Professional Documents
Culture Documents
Lecture 7:
Managing Human Resources
21129 Managing People and OrganisaEons
Dr Ace Simpson
Chapter 6, Clegg et al (2016)
Chapter 5, Clegg et al (2011)
Chapters 21, 22 & 23 Barron (2012)
Subject Overview
Session
Topic
Managing cultures
Leadership
Managing individuals
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Managing globalisaEon
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Managing communicaEon
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ReecAon
What would you describe as your ideal work
environment?
What has this to do with HR?
How do you think the role of HR has changed
over the years?
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OUTLINE
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Core FuncAons
Recruitment
Processes & pracEces used to a`ract suitable employees
SelecAon
Tools, methods & criteria for employee selecEon
RetenAon
PracEces & process used for sta retenEon, which oaen
includes
Development
Processes, procedures & policies to enhance employee
skills, knowledge, & capabiliEes in relaEon to their career &
their job
But also assessment & ring people
Employee Brand
1. Atlassian
Employees: 804
Industry: InformaEon Technology
Global revenue: 215,000,000
Ownership: Private
2. Mecca Brands
Employees: 1060
Industry: Retail
Global revenue: 110,866,000
Ownership: Private
3. OpAver
Employees: 258
Industry: Financial Services & Insurance
Ownership: Private
greatplacetowork.com
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OUTLINE
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Harvard Model = So] HRM
(Beer et al, 1984)
workers seek relaEonships, meaning & fullment in work (post
bureaucraEc)
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OUTLINE
Strategic HRM
(Schuler & MacMillan 1984)
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Changing knowledge
Knowledge: Rather than being embodied in the process or
product, knowledge resides in experts & its applicaEon is
customized in real Eme based on clients needs
Skilled workforce
Unskilled manpower
IT enabled
Knowledge intensive
EmoEonal intelligence
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OUTLINE
Diversity
Variety in people based on geography, culture, gender,
spirituality, language, disability, sexuality & age
Equity
Diversity is valued and protected and people from diverse
backgrounds & treated equitably & fairly
ArmaDve acDon
Policies that address insEtuEonalised discriminaEon against
people of diverse backgrounds by discriminaEng in favour of
people perceived as belonging to categories that are
disadvantaged
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Prohibited interview quesEons
DiscriminaEon
Sexual harassment
Negligent retenEon
Wrongful terminaEon
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Role of unions
Unions
An associaEon of wage-earning employees mobilized &
organized in order to represent its consEtuents
interests
Main roles: negoEaEon & assistance of members
Historical contribuDons
OverEme pay
Reduced work hours
Holiday leave
Paid maternity/paternity leave
OUTLINE
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Managing Resources
(Clegg, Kornberger & Pitsis 2016)
Natural
Energy
Financial
Technological
InformaEonal
Online
Human? (are we sill in the slave trade?; humans
are not merely expendable resources!)
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OUTLINE
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Egalitarian benets
Health & wellness
24 strengths
Measurable (using VIA scale) www.authenEchappiness.com
Developable
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OUTLINE
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Conclusion
The hard-Michigan model of HRM was based upon
Taylorist-bureaucraEc assumpEons
The compeEng soa-Harvard model of HRM is based
upon humanisEc assumpEons
Strategic HRM is based upon integraEng HRM pracEces
with the companys specic business model
GeneraEonal changes are also important to consider
Changing knowledge needs also inuence HRM
pracEces
We are also seeing the increased applicaEon of legal
consideraEons, social values & PosiEve Psychology
consideraEons to HRM pracEces
Body:
1.
In the bureaucraEc (Taylorist) era, employees were assumed to just seek extrinsic rewards, however, this is
hardly the case. The rise of resistance and union movements indicate that employees also seek dignity, safety
and fairness (Courpasson & Clegg 2012), although this has not always been oered (Almeida, Fernando &
Sheridan 2012).
2.
The Human RelaEons movement in the post-bureaucraEc era further holds that employees also seek
emoEonal support and empowerment and will be more commi`ed to organizaEons that oer this support
(Josserand, Villeseche & Bardon 2012; Simpson, Clegg & Cunha 2013).
3.
GeneraEonal changes in employee axtudes and values also indicate other needs (Clegg, Courpasson & Pitsis
2011).
4.
There is also a risk, however, of loosing employee respect when organizaEons are seen to oer support as
another form of control and manipulaEon (Rosen 1988; Simpson, Clegg & Cuhna 2013).
Conclusion: In the post-bureaucraEc era employees seek more than just workplace rewards, they also seek genuine
trust, respect, emoEonal fulllment and a sense of meaning and contribuEon to a higher purpose.
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Next week
Lecture: Managing sustainably: Ethics and CSR
(Chapter 13 Clegg et al 2016)
Selected References
Almeida, S., Fernando, M. & Sheridan, A. 2012, 'Revealing the screening: OrganisaEonal factors inuencing the
recruitment of immigrant professionals', The InternaDonal Journal of Human Resource Management,
vol. 23, no. 9, pp. 1950-65.
Barron, M. 2013, Fundamentals of business law, McGraw-Hill Higher EducaEon, Sydney.
Beer, M., Spector, B.A., Lawrence, P.R., Mills, D.Q. & Walton, R.E. 1985, Human resource management: A general
manager's perspecDve: Text and cases, Free Press, New York.
Clegg, S.R., Kornberger, M. & Pitsis, T. 2012, Managing and organizaDons: An introducDon to theory and pracDce,
3rd edn, Sage, London.
Du`on, J.E. & Workman, K.M. 2011, 'Commentary on why compassion counts!: Compassion as a generaEve force',
Journal of Management Inquiry, vol. 20, no. 4, pp. 402-6.
Fombrun, C.J., Tichy, N.M. & Devanna, M.A. 1984, Strategic human resource management, John Wiley & Sons, New
York.
Kanov, J.M., Maitlis, S., Worline, M.C., Du`on, J.E., Frost, P.J. & Lilius, J.M. 2004, 'Compassion in organizaEonal life',
American Behavioral ScienDst, vol. 47, no. 6, pp. 808-27.
Linley, P.A., Harrington, S. & Hill, J.R.W. 2005, 'SelecEon and development: A new perspecEve on some old
problems', . SelecDon and Development Review, vol. 21, no. 5, pp. 3-6.
Park, N., Peterson, C. & Seligman, M.E.P. 2004, 'Strengths of character and well-being', Journal of Social and Clinical
Psychology, vol. 23, no. 5, pp. 603-19.
Schuler, R.S. & MacMillan, I.C. 1984, 'Gaining compeEEve advantage through human resource management
pracEces', Human Resource Management, vol. 23, no. 3, pp. 241-55.
Wrzesniewski, A., McCauley, C., Rozin, P. & Schwartz, B. 1997, 'Jobs, careers, and callings: People's relaEons to their
work', Journal of Research in Personality, vol. 31, no. 1, pp. 21-33.
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Thank you
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