HR OBJECTIVES - supporting employee / employer
relationships INTERNAL INFLUENCES BENEF
based on good comms - HR listens and reacts to culture within the business DRAWBACKS co
employee concerns, advise managers on how to fix other departments not always appropriate - employees might not ca
issues funding available be interested by development or empowerment ca
given responsibility makes employees feel valued more costly - investing in employees na
and trusted training is time-consuming en
improved relationships can reduce absenteeism and EXTERNAL INFLUENCES risk of trained employees leaving inf
labour turnover State of the economy - effects recruitment
feeling engaged = business loyalty and training
breakdown in relations = strike, low morale, UK employment laws BENEFITS OF SOFT HRM
decreased productivity Ethical and environmental issues increased morale
employer must always consider the employee's Improvements in tech - recruit people who high staff retention
values = if they alighn they will work better can use it benefit from skills and experience of La
together staff
DRAWBACKS OF HARD HRM encourages commitment and good
missing out - not using employees performance
HR OBJECTIVES to their full potential
HR Plan - links HR needs to strategic plan demotivated employees
Forecasting labour demand high staff turnover SOFT HRM
Analysing labour demand employees are the most important resource
Balance of labour demand and supply managed on a long-term basis
workforce planning BENEFITS OF HARD HRM managers motivate through empowerment and
anticipate workforce size if expanding managers can keep control of development
decide what skills needed, what type of contract workforce assume work is natural to employees
if needs change, decide if train current or recruit new less mistakes made training is done to meet developmental needs
decide where employees are needed people are easily replaceable
need to consider diversity - a diverse range of age, gender and
race will have a diverse set of skills and experiences
manage budget and wages HARD HRM HR DATA
employees are seen as a resource Main figures - labour productivity,
hired on short-term basis labour turnover, absenteeism, labour
BASICS OF HR believe that employees are motivated by money retention
HRM - Human Resource Management and assume they will do as little work as calculated using a performance
purpose - to ensure the business gets max benefit from possible management system
employees at minimum cost appraisals are judgemental used to check HR resources are being
HR dpt must make sure they have right no. of employees training is only done to meet production needs used to max efficiency
with the right skills, qualifications and quality used to plan
work closely with other dpts and react on their needs compare figures to competitors
decides how to train, terminate and reward staff
INTERPRETING ORGANISATIONAL DESIGN
HR DATA shows structure and
hierarchy
traditionally a series of levels,
where their responsibilities
IMPROVING are and have authority over
ORGANISATIONAL the levels below
DESIGN
6 - Human Resource SPANS OF CONTROL & TALL OR FLAT
Tall = organisations with lots of levels in the hierarchy
long chains of command
Decisions
communication takes a long time
decisions take a long time
narrow span of control - can monitor people more closely
Flat = few levels in the hierarchy
people have more responsibility and freedom
can lead to overwhelmed managers
relationships INTERNAL INFLUENCES BENEF
based on good comms - HR listens and reacts to culture within the business DRAWBACKS co
employee concerns, advise managers on how to fix other departments not always appropriate - employees might not ca
issues funding available be interested by development or empowerment ca
given responsibility makes employees feel valued more costly - investing in employees na
and trusted training is time-consuming en
improved relationships can reduce absenteeism and EXTERNAL INFLUENCES risk of trained employees leaving inf
labour turnover State of the economy - effects recruitment
feeling engaged = business loyalty and training
breakdown in relations = strike, low morale, UK employment laws BENEFITS OF SOFT HRM
decreased productivity Ethical and environmental issues increased morale
employer must always consider the employee's Improvements in tech - recruit people who high staff retention
values = if they alighn they will work better can use it benefit from skills and experience of La
together staff
DRAWBACKS OF HARD HRM encourages commitment and good
missing out - not using employees performance
HR OBJECTIVES to their full potential
HR Plan - links HR needs to strategic plan demotivated employees
Forecasting labour demand high staff turnover SOFT HRM
Analysing labour demand employees are the most important resource
Balance of labour demand and supply managed on a long-term basis
workforce planning BENEFITS OF HARD HRM managers motivate through empowerment and
anticipate workforce size if expanding managers can keep control of development
decide what skills needed, what type of contract workforce assume work is natural to employees
if needs change, decide if train current or recruit new less mistakes made training is done to meet developmental needs
decide where employees are needed people are easily replaceable
need to consider diversity - a diverse range of age, gender and
race will have a diverse set of skills and experiences
manage budget and wages HARD HRM HR DATA
employees are seen as a resource Main figures - labour productivity,
hired on short-term basis labour turnover, absenteeism, labour
BASICS OF HR believe that employees are motivated by money retention
HRM - Human Resource Management and assume they will do as little work as calculated using a performance
purpose - to ensure the business gets max benefit from possible management system
employees at minimum cost appraisals are judgemental used to check HR resources are being
HR dpt must make sure they have right no. of employees training is only done to meet production needs used to max efficiency
with the right skills, qualifications and quality used to plan
work closely with other dpts and react on their needs compare figures to competitors
decides how to train, terminate and reward staff
INTERPRETING ORGANISATIONAL DESIGN
HR DATA shows structure and
hierarchy
traditionally a series of levels,
where their responsibilities
IMPROVING are and have authority over
ORGANISATIONAL the levels below
DESIGN
6 - Human Resource SPANS OF CONTROL & TALL OR FLAT
Tall = organisations with lots of levels in the hierarchy
long chains of command
Decisions
communication takes a long time
decisions take a long time
narrow span of control - can monitor people more closely
Flat = few levels in the hierarchy
people have more responsibility and freedom
can lead to overwhelmed managers
