Human Resource Management

Human Resource Management and Organizational Culture

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Human resource management (HRM or HR) is the strategic approach to the effective management of people in a company or organization such that they help their business gain a competitive advantage. It is designed to maximize employee performance in service of an employer’s strategic objectives. Human resource management is primarily concerned with the management of people within organizations, focusing on policies and systems. HR departments are responsible for overseeing employee-benefits design, employee recruitment, training and development, performance appraisal, and reward management, such as managing pay and Employee benefits benefit systems. HR also concerns itself with organizational change and industrial relations, or the balancing of organizational practices with requirements arising from collective bargaining and governmental laws.

The overall purpose of human resources (HR) is to ensure that the organization is able to achieve success through people. HR professionals manage the human capital of an organization and focus on implementing policies and processes. They can specialize in finding, recruiting, training, and developing employees, as well as maintaining employee relations or benefits. Training and development professionals ensure that employees are trained and have continuous development. This is done through training programs, performance evaluations, and reward programs. Employee relations deals with the concerns of employees when policies are broken, such as cases involving harassment or discrimination. Managing employee benefits includes developing compensation structures, parental leave programs, discounts, and other benefits for employees. On the other side of the field are HR generalists or business partners. These HR professionals could work in all areas or be labour relations representatives working with unionized employees.

Human Resource ManagementSee more from basic to advanced

The nature of Strategic human resource management

1. STRATEGIC HUMAN RESOURCE MANAGEMENT AND HUMAN RESOURCE STRATEGY Our understanding of HR strategy has changed considerably since strategy first became the subject of great

Debates and philosophy of human resource Management

1. DEBATES IN HRM The world in which human resource managers exist and with which they interact is continually changing, generating new issues and conundrums

The nature of human resource management

1. HUMAN RESOURCE MANAGEMENT FOR THE TWENTY- FIRST CENTURY Businesses are diverse. Prisons, restaurants, oil companies, corner shops, fire brigades, churches, hotel chains, hospitals, schools,

Analysing the environment and Forecasting future human resource needs

1. ANALYSING THE ENVIRONMENT In this chapter we refer to the environment broadly as the context of the organisation, and this is clearly critical in

Introduction to human resource planning

1. THE CONTRIBUTION AND FEASIBILITY OF HR PLANNING A useful starting point is to consider the different contributions that strategy and planning make to the

Theoretical perspectives of strategic human resource management

Three theoretical approaches to strategic HRM can be identified. The first is founded on the concept that there is ‘one best way’ of managing human

Contracts of employmen, Working patterns and Flexible working hours

1. CONTRACTS OF EMPLOYMENT As far as the law is concerned over 80 per cent of people who work in the UK are employees. This

Flexible resourcing choices for human ressource needs

1. FLEXIBLE RESOURCING CHOICES Understanding the dynamics of the organisational environment is only one part of taking a strategic approach to employee resourcing. Having gained

Analysing labour markets

1. RESPONDING TO LABOUR MARKET TRENDS The starting point for all strategic activity in HRM is to understand the environment in which an organisation operates.

Introduction to selection methods of candidature

1. SELECTION AS A TWO-WAY PROCESS The various stages of the selection process provide information for decisions by both the employer and the potential employee.

Control and evaluation, Correspondence and Shortlisting of candidatures

1. CONTROL AND EVALUATION The HR manager needs to monitor the effectiveness of advertising and all other methods of recruitment, first, to ensure value for

Methods of recruitment and Employer branding

1. METHODS OF RECRUITMENT Once an employer has decided that external recruitment is necessary, a cost-effective and appropriate method of recruitment must be selected. There

Internal recruitment

Vacancies, of course, are often filled internally. Sometimes organisations advertise all vacancies publicly as a matter of course and consider internal candidates along with any­one

Introduction to Recruitment

There is always a need for replacement employees and those with unfamiliar skills that business growth makes necessary, and with the Institute for Employment Research

Contractual arrangements, Consultants and Outsourcing

1. ATYPICAL CONTRACTUAL ARRANGEMENTS Recent decades have seen the growth of contractual arrangements that differ from the permanent, open-ended, full-time, workplace-based form of employment that

Human resource management and organizational performance

1. HOW DO HR POLICIES AND PRACTICES AFFECT PERFORMANCE? If we accept that there is sufficient evidence to claim that HR policies and practices do

Strategic HR aspects of performance

In our opening chapters we described the shift in emphasis away from the contract of employment towards the contract for performance. Even before the development

Ending the HR contracts: dismissal and Notice

In the last chapter we looked at situations in which employees decide to end their con­tracts of employment by giving their employers notice. Here we

Turnover analysis and Staff retention strategies

1. TURNOVER ANALYSIS AND COSTING There is little that an organisation can do to manage turnover unless there is an under­standing of the reasons for

Staff retention and Turnover

The last three chapters focused on the processes used to mobilise a workforce: activities which are often expensive and time consuming. It is estimated that

Choosing and validating the selection method of candidatures

1. SELECTION METHODS In Chapter 7 on recruitment we considered the shortlisting process and the sifting of applications. We go on to look at selection

Managing absence in organization

1. THE NATIONAL CONTEXT The CIPD (2006) found a level of 3.5 per cent sickness absence (defined as the percent­age of working time missed, and

Leadership and change

1. DO WE REALLY NEED HEROES? A different approach to understanding leadership is transformational leadership, which focuses on the leader’s role at a strategic level,

Leadership in management and Leadership styles

1. LEADERSHIP AND MANAGEMENT Northouse (2006) suggests that there are four components that characterise leadership: that leadership is a process; it involves influence; it occurs

Employee performance management

Managing individual performance in organisations has traditionally centred on assess­ing performance and allocating reward, with effective performance seen as the result of the interaction between

Knowledge management in HRM

1. KNOWLEDGE MANAGEMENT Knowledge and its perceived value Knowledge is increasingly viewed as a critical organisational resource which provides competitive advantage, and as Gourlay (2006)

Organisational performance and learning

There was a time when performance was seen primarily in terms of individual motiva­tion and performance. The focus has now shifted to emphasise performance of

Individual career management and Organisational support

1. INDIVIDUAL CAREER MANAGEMENT If we identify a career as the property of the individual, then clearly the responsibility for managing this rests on the

Definitions and importance of career development

1. HOW AND WHY ARE CAREERS CHANGING? Many writers over the past decade have provided a picture of dramatic change in the nature of careers

Learning and development of human resources

1. METHODS OF LEARNING AND DEVELOPMENT 1.1. Off-job methods: education and training courses Educational courses undertaken during a career are frequently done on a part-time

The nature of learning and HR development

There has been a considerable shift in the way that individual development is under­stood and characterised. We have moved from identifying training needs to identifying

Strategic aspects of HR development

There seems to be general agreement that training and development is a good thing, and that it increases productivity, but the question is ‘how much?’

Managing for attendance

The complex interrelationship of the causes of absence needs to be taken into account in its management. Many organisations have introduced policies for managing absence

Organizational CultureSee more from basic to advanced

Organizational Culture: An Empirically Based Abstraction

Culture as a concept has had a long and checkered history. Laymen have used it as a word to indicate sophistication, as when we say

The concept of organizational culture

THE CONCEPT OF ORGANIZATIONAL CULTURE: WHY BOTHER? Culture is an abstraction, yet the forces that are created in social and orga­nizational situations deriving from culture

Organizational Culture: Definition, Importance, and Development

What is organizational culture? Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. Think

Espoused Beliefs and Values – the second levels of organizational culture

All group learning ultimately reflects someone’s original beliefs and values, his or her sense of what ought to be, as distinct from what is. When

Artifacts – the first levels of organizational culture

At the surface is the level of artifacts, which includes all the phenomena that you would see, hear, and feel when you encounter a new

Organizational culture definition, content and process of socialization or acculturation

1. Culture Formally Defined The culture of a group can now be defined as a pattern of shared basic assumptions learned by a group as

Example of three levels of organizational culture: case of Ciba-Geigy

The Ciba-Geigy Company in the late 1970s and early 1980s was a Swiss multidivisional, geographically decentralized chemical company with sev­eral divisions dealing with pharmaceuticals, agricultural

Example of Organizational culture: case of Digital Equipment Corp.

Digital Equipment Corp. (DEC) is a major case running throughout this book because it not only illustrates aspects of how to describe and analyze organizational

Basic Underlying Assumptions – the third levels of organizational culture

When a solution to a problem works repeatedly, it comes to be taken for granted. What was once a hypothesis, supported only by a hunch

Shared Assumptions About Mission, Strategy, and Goals

Every new group or organization must develop a shared concept of its ulti­mate survival problem, from which usually is derived its most basic sense of

Microcultures

Microcultures evolve in small groups that share common tasks and histories. Shared assumptions will arise especially in groups whose task requires mutual cooperation because of

The Executive Subculture

A third generic subculture that exists in all organizations is the executive subculture based on the fact that top managers in all organizations share a

The Engineering/Design Subculture

In all organizations, there is a group that represents the basic design ele­ments of the technology underlying the work of the organization, and this group

The Operator Subculture

All organizations have some version of what has been called “the line” as opposed to the “the staff,” referring to those employees who produce and

Macrocultures, subcultures, and microcultures

Organizational culture has been the focus of the analysis so far, but as pointed out earlier, both DEC and Ciba – Geigy existed in national

Defining Group Boundaries and Identity

For a group to function and develop, one of the most important areas for clear consensus is the perception of who is in the new

Creating a Common Language and Conceptual Categories

To function as a group, the individuals who come together must establish a system of communication and a language that permits setting goals and interpreting

Shared Assumptions About Remedial and Repair Strategies

The final area of consensus crucial for external adaptation concerns what to do if a change in course is required and how to make that

Shared Assumptions About Measuring Results and Correction Mechanisms

All groups and organizations need to know how they are doing against their goals and periodically need to check to determine whether they are performing

Shared Assumptions About Means to Achieve Goals: Structure, Systems, and Processes

Some of the most important and most invisible elements of an organiza­tional culture are the shared basic assumptions about “how things should be done, how

Shared Assumptions About Goals Derived from the Mission

Consensus on the core mission and identity does not automatically guar­antee that the key members of the organization will have common goals or that the

High Context and Low Context

A useful distinction can be found in Hall’s (1977) differentiation between what he calls high-context and low-context cultures and Maruyama’s (1974) contrast between unidirectional and

Shared Assumptions About the Nature of Reality and Truth

A fundamental part of every culture is a set of assumptions about what is real and how to determine or discover what is real. Such

Managing the Unmanageable and Explaining the Unexplainable

Every group inevitably faces some issues not under its control, events that are intrinsically mysterious and unpredictable and hence frightening. At the physical level, events

Allocating Rewards and Punishment

Every group must develop a system of sanctions for obeying or disobeying its norms and rules. There must evolve some consensus on what symboli­cally and

Developing Rules for Relationships

Every new group must decide simultaneously how to deal with author­ity problems and how to establish workable peer relationships. Whereas authority issues derive ultimately from

Distributing Power, Authority, and Status

A critical issue in any new group is how influence, power, and authority will be allocated and what the rules will be for “deference and

Deeper cultural assumptions about human nature

Every culture has shared assumptions about what it means to be human, what our basic instincts are, and what kinds of behavior are considered inhuman

Deeper cultural assumptions: Distance and Relative Placement

Space has both a physical and a social meaning (Van Maanen, 1979b). For coordinated social action to occur, an individual must share assumptions about the

Deeper cultural assumptions: the nature of space

Our assumptions about the meaning and use of space are among the most subtle aspects of organizational culture because assumptions about space, like those about

Deeper cultural assumptions: the nature of time

The perception and experience of time are among the most central aspects of how any group functions. When people differ in their experience of time,

What Is “Information”?

How a group tests for reality and makes decisions also involves consen­sus on what constitutes data, what is information, and what is knowledge. As information

Moralism-Pragmatism

A useful dimension for comparing groups on their approach to reality testing is an adaptation of England’s (1975) moralism-pragmatism dimension. In his study of managerial

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