导图社区 Managing people in organisation
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Managing people in organisation
Managing people in organisation
编辑于2019-11-19 15:05:22
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Introducing HRM - Origins and current debates
Basic definition of HRM
High-commitment
Highly committed and capable workforce
Broad
Management of employment relationships
New HRM
Focus on productivity
Changes in contracts
Best practice
Companies make use of their internal resources - above all their people- more effectively
Outline a genesis of HRM
Managers emerge(1920s)----See Value(1930s)----Personal management(1945s)----Poor relations(1960s)----HRM(1980s)
Why effective HRM systems are not implemented
The staff value creation process are difficult to imitate, process related to organisational culture
culture is not easy to measure, control or influence in intended ways
codified HRM practices are not desired in theory
difficulties match HRM and business strategies
managers and staff have their own agency and ways of doing things
HR and HRM
HR: acquire,develop and retain talent; align workforce with the business; excellent contributor to business
concern all aspects of the management of people, ranging from the initial recruitment through development planning and employee representation , to the end of the contract.
Recruitment and Selection
Skills Surveys
These measures help to identify a mismatch between the supply and demand for skills
HTFV: hard to fill vacancies
unsociable hours
SSVs: Skills shortage vacancies
lack of skilled or qualified people to take the job
Employment legislation
Recruitment practices must be compliant with legislation. Eg: EU Employment Directives
Role of the International Labour Organisation(ILO) underline certain fundamental rights of work
Direct & Indirect discrimination
Sources of recruitment
Internal labour markets
Benefits
Can improve morale, commitment and job security of employees
More opportunity to assess abilities accurately
Can provide cheaper alternative to external recruitment
May help to control salary levels
Disadvantages
Political behaviour associated with advancement
Mismatch with technological or market changes
Stuck with wrong choices longer
Informal glass ceilings and walls
External labour markets
Benefits
Bring in ‘new blood’ and ideas
Insights into competitor organisations
Cheap source of acquiring skills
Assist in meeting equal opportunity legislation requirements
Internet as a source of recruitment
1. explanation/definition
2.advantages/influence
3. how to/example
4. drawbacks
Purposes of selection
Obtain appropriate information about jobs, individuals and organisations to enable high quality decisions.
Transform information into a prediction about future behaviour
Contribute to the bottom line via the most efficient and effective means to service/production
Evaluate, hire and place job applicants in best interests of organisation and individual
Criteria for selection methods
Practicability, sensitivity, fairness, reliability, validity, applicant reactions
Traditional forms: interviews, analytical tests, self-assessment. analogous work samples, biodata, projective techniques, honesty tests, future autobiography, reference, graphology
Psychometric models
Definition: questionnaires, tests, assessments, personality tests of job candidates to attain an objective measurement of their skills, knowledge, personality, attitude, ability and related traits of use within employment.
Aim: to produce reliable, valid, predictiveand usefuloutcomes for organisations looking to recruit
Advantages: objective, clarity, efficiency, reduced costs, equality and fairness, predictive validity enhanced candidate experience, consistency, fit
Criticisms: costly, administration can be slack, candidates enjoy these experiences??
personality tests
Mainly used for managerial jobs/large organisations with a large recruitment pool
Selection interview
Unstructured interview
Can be a way to build rapport and “sell” the organisation to a candidate
But can suffer from perceptual problems. Eg: Stereotyping, the primacy effect, personal liking
Structured interview
Behavioural/competency based interviews
Situational- pose hypothetical situations
Successful selection outcomes are promoted by
Systematic approach to job analysis, job description and person specs
Matching assessment methods, techniques and interview questions
Using multiple interviewers/assessors
Using multiple methods of assessment
Structuring interviews
Summary
There is no perfect method...yet•Until found, a variety of imperfect methodsis usedto predict which applicant will be most successful •More attention is being paid to the costs of poor selection•Greater focus on using technologyin selection•Greater use of mixed methods •Persistence of subjectivity, vested interests and political forceswithin organisations
Employee Voice and Representation
Trade unions
Different forms: Formal & Informal, Direct & Indirect, Long term & Ad hoc, Central & Peripheral
Importance: Combination of support (main reason), help with pay, belief in organising, free advice
Actors: crucially actors in industrial relations systems help create the rules to regulate work.
Worker join reason: interest differ from their employers, frustration/dissatisfaction with work situation, want to higher wages.
Frames of reference: Unitalist, Pluralist, Radical
Theories
Research shows that a combination of high commitment management practices and a recognised union is linked to better performance (Cully et al 1999)
Unions often push managers to improve HRM practices, pressure on better distribution of outcomes and equal opportunities (‘sword of justice’)
Miss without unions: better organisations, sense of home/belonging
The escalator of participation: Information---Communication---Consultation---Co-determination---Control
Information Sharing
Workplace Employment Relations Surveys (WERS) indicate that formal systems of communication between managers and employees exist in most UK organisations (see Kersley et al. 2006: 135).
Evidence suggests regular/extensive information sharing has positive outcomes for organisations. Notably it can improve levels of commitment among staff (Peccei et al. 2005) and provide clarity to worker roles.
Can help to dispel rumour mills (Brown and Creagan, 2008).
Common methods of Information Sharing
Team briefings, Quality circles, News sheets, Attitude surveys, Suggestion schemes
Consultation
Employees asked either directly or via representatives to express views which management should take into account.
Unions (where present) play a role via joint consultation committees (JCC) – forum where managers and staff representatives meet regularly. More common in large organisations.
Co-determination
However at the level of the individual team some degree of informal co-determination is common. This is especially the case as organisations have delayered: i.e. reducing the number of managers and levels of hierarchy.
Summary
•Employee voice can increase commitment and improve decision-making in organisations•Information sharing in the UK is common: e.g. team briefings, news sheets, suggestion schemes. •Formal consultation processes is common in larger UK organisations. Joint Consultative Committees are found in most unionised workplaces.•Co-determination at the level of the organisation/workplace is rare in the UK, but common elsewhere.•Co-determination is more common in teams in the UK. Whether this represents employee ‘empowerment’ is questionable.
Performance Management & Appraisal (PMA)
Hard and soft performance management
Hard performance management: organisational targets, measurements and metrics applied at an individual level
Softer approach are more developmental and motivational, and involve making an effort to link the individual to the organisation. (see Houldsworth, 2004).
Performance Appraisal
Formalised process to review employee performance
May assess personality behaviour/job performance, and involve qualitative and/or quantitative assessment methods
Drawback
Critics also suggest the appraisal may be a measure of conformity to organisation rules (see Coates, 1994)
1.Appraisals are traditionally not frequent enough
2.Focus on past performance with little attention paid to future performance improvement
3.Feedback often comes from a single source(The line manager)
4.The amount of effort associated with paperwork and overseeing process of appraisals
Performance Management
Definition
Establishes objectives through which individuals and teams can see their part in the organisation’s mission and strategy
Holds people to account for their performance by linking it to reward, career progression and termination of contracts
The range of tools and activities include performance appraisal, feedback, goal setting, and training, as well as reward systems.
Tools and methods
Objective setting, Performance appraisals, Manager and 360-degree feedback, Learning and development programmers, Reward and recognition schemes.
Conceptual Foundations
Performance is MORE than just worker ability combined with motivation.
Goal-setting theory(Locke, 1968). Goals should be both specific and challenging. Appraisal is also a key part of this activity
Performance Management VS Appraisal
Business objectives and individual objectives. link these to the business mission/formal objectives
Alignment in a directive manner. Line managers play an active role administering this systems.Performance appraisal tends to be owned by HR function
The appraisal documents are more likely to be live and constantly updated.
Performance Management Systems
Stages
Definition of business role
Planning performance
Delivering and monitoring
Formal assessment and reward
Potential elements
Performance appraisal
Objective or goal-setting
Regular review meetings to provide feedback
Development opportunities discussed
Performance-related pay
Career development meetings
Theories
Performance management linked to the intensification of work since 2008 (Taylor, 2013)
Part of wider picture of insecurity and high pressure in the workplace
Normal distribution has been used by organisations in determining performance rankings. ‘typical’ distribution: –10% as underperformers; 15% fail to meet expectations;–50% ‘meet expectations’–15% above expectations; 10% are excellent performers...
Others
Note costs – this is an expensive process!
Performance management systems and responses are often linked to wider structural constraints related to politics (notably government) and the wider environment/society
Outline the major differences between a performance appraisal and a formal performance management system
state some basic arguments ‘for’ and ‘against’ the application of performance management systems
Linking HRM & Organisational Performance
HR strategy
The plan for maximising the contribution of staff
Processes rather than documents: not always explicit or written down
Issue-based approach is commonplace
Experimentation and 'trial-and-error'
An evolutionary, political process
HR & Organisational strategy relationships
Separation
Rare in large firms but common in small firms
Fit
Recognises importance of people to achieve organisational strategy.
Dialogue
Business strategies may create unrealistic/unfeasible HR demands.Two-way communication and influences
Holistic
People are key to competitive advantage
HR strategy has its own goals, link with other strategies
HR Driven
Resource-based strategic HRM perspective
Worker are key to securing a competitive advantage
HR drives creation and implementation of business strategy
High performance working
The added value of HR
Development of human capital in organisation: performance and profits
Progressive HR practices in recruitment, selection, training and development to create a sustainable competitive advantage
Aims to develop skilled staff with high autonomy
Strategic & Technical HRM
Technical HRM
HR administer processes and procedures to a high standard
Awesome people
Strategic HRM
HR develop a firm's employees in ways that support its business needs
Universal approach
Definition
Idea that some HRM activities are ‘best practice’
High-commitment model
Based on a ‘bundles’ of HR practices.
Problems
Content of best ‘bundles’ is contested and not based on empirical evidence (Lepak and Shaw, 2008).
Assumes that workers will comply with requirements without questioning and negotiating
Not really strategic. Strategic HRM should differentiate competitors
Fit/contingency approach
External fit/vertical integration
HR strategy fits with the demands of the business
Internal fit/horizontal integration
VariousHR policies and activities fit together in a coherent whole
Resource based approach
Definition
Focus on the relationships between internal resources. the strategy and firm performance
Promotes the development of human capital rather than the alignment of it to strategic goals
Resources
Valuable, Rare, Inimitable, Non-substitutable
HR and strategic influence
Role and activities of HR appear to be misunderstood by many influential figures in organisations
Norton (2005) – 95% of employees did not understand their company’s strategy
HR continues to struggle to influence decision-making table
Employee engagement
Let people loyalty/ energy/pleasure
Those with the highest rates of employee engagement are 2 more successful than others
Staff who report high levels of engagement are less likely to leave
Engaged employee work with passion and feel a profound connection to their company
Employee drive innovation and move the organisation forward
Summary
•Various ways to attempt to connect HR activities and business outcomes•HRM effects can be difficult to quantify•Under-utilisation of good practices•Impacts starting to become clearer: case studies and research•Proactive HR needed
Managing organisational culture and leadship
Managing organisational changes
Managing work teams and groups
Distinguish nouns
Aggregate
a collection of unrelated people who happen to be in close physical proximity for a short period of time (Buchanan & Huczynski, 1991)
Group
two or more people who interact with each other to accomplish a goal (Robbins, 2003)
Team
group who work intensively with each other to achieve a specific common goal
Work teams
Active ingredients
High interdependency
Shared objectives and performance goals
Decision authority
Sense of shared identity
Defined roles/Flexible
High performance team
Real teams + encourage personal growth and going beyond performance expectations
Why use teams at work
Workplace contains complex tasks(Different perspectives, interdependence and interaction, capitalise on diversity, correction of mistakes)
Expected gains in performance and productivity
Better for workers
Double-edged Swords
Enrichment or lack of supervisory support
Work intensification. More work for same reward?
Team autonomy or individual autonomy
Increase stress?
Less discretion for individuals under peer pressure
What decisions Team really make
Scheduling and allocation of work
Improving work procedures
Monitoring quality of work
Timekeeping
Coordination and liaison with other groups
Attendance and absence control
Job rotation
Input-Process-output Model
Inputs
Knowledge, skills, abilities(KSAOs)
Cognitive ability
Personality
Bad apples
Team roles & Diversity
Task and organisational factors
Processes
Transition to action
Interpersonal processes
Team development processes
Outputs
Team performance
Productivity
Meeting deadlines
Decision-making
Creativity/Innovation
More ideas
Quality of ideas
Production blocking ---issue
Well-being
People generally like teamworking
Increased autonomy and/or social support
Forms of Diversity
Informational diversity
associated with good group performance
Value diversity
produces more relationship conflict within the team
Social category diversity
(age and gender) linked to satisfaction
Deeper level
diversity (skills, ability, personality) more closely linked to performance
The greater the number of people who work on a group task, the smaller the contribution any one member of the group will make
Team conflicts
Tasks conflict
Destructive
Constructive
Relationship conflict
Summary
•A real team carries out it activities in ways that differentiate it from a group or even a pseudo-team•There are numerous potential benefits to team working but these do not always occur•Adjusting team inputs and team processes can help to produce the benefits and minimise the risks
Managing employee motivation
Work Motivation
Reason to work
Intrinsic
Positive feedback
Acknowledgement
Recognition
Achievement/Meaning
Challenge/Pride
Extrinsic
Help and support
Pay
Reward
Demotivate People
Boredom/Routine tasks
Lack of recognition
Unfairness in outcomes and processes
Shifting blame in case of mistakes
Importance
we underestimate the importance of meaning (Lego experiment)
importance of appreciation and recognition (Letter search experiment)
The aim of managing people is a productive & happy workforce!
Definition
The processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal
Self-determination
Definition
Human beings can be proactive and engaged or, alternatively, passive and alienated, largely as a function of the social conditions in which they develop and function
Assumptions
Intrinsic Motivation
everyone has an inherent tendency to seek out novelty and challenges, develop, explore, learn
Extrinsic Motivation
performance requirements and rewards.
Foster intrinsic motivation
Foster employees’ feelings of competence
Give employees autonomy
Foster employees’ sense of relatedness
Goal-setting
Goals predict behaviour
Direct attention (focus)
Energize (effort)
Lead to planning activities (persistence)
Activate knowledge and skills (approach)
Effective Goals
Constructive feedback
Accepted
Specific
Difficult
Job crafting
Meaningful Work
Key relations
Values
Job design
Organisational influence
Expectations and motivation
Definition
what employees do to redesign their own job in ways that foster engagement at work, job satisfaction, resilience, and thriving
Reshape the formal boundaries
Task crafting
Relational crafting
Cognitive crafting
Advantages
Enhanced view of the meaning of work and one’s identity at work.
Experiences of achievement and enjoyment
Higher performance
Increased ability to cope with adversity
HR processes:1. Recruitment and Selection2. The role of unions and worker voice in HRM activity3. Assess candidate performance once hired4. Use HR practices to increase organisationsal performance
OB:1. Some of the key theories of motivation2. Work teams and performance are considered3. How organisational culture can be managed and examined.4. How organisational change can be managed and examined
Recruitment: Skills, Labour laws, Internal & External labour markets, Recruitment sourcesSelection: Purpose, Traditional assessment, Psychometric testing
Relate to the achievement of organisational objectives
Individual ability + motivation = effective performance
HR provides ideas that shape business strategy