human resource management hrm l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Human Resource Management (HRM) PowerPoint Presentation
Download Presentation
Human Resource Management (HRM)

Loading in 2 Seconds...

play fullscreen
1 / 35

Human Resource Management (HRM) - PowerPoint PPT Presentation


  • 131 Views
  • Uploaded on

Human Resource Management (HRM). What? the functional area of an organization that is responsible for all aspects of hiring and supporting employees (e.g., providing and administering employee benefits).

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Human Resource Management (HRM)' - odell


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
human resource management hrm
Human Resource Management (HRM)

What?

  • the functional area of an organization that is responsible for all aspects of hiring and supporting employees (e.g., providing and administering employee benefits).
  • all the activities related to the recruitment, hiring, training, promotion, retention, separation, and support of employees.
  • functions within a company that relate to people.

Why?

  • is the effective use of human resources in order to enhance organisational performance.
  • the process of evaluating human resource needs, finding people to fill those needs, and getting the best work from each employee by providing the right incentives and job environment, all with the goal of meeting the needs of the firm.
  • applying human resources within complex systems such that people succeed, performance improves, and human error decreases.

(Quelle: web definitions for HRM)

effects of hrm
Effects of HRM
  • HRM-practices (especially job design and selection/ appraisal/training) better predict company performance than R&D, QM, strategy and technology (West, 2001)
  • Empowerment better predicts company performance than technology-based management practices (Patterson et al., 2004)
  • HRM-practices as cause and effect of company performance (Guest et al., 2003)
hrm from a work and organizational psychology perspective
HRM from a work and organizational psychology perspective
  • Scientific foundation for HRM tools
  • HRM as a function penetrating the whole organization
  • Focus on working conditions as influences on human competence and motivation
  • Systematic linking of "fit human to task" and "fit task to human"
road map for hrm a

Task /

Work process

Satisfaction

Motivation

Organization as socio-technical system

Performance

Road map for HRM A
road map for hrm b

Personnel selection

Satisfaction

Motivation

Personnel development

Performance

Performance appraisal / Compensation

Leadership

Team

Road map for HRM B

Task /

Work process

Organization as socio-technical system

organization of course
Organization of course
  • HRM B provides 3 ETCS points (approx. 75-90 work hours).
  • Besides the lecture, the prerequisite for credits points and exam participation is the completion of a semester project in groups of 4 students.
  • The exam is written (1.5 hours; open book) and takes place the first week of the holidays. Overall grade: 30% project & 70% exam.
  • Material for each lecture by the previous friday on www.oat.ethz.ch.
semester project
Semester project
  • Choose one of four topics:
    • 1: Leadership assessment
    • 2: Best practice in HRM
    • 3: Pay for performance
    • 4: Promotion of employability
  • Work in groups of four - final product is written report (to be handed in by June 18)
  • Depending on topic chosen, project entails literature reviews, interviews/observations/document analyses in companies, group exercises
  • Selection of topics/assignment to groups: fill out sign-up sheet
1 leadership assessment marius gerber barbara k nzle
1: Leadership assessment Marius Gerber & Barbara Künzle
  • Assessment Center: Evaluation of personal characteristics based on behavior in realistic situations
  • Task: develop and test an assessment method for leadership based on a chosen theory of leadership
  • Methods: determine relevant personal characteristics related to good leadership behavior, create an assessment scenario and carry out an assessment
2 best practice in hrm sabine raeder johann weichbrodt
2: Best Practice in HRMSabine Raeder & Johann Weichbrodt
  • Best practice: finding businesses with an excellent HRM (Swiss HR-Award), focus on practice, not results
  • Task: evaluate a company’s HRM and create a ranking list
  • Methods: create interview guidelines and conduct structured interviews with HR or general managers
3 pay for performance hannes g nter
3: Pay for PerformanceHannes Günter
  • Pay for performance systems: potential for serious unintended negative results, but also for substantial performance improvements
  • Task: systematically evaluate an existing pay for performance system
  • Methods: interviews with system designers and employees; benchmarking using ProMES
4 promotion of employability anette wittekind daniel boos
4: Promotion of EmployabilityAnette Wittekind & Daniel Boos
  • Employability: an individual’s chance of getting a job in the labor market; advantageous for employees, but also for employers (social responsibility)
  • Task: identify employability enhancement activities in Swiss companies
  • Methods: send out a questionnaire to Swiss companies and analyze the results
benchmarking characteristics of hrm in successful companies pfeffer 1998
"Benchmarking": Characteristics of HRM in successful companies(Pfeffer, 1998)
  • Employment security
  • Selective hiring
  • Self-managed teams and decentralization
  • High compensation contingent on organizational performance
  • Extensive training
  • Reduction of status differences
  • Sharing information
benchmarking characteristics of hrm in successful companies pfeffer 199815
"Benchmarking": Characteristics of HRM in successful companies(Pfeffer, 1998)

1. Employment security

2. Selective hiring

3. Self-managed teams and decentralization

4. High compensation contingent on organizational performance

5. Extensive training

6. Reduction of status differences

7. Sharing information

benchmarking characteristics of hrm in successful companies pfeffer 199816
"Benchmarking": Characteristics of HRM in successful companies(Pfeffer, 1998)

1. Employment security

2. Selective hiring

3. Self-managed teams and decentralization

4. High compensation contingent on organizational performance

5. Extensive training

6. Reduction of status differences

7. Sharing information

legal and psychological contracts

Formerly

Today

$

Legal contract

$ + Goals

Employee

Firm

Employee

Firm

t

t + Goal achievement

Job security

Employability

Employee

Psychological contract

Firm

Employee

Firm

Hard Work

Loyalty

Hard Work

Loyalty

Work flexibility, Downsizing

Legal and psychological contracts
non fit of employee offers and employer expectations wittekind raeder grote 2005
(Non-)Fit of employee offers and employer expectations(Wittekind, Raeder & Grote, 2005)
career orientations in switzerland swiss hr barometer 2006 grote staffelbach
Career orientations in Switzerland (Swiss HR-Barometer 2006, Grote & Staffelbach)

Traditional career

Independent career

Disengaged career

psychological contract as leadership instrument
Psychological contracts ...

complement and super-impose legal contracts.

contain reciprocal, though not necessarily correspon-ding expectations and offers between employee and employer.

are derived from verbal agreements as well as from behaviors of contract partners and other members of the organization.

The more corresponding

and

the more explicit the agreement

the sounder the psychological contract.

Psychological contract as leadership instrument
using the psychological contract to handle employment uncertainties
Using the psychological contract to handle employment uncertainties
  • Communicate and match reciprocal expectations and offers
  • Early, comprehensive information also on uncertain developments (individual and organizational)
  • Support employability through training, job design, and systematic career management
  • Distribute risks between organization and employee according to individual coping capabilities
  • Further organizational commitment which allows for flexibility and "thinking in options"
benchmarking characteristics of hrm in successful companies pfeffer 199825
"Benchmarking": Characteristics of HRM in successful companies(Pfeffer, 1998)

1.Employment security

2. Selective hiring

3. Self-managed teams and decentralization

4. High compensation contingent on organizational performance

5. Extensive training

6. Reduction of status differences

7. Sharing information

fundamentals of organizational design kieser kubicek 1983
Fundamentals of organizational design(Kieser & Kubicek, 1983)
  • Specialization: Distribution of labor, resulting in different kinds of work tasks
  • Coordination: management of dependencies among subtasks, resources, and people
  • Configuration: Structure of line of command
  • Delegation of decision authority: Distribution of decision authority regarding actions and decision rules
  • Formalization: Determination of rules and procedures, e.g. structures, flow of information, performance measurement/assessment
prerequsites for good team work
Prerequsites for good team work
  • Adequate common task
    • Complexity higher than individual competencies
    • Clear performance criteria
    • Collective decision competence
  • Shared goal orientation
    • Positive goal coupling
    • Goal transparency and feedback
  • Adequate group composition
    • Different perspectives on the task
    • Shared language
  • Development of group rules
    • Adequate group size
    • Support for team development (form, storm, norm, perform)
    • Explicit handling of conflicts between individual and collective autonomy
benchmarking characteristics of hrm in successful companies pfeffer 199829
"Benchmarking": Characteristics of HRM in successful companies(Pfeffer, 1998)

1. Employment security

2. Selective hiring

3. Self-managed teams and decentralization

4. High compensation contingent on organizational performance

5. Extensive training

6. Reduction of status differences

7. Sharing information

integration of fit human to task and fit task to human
Integration of "fit human to task" and "fit task to human"
  • Strive for dynamic relationship between people and work to keep people and organization moving
  • Select people that want to and can develop = learning ability and willingness as important selection criterion
  • Personnel development via training and via work assignments that further learning
  • Support for lateral und vertical careers in systematic processes of selection and development
fit task to human focus in hrm a
Fit task to human (focus in HRM A)
  • Job design
  • Job crafting
  • supports dynamic relationship between person and work if tasks are created that include autonomy and learning requirements
job design as crucial measure for personnel development
Job design as crucial measure for personnel development
  • Design of humane work tasks in order to further
    • health
    • competencies
    • personality
  • based on the psychosocial functions of work
the product of work is people
The product of work is people
  • Relationship between work and leisure activities
    • no relationship - empirical finding only for subjective assessment by people themselves, especially for "identity threating work" (Hoff, 1986)
    • work changes leisure - most frequent empirical finding (e.g. Meissner, 1971; Leitner, 1993)
    • leisure compensates for work - empirical finding especially regarding compensation of strain (e.g. Bamberg, 1986)
  • Reciprocal relationship between intellectual job demands and development of intelligence (Schallberger, 1987)
    • selection effect (more intelligent people get more demanding jobs) and
    • socialization effect (demanding jobs further intelligence) result in
    • widening gap (for more intelligent people intelligence increases, for less intelligent people intelligence stays the same/decreases)
fit human to task focus in hrm b
Fit human to task (focus in HRM B)
  • Personnel selection
  • Training
  • supports dynamic relationship if people are chosen/trained for motivation and capability to learn