Introduction:
-Human resource management is an essential
element/aspect in any organization. No org. will succeed
in its mandate without appropriate planning for its HR.
- Management cannot succeed in its mission and
mandate if this component of the organization is left
unattended.
- HRM is one of the primary tasks that management
should address for effective and efficient
organizational performance.
- Human resource is not and cannot be equated to any other resource
in an organization such as buildings, land, machinery, etc.
- Hrm looks at people/staff as an important rather than as any other
component that can be controlled with ease( compare with other
resources in the organization).
- Instead HRM is placed at the centre of the organization’s heartbeat
(mess with staff and the organization will die naturally and vice
versa).
- orgs that survive through economic turbulence are those that give
due attention to their HR.
Definitions
• -Human resource management refers to the process of planning,
organizing, controlling, coordinating, directing, etc, all activities and
operations related to the people working in an organization.
• HRM is also seen as a process where there are interconnected
decisions (touching on employees) deriving from the corporate or
business strategy, e.g. where the organization needs to move into
new markets or develop a new product all together – pointing to the
need for more staff.
• it encompasses the entire process of acquiring, developing and
maintaining a highly productive workforce within an org.
- HRM also refers to policies, practices and systems that influence
employee behavior, attitude and performance (for example as to how
best the policies can be implemented to elicit the desired behavior on
the part of the employee).
- According to Armstrong, HRM is seen as a strategically integrated and
coherent approach to employee development and wellbeing of the
staff.
- According to Guest, HRM is seen as a set of policies designed to
maximize organizational integration, employee commitment,
flexibility and quality of work.
• In an HR driven model, the HR function is placed in a prime position,
such that we are able to build on the people’s strength in order for
the organization to sharpen its competitive advantage and compete
favorably with others in the same industry (look at how various orgs
treat their staff – negatively and positively).
• The organization achieves its objectives through people and therefore
the people should be handled to their expectations.
• Generally, hrm is seen as a process of acquiring, developing and
maintaining a high productive workforce in an organization.
Overview of HRM
-Today’s HR professionals contribute to creating engagement capital or
building engagement over time to improve employee effort, retention
and other key business outcomes.
-In this regard therefore, there is greater alignment of the HR function
to an organization’s strategic needs / goals.
- Indeed, HR involves the identification of the needed skills and
competencies on the part of its staff in order to cope with the
prevailing and future needs of the organization.
• Creating and providing the necessary support in terms of tools, skills
and oversight especially when handling their staff who come from a
diverse backgrounds and ensuring that they perform to their full
potential.
• HRM is generally concerned with how organizations manage their
workforce in order to realize their full potential at workplace.
• In summary HRM should ensure that the organization’s policies and
processes fully support its overall organizational vision and mission.
Historical development of HRM
HRM has gone through a number of phases to its current state.
The HRM concept is not new to organizations.
HRM has changed its name over time due to the changes experienced
in the socio- economic sector throughout history.
the following phases are key: characterized by different approaches
towards workforce mgt.
(i) Phase one: Industrial welfare phase- in early 1900s
- charaterized by increased number of industrial workers.
- formation of welfare workers association.
- mostly significant after world war I
- establishment of canteens for staff
- attempts to make the workplace an ideal place for all staff to work in
- introduction of leisure facilities at workplace
- proposals to come up with welfare offices.
- refer to Fredrick Taylor (the father of scientific mgt)
(ii) Phase two- Personnnel management phase ( 1918-1939)
- charaterized by formation of staff welfare offices
- keeping of staff records (personal data)
- increased personnel development due to government initiatives to encourage the
best use of people (staff).
- mostly significant between world war I and start of world war II
- refer to Hawthorne studies (Western Electric co.) : emphasis on both social and
informal aspects of the workplace.
(iii) Phase three: personnel mgt (recruitment and selection phase)-
1939-1950s
- charaterized by:
-took place during the second world war
- focused on recruitment and selection
- improved morale and motivation of staff
- establishment of personnel department manned by trained staff
unlike in the past phases
- offering craft training for workers
- workers started receiving advise from their supervisors
- initiation for joint consultation where need be
- establishment of tribunal offices to represent staff during griavance or
conflict resolution/ hearings/ committees.
- Refer to human relations philosophy and labour relations (HRM
concern in 1940s and 1950s)
(iv) Phase four- mature phase (1960s to 1970s)
- characterized by:
- introduction of manpower planning to ensure the best applicants were
selected and correctly placed.
- introduction of systematic trainings managed by training boards/committees
- industrial relations became very important at this phase
- the need to have specialists during industrial negotiations
(especially to negotiate deals about pay and collective staff issues)
- employment legislation increased
- personnel function took the role of a specialist advisor to ensure that
managers do not violate the law and that where necessary cases did not end
up in tribunals.
(v) phase five- entrepreneurial phase (1980s- 1990
- characterized by:
- concerns in the market economy (due to supply-demand forces)
- the focus of personnel directors shifted to strategic issues e.g.
promoting the business objectives/goals
- introduction of employee incentives to retain employees
- minimized industrial disputes (more organized and formal approach to
resolve such issues as they arise)
- the term HRM was gradually introduced into orgs.
(vi) Phase six: Post-entrepreneurial Phase (1990s to present)
- characterized by:
- emphasis on a strategic approach to managing employees
- staff seeking for flexible work schedules
- increased part time, contract and distance working (including online
assignments - working from home). How is this going to affect
workplace settings/ the role of HR managers?)
- emphasis of team work/ teamspirit/ employee voice, etc
- implementation of full HRM (attempts to have excellent HR policies,
procedures and strategies towards realizing th org’s objective/goals.
- workers seen as an asset to the org (the most important
asset in the org- which manipulates all other resources within
its reach).
- presently we have: adoption of appropriate IT in e-
recruitment, payroll mgt, biometric systems, staff data,
referencing/ pre-employment checks, etc.
- with time HRM has evolved to include org behavior,
industrial relations and labour relations and becoming more
strategic and proactive in aligning the hrm concept with the
orgs goals and objectives.
- Currently, HRM is characterized by focusing on diversity mgt,
inclusivity and employee engagement, consultancy, etc.
- The future of HRM is likely to be shaped by trends such as artificial
intelligence (AI), remote working- working from home, and the gig
economy ( a free market system where staff are hired on contract/
short term basis- no p&p terms anymore e.g what is being proposed
for public service - TSC), already practised in most of the private sector.
- Overall, the evolution of HRM recognizes the significance of human
capital in organizational effectiveness and general productivity by
trying to marry the expectations of both the org and the employee.
Homework:
(i) Identify the differences between personnel management and HRM.
(ii) What is the future of HRM with the introduction and gradual
absorption of AI into the work place? what is likely to happen with HRM
in the next 10 to 20 years (2030s)?
PRINCIPLES OF HRM
(i) Asset principle- people should be seen as an asset i.e the most
valued asset and a lot of care should be given to them beause
without them nothing can take place in the organization. All other
resources depend on the HR to operate.
(ii) Commitment – it is a key principle that requires all employees to be
committed to their work and they stand to lose their job. Lack of
commitment to their jobs disadvantages the organization.
(iii) Competence – employees should be competent in their respective
areas of specialization. They should display appropriate levels of
skills and knowledge at all times.
(iv) Compatibility principle requires that HRM ensures that both the
individual and organizational objectives and interests are compatible
and that they do not contradict each other (e.g. employee expectations
vs organizational expectations- need to be reconciled to avoid conflict
and unnecessary stress at work place).
(v) Individual growth principle looks at the employee’s job satisfaction
and job security so as to realize their full potential at work. Otherwise
the organization stands to loose if the employee does not give his/her
all to the organization.
(vi) Principle of fair pay/ remuneration/ compensation- the amount one
is paid should commensurate his/her input to the job. All the employee
benefits must be equal to his/ her effort (physical and mental).
(vii) Integration principle- hrm uses this principle to ensure that workers
attain the organizational goals harmoniously ( creating harmony in the
org).
(viii) Involvement principle- all the employees should be involved in
making decisions for ownership purposes (seek for individual opinions).
(ix) Collaborative principle- ensure the workers develop a sense of
collaboration i.e teamspirit/ teamwork/ ownership
(x) Equity principle- being kind, fair and just (ensuring Justice) when
handling staff under you. Fairness enhances staff loyalty and commitment
to the organization. In fact all staff should be treated equally with respect
and dignity it deserves.
(xi)
FUNCTIONS OF HRM
• Given the key roles played by the HR manager in an organization the
HRM is tasked to function in two broad categories:
(a) Administrative/managerial functions –performed by all managers
irrespective of their specialities. Forms part of the main functions of
the management in an org.
(b) Operative/ specific functions- linked to day to day operations in the
organization dealing with specific aspects. What the orn entrusts
the HR dept.
(a) Administrative functions of HRM
(i) staffing- HRM is in charge of ensuring the organization recruits the
right people for the right job by putting in place appropriate
recruitment and selection systems. They closely monitor the entire
process from advertising vacant posts to interviewing and
placement of the selected candidates. Upon successive
appointments, they ensure adequate induction into the
organization.
(ii) Planning – giving a clear focus for the organization by defining the
future state of either a department or the entire organization
through appropriate HR forecasting/ planning.
- To predetermine who will do what task and at what time and place.
- to establish the best procedures to reach the org goals.
(iii) organizing- is a process where HR managers identify the tasks and
responsibilities to be performed and putting together those that are
similar to form a department. e.g. (for ease of carrying out the
different operations) grouping into different positions or functions,
delegating authority according to the functions, etc.
(iv) leading- HRM provides leadership at all levels regardless of cadre i.e
the ability to influence the workers’ behavior through leading by
example.
(v) controlling- HRM sets targets and objects and in turn ensure that they
are realized. Deals with ensuring that all resources are utilized in the right
measure and regulating all activities according to the accepted plan of
action.
(vi) Coordinating various departments/units to ensure harmony prevails.
(v) Directing - encouraging and ensuring staff are working smoothly,
willingly, efficiently and harmoniously. How best to guide people through
motivation of staff (continuosly motivate staff wrt the new demands and
context).
(vi)
(b) operative/specific functions-
specifically assigned to the HRM function/ dept.
(i) Provision of internal consultancy services to other sister
departments in the organization.
(ii) problem solving- Provide solutions to the existing problems rising
from the day to day operations in the organization. HR managers are
therefore problem solvers and they are expected to be proactive in
anticipating potential problems and arrest them accordingly.
(iii) HRM facilitates change in the organization, especially where the
organization’s management needs to win the entire workforce while
introducing new changes. The HR dept is a major cgange driver in an
org. This makes the HR manager a change agent.
(iv) HRM is responsible for carrying out both job design and analysis in
the organization (organizational design- creating depts and structures).
This provide the basis upon which the organization can hire the right
quality of desired staff.
(v) Establishing and maintaining a conducive industrial relations , by
constantly being in touch with and engaging the trade unions in a
friendly manner. Failure to do so the operations in the organization may
stall.
(vi)Hrm is tasked to maintain good labour relations by creating an
environment that enables both the employer and employee to work
together with minimal friction.
(vii) HRM plays a key role in ensuring appropriate succession
management is practiced in the organization by giving opportunities to
internal staff when need arises.
(viii)HRM ensures health and safety of all staff irrespective of their
affiliations or cadre by proving the necessary protective
equipments, training and any other information. Hence
maintaining a safe work environment- free from diseases or harm.
(ix) HRM is answerable to organization management to ensure proper
employee performance management practice is observed at all
times.
-employee performance should be evaluated to ensure that it is in line
with the organizational objectives
(x) Employee resourcing (employment)- identifying avenues through
which the organization can source for its employees to meets its labor
demands e.g to replace those about to retire, to fill deficits, etc.
- Ensuring proper systems for Human Resource Planning and fair
recruitment and selection process.
- to employ the right people for the org to achieve its objectives.
(xi) HRM has a function in matters to do with employee compensation :
salary administration, reward management, other benefits entitled, etc.
- Ensuring that employees are paid fairly and competitively.
- Both monetary and non-monetary rewards.
(xii) Human resource training and development function- to come up
with relevant training and development programs based on an
objective needs assessment exercise; free of bias or subjectivism.
(xiii) Welfare services- ensuring that where necessary the workers stand
to benefit for being members of an organization e.g entitlement to
fringe benefits, commuter services, car loan, mortage, etc.
(ix) Advisory functions/ roles- where the HRM function in the org
provides advice on relevant matters to the management (regarding
staff) and to the other departments as need arises (especially on the
need to recruit staff in those depts). wrt best practice, benchmarking
and any other information to enhance service delivery in an org.
- advisory functions/roles/services cuts across all other HR functions
and involves giving or developing or coming up with informed
decisions, conclusions or recommendations.
- it serves as a whistle blower to the rest of the org regarding HR issues.
Homework:
(a) demonstrate your understanding of the process of formulating
HRM strategies.
(b) identify one HRM strategy that has worked well with your org or any
org of your choice. critique the strategy identified,
Competencies of HR practitioners
