Professional Documents
Culture Documents
Management?
Two questions:
Does it matter?
Why does it matter?
Edward Flippos
Personnel management is the
planning, organizing, directing and
controlling of the procurement,
development, compensation,
integration, maintenance and
separation of human resources to the
objectives are accomplished
HRM
Strategic
Planned, deliberate, seeking to achieve set objectives
Capabilities
People or resources with potential (knowledge, skills,
abilities)
Integrated
That the range of things under HRM (recruitment,
selection of employees, their training and
development, how they are rewarded) is looked at
together not as separate things.
People in organizations
Economic pay in exchange for
effort
Legal
Social
Psychological
Schools of thought:
HRM is really personnel management Human resource
management is a modernized form of 'personnel', repackaged
to enhance the status of personnel managers.
HRM is people management It covers all aspects of managing
employees in its widest sense and emphasizes the role of line
managers in overseeing their own staff. From this perspective,
HRM is a new generic label for all the techniques and tactics
available to manage people.
HRM is a strategic model It employs the techniques of strategic
management for the utilization of human resources. It focuses
on senior managers' concern with achieving objectives and
containing costs. HRM aims for a seamless link between
business policy and recruitment, performance assessment,
reward management, development and dismissal.
Major Approaches to
Management
Scientific Management (Frederick
Taylor, Frank and Lillian)
General Administrative Theory (Henri
Fayol, Max Weber)
Quantitative Management (Whiz kids,
Robert, McNamara)
Organizational Behavior
Organizational Behavior
Approach
Robert Owen (1700s)
Working conditions
Money spent on improving labor is smart
investment
Organizational Behavior
Approach
Mary Parker Follett (1900s)
Individual and group behavior
People orientation, group ethics
Chester Barnard
Organizations and social systems
Managers job as simulating employees
Underpinning theories of
HRM
Commitment:
The strength of individuals
identification, and involvement in a
particular organization
Underpinning theories of
HRM
Organization behavior theory
How individuals act individually and in
group within organizations in terms of
their structure , process and culture
Underpinning theories of
HRM
Motivation theory
Two main motivational aspects
Intrinsic motivation
Expectancy theory
Underpinning theories of
HRM
AMO theory
Performance is a function of
Ability X Motivation X
Opportunity
Underpinning theories of
HRM
Human Capital theory
How people in organization contribute
their knowledge, skill and abilities to
enhancing organizational capabilities
and how these contributions can be
accumulated by retaining valuable
human resources
Underpinning theories of
HRM
Resource dependence theory
Organizations and groups gain power
over each other by controlling valued
resources
Underpinning theories of
HRM
Resource based theory
Competitive advantage is achieved if
firms resources are valuable , rare and
costly to imitate
Organization of resources
Underpinning theories of
HRM
Resource based theory
Valuable
Rare not essential
Costly to imitate
History
Small vs big decisions
Socially complex resources
Organization
Underpinning theories of
HRM
Institutional theory
Organizations conform to internal and
external environmental pressure in order
to gain legitimacy and acceptance
Underpinning theories of
HRM
Transactional cost theory
Businesses develop organizational
structure and systems in order to
economize the cost of transaction
Underpinning theories of
HRM
Resource based theory
Competitive advantage is achieved if
firms resources are valuable , rare and
costly to imitate
Underpinning theories of
HRM
Resource based theory
Competitive advantage is achieved if
firms resources are valuable , rare and
costly to imitate