sk lecture 1 hrmautumn2011for uts online

8/3/2019 SK Lecture 1 HRMAutumn2011for Uts Online

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Sarah KaineRm C438

Ph: 9514 4128

[email protected]



Other things to do today Admin issues Escape from UTS Emergency Dial 6

Introduce ourselves

Go through Subject Guide Start to get into groups and nominate presentation

topics

http://www.fmu.uts.edu.au/security/emergencies/escape.html

http://www.fmu.uts.edu.au/security/emergencies/escape.html



What is HRM? 1 According to Kramar et al (2011):

HRM is the ‘policies, practices and systems thatinfluence employee behaviour, attitudes and

performance’ (p4)

‘An HR manager plans, administers and reviews

activities concerned with staff selection, training anddevelopment, conditions of employment and’ (ABS

definition)



What is HRM? 2 Nankervis et al (2008):

‘HRM assumes that all personnel activities are integrated and strategically linked to organisational objectives. This

perspective views employees as ‘human resources’, ‘humanassets’, ‘intellectual capital’, or ‘human capital’ and that HRmanagers should strive to utilise them as ‘critical investments’ in an organisation’s future.....people are thekey strategic resource’ (p4)



What is HRM? 3



What is HRM? 4 HRM is currently most popular label for the

management of people at work.

HRM can be examined as both:

the latest label for the age-old issue of managing thelabour of employees

a distinctive orientation to people management, with aparticular ethos, and clear prescriptive techniques,practices and effects on performance



What is HRM? 5*

Our mind map for the semester



Typical responsibilities of HR

professionals (Kramar et al (20110, p.11)

Strategic management Health and safety Employee and

community relations Analysis and design

of work Human resource

planning Human resource

information systems Recruitment and

selection

Managing diversity and work–life balance

Learning and

development Performance

management Compensation and

reward management Employee services International HR Measurement and

evaluation



Life before HRMIdea of creating systemic rules for the management of people is not specific to HRM or even to the 20th or 21st centuries (Legge 1995,2005).

Scientific management (Taylor, Sloan) – the ‘best’ way todesign jobs, structure rewards and selection techniques

Behavioural Science /Industrial Psych (Mayo) – psych testing

and motivational systems (1920’s and 30’s)



History of HRM Long history of HR tools

Also evidence of antecedents to broader interpretation

of HRM Cadbury example early 20th century (see photos and

Legge 2005) Canteens

Medical provision Sick pay



History of HRM 1912 Edward Cadbury (Experiments in Industrial

Organistion) made the connection between welfareand efficiency:

‘the supreme principle has been the belief that businessefficiency and the welfare of employees, are but different sidesof the same problem’ (in Legge, p11)



Development of Australian HRM



Stages in the Development of Australian

HRM



Personnel Management vs HRM*Personnel Management HRM

Long-term, proactive,strategic, integrated

Time planning andperspective

Short-term, reactive, adhoc and marginal

Psychological contract Compliance CommitmentControl systems External controls Self-control

Employee RelationsPerspective

Pluralist, collective, low-trust

Unitarist, individual,high-trust

Roles Specialised/professional Largely integrated into

line managementEvaluation Criteria Cost minimisation Maximum utilisation

(human asset accounting)

*Source: Nankervis et al (2011) p8



The When and Why of HRM? When ?: Emerged during the 1980’s

Why?1. Image crisis in Personnel Management

2. UK/US radical shift to the right in politics

3. ‘New Machismo’ in management - attack on unionism

4. Intensification of local and global competition

5. Discourse of ‘Japanese management

6. HRM in US resonating with success through individual hard work(Guest 1990)



And in Australia?

1. Decline in unionisation2. Influence of international discourse

3. Fierce competition from US and Europe andemerging Asian markets.



What about theory? Or the decline

of pluralism

In Australia prior to the 1980’s and 1990’s assumptionsby governments and management that there areinherent conflict of interests between people inorganisations (particularly between employers andemployees) and that the role of manager’s was toresolve conflict.

The acknowledgement of conflicting interests isassociated with theoretical perspective known aspluralism



The rise of unitarism That people within organisations are working towards

a unified goal and that conflict is not inherent

That ‘outside’ or ‘third parties’ are unnecessary anddetract form efficient operation

That HRM outcomes are ‘commitment, congruence,

competence’ (Harvard model).



Other perspectives Radical: Not so much an approach claimed by

managers but an interpretation of a approaches. Viewsthe employment relationship as reflecting wider

processes of social control - power of capital overlabour

Critical: HRM in any form is really about masking the‘reality of intensified control and profit maximisation’(Legge quoted in Dessler et al)



What is HRM? 6Difficult to define:

Soft and Hard

Pluralist and unitarist Caring and control

Human and Management

MNC and SME

Public sector and private sector



What are the emerging HRMissues for the 21st century?



Emerging issues (Kramar et al, p.27)

The challenge of globalisation

The challenge of HR innovation

The challenge of sustainability

The challenge of attracting and retainingpeople

Competitiveness



Exercise: Corporate Governance

PrinciplesIn groups of 4-5 identify which

of the ASX corporategovernance principles haveimplications for HRM and why?



Introductions and subject outline

Form groups for presentation?



Where to from here?Next week:

Strategic HRM and legal foundations of HRMEthics (continued)

sk lecture 1 hrmautumn2011for uts online

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