organisational demands for cost-effective HR practicesand employers’ ethical responsibilities to attend to theneeds of the workforce.

It is evident that adopting a more radical approach topromoting workforce diversity is complex since itrequires careful evaluation of the different elements thatmay impede or promote its adoption.It is indicated that ‘home-grown’ solutions to managingdiversity are the best way forward. It supports Boxall andPurcell’s (2002) message for strategic HRM to focus on‘good practice’ which reflects external and internalorganisational ‘fit’ rather than pursuing the best practiceapproach which may be at odds with the organisationaland environmental reality.

Lesson SixLesson SixLesson SixLesson Six

Recruitment andSelection

By the end of this lesson, students should be able to;Emphasise the centrality of recruitment and selectionprocesses to SHRMCritically consider the importance of the variousapproaches to recruitment and selection

Lesson Objectives

A manager has to make many decisions every day.Theses decisions are the underlying block of ‘bigdecisions’. Deciding who joins the organisation orotherwise is one of such decisions. The recruitmentand selection function has several futureconsequences for the organisation.

Introduction

This seemingly, simple function could determine who toemploy(for a long term), whom to promote, whom toreassign, whom to train and sometimes even whom todismiss.The problem of assessing people, their competencies,actions, motivations and satisfactions is very importantto understanding behaviours in organisations. Theprocess of conducting this complex task is full ofpitfalls.

Introduction

According to Pilbeam and Corbridge (2006: 143)…‘’recruitment is a process which aims to attractappropriately qualified candidates for a particularposition from which it is possible and practical to selectand appoint a competent person or persons.’’Werner, Schuler and Jackson (2012: 152) also definerecruitment as “recruitment involves searching for andobtaining qualified applicants to consider when fillingjob openings”.

Recruitment

There are basically two sources of recruitment. Theseare; Internal andExternal sources Each of these approaches has potential benefits andpitfalls.

Recruitment

…Selection is the process of collecting and evaluatinginformation about an individual in order to extend anoffer of employment. Such employment could be eithera first position for a new employee or a differentposition for a current employee. The selection processis performed under legal and environmental constraintsand addresses future interests of the organization andof the individual”. Gatewood, Field and Barrick (2008: 3)

Selection

For Pilbeam and Corbridge (2006: 143), selection is “aprocess which involves the application of appropriatetechniques and methods with the aim of selecting,appointing and inducting a competent person orpersons”.

Selection

Application forms and bio datasInterviews (situational, behavioral etc.)Tests (Aptitude personality, psychometric)Background/Reference checks

Common SelectionMethods

Contrast effect; Evaluation of a person’s characteristicsthat is affected by comparisons with other peoplerecently encountered who rank higher or lower on thesame characteristics.Halo Effect ; When we draw a general impression aboutan individual on the basis of a single characteristic,such as intelligence, sociability, or appearance, a haloeffect is operating.

Selection Biases

Selective Perception; Any characteristic that makes aperson, an object, or an event stand out will increasethe probability that we will perceive it.Stereotyping; When we judge someone on the basis ofour perception of the group to which he or she belongs,we are using the shortcut calledStereotyping.

Selection Biases

There are several important strategic issues come upduring recruitment and selection. These includePerson-job fit or person-organisation-fit?Organisational politics and power struggles.Probation or outright full-time employment?

Strategic issues inrecruitment/selection

Lesson SevenLesson SevenLesson SevenLesson Seven

Performance Management And PerformingManagement

By the end of this chapter, students should be able to; Understand the strategic options that face HR strategy-makers when developing performance managementsystems. Describe and critique various performancemanagement systems and techniques

Lesson Objectives

People in and spheres of the organisation includingthose HR departments argue that their function is criticalto the performance of the organisation but worry aboutwhether they have been able to demonstrate this or haveinstituted enough policies and systems to convinceothers of their work’s worth.Performance management is often the vehicle forquelling such anxieties and demands. As a result,performance management systems , and in particular,the appraisal component of them, can becomeoverloaded.

Introduction

More often than not, performance management systemstend o have multiple objectives and multiple contents. For example a system might be linked to setting andreviewing objectives and competencies, planning trainingand development, compensation and rewards, andsuccession planning.Such an extensive and all encompassing performancemanagement system will undoubtedly contain valuableinformation as well as that of doubtful origin andusefulness.

Designing aperformance

management system

It is important that every performance system has clearobjective and a strong basis to be useful.The Goal-setting theory and the Expectancy theory ofmotivation provide useful insights on how to develop aworkable performance management program.The premise for designing a performance managementsystem is driven by two issues;The most important things are more important tomeasure than the less important ones.Management and staff will only pay attention to thosethings that are measured

Designing a performancemanagement system

1.2.3.4.

Kaplan and Norton(1992) having realised the difficultyin developing a practical and workable performancemanagement system proposed that companies shouldcollate performance information from four view points

The financial perspectiveThe customer perspectiveThe internal business perspectiveThe innovation and learning perspective

Designing aperformance

management system

It may be argued that performance management isimportant because of the rhetorical and practicalresources it provides for the performing of management.However, the issues for debate include;Whether performance systems measure the right thingsand whether managers are sufficiently skilled atinterpreting the statistics.How do staff view performance management?Why is it that most staff seem to dislike appraisal, or dothey?

Uses and abuses ofperformancemanagement

Some people would argue that the value of theperformance management system lies in itseffectiveness in helping organisations achieve theirgoals. This conclusion is not entirely supported byresearch evidence.A research by IPM in 1992 found revealed that ‘’ The most important conclusion is that organisationalperformance is not associated with the pursuit offormal performance management program…”

Does performancemanagement work?

The 360 degrees appraisal is arguably the most popularand most lauded appraisal method as a performancemanagement tool. Perhaps this is because this approach generatesperformance feedback from all relevant stakeholders ina bid to generate data devoid as much biases aspossible.

360 Degrees appraisal

This approach however can be expensive and timeconsuming. This is because so much data has to begenerated from a wide range of sources. Processingsuch large amount of data takes time. Interpreting datafrom unrelated sources can also be problematic.These and other challenges do not mean that the 360degrees appraisal is an exercise in futility. Firms canstructure this appraisal tool to acquire only the relevantdata and define specific uses for data generated fromevery set of respondents.

360 Degrees appraisal

management resource strategic human

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