HR function isconcernedwithlookingafterstaffandusingthemasatooltoreachcompany objectives
HR Objectives
1 Employeeengagement
2TalentDevelopment
3Training
4 Managediversity
5 MaintainanEffectiveWorkforce
6Ensuremaximumlabourproductivityandminimumlabourcosts
7 AlignementofValues
8Maintaingoodemployeremployeerelations
HARD HRM vs SOFT HRM
trainingemployeesasaresource tobemonitored trainingemployeesasvaluableassets amajorsourceof
andusedin a efficientmanner ofvitalimportancetoachievingobjectives
competitiveadvantageand
Usuallyevidentinanorganisationthathasan Willbeassociatedwithanorganisationthatadoptsa
authoritarian autocraticmanagementstyle democraticmanagementstyle
shouldbe
I easyreplaceable
employees
managersretain for this
control decisionmakingand moretraining anddevelopmentto skilledemployeeswho
highly
developed the
can
reduces the ofmajorerrorsbeingmade
risk haveacareer the
within business
theoutcomesshouldbepredictable more and
flexible adaptableasemployees tendtocontribute
Coulddissatisfyemployees
toomuchauthorityonseniormanagersthatiffailbusiness employees
may theabilitytogetinvolvedtheymightwanttojus
nothave
linkswithileadersnip.mu Ii
andtheneedtomaintainproductivity
HUMAN Resource Performance
EmployeeRetention theproportionofemployeeswithaspecifiedlengthofservice as aproportionofthe
total workforce
LabourTurnover thepercentageofemployeesleaving a businessoveraperiodoftimeusually ayear
LabourProductivity ameasureoftheoutput workerin agiventimeperiod
per
Labourcost
perunit ameasureoftheaveragelabourcosts oneunitofoutputinagivenperiodof
involved producing
in time
Employeecostsas a
ofturnover thei ofsalesturnoverneededtocoveremployee orlabourcosts
Absenteeism when employee habituallyabsentfromworkwithout
an is anygoodreason
, JOB DESIGN
theprocessofdeciding onthecontentofajobintermsofits dutiesandresponsibilities
Job Enrichment Job Enlargement Job Empowerment Job Rotation
makingthejobmore addingtasks delegatingpowerto doingdifferentactivities
interestingandchallenging employees ratherthandoingthesamejoball
dayeveryday
ORGANISATIONAL STRUCTURE
frameworkthatprovides abusinesswitha structureto achieveitsobjectives
SpanofControl numberofsubordinatesthatamanagerisdirectlyresponsiblefor
ChainofCommand linesofauthoritywithinabusiness
NAME definition advantages disadvantages
Eachmperiorisresponsiblefora closersupervision slowcommunication
Iggy NARROW fewsubordinates lessresponsibilities
moreopportunitiesfor
promotion
coulddelay
narrow
span ofcontrol highcosts
toomanymanagers
FLATyfd fora
Eachsuperior isresponsible moreresponsibility Ilendirectcontrol moredelegation
largenumberof subordinates quickcommunication fewerpromotionopportunities
lessstaff lesscosts
JELAYERING Removingoneormorelevels
of improvescommunication demott
dbh
hierarchyfrom theorganisational costs
reduceslabour periodof disruption
mayoccur
structure encouragesinnovation hÉIg
widerspanofcontrol
bettercustomerservice skills
allows leaderstofocusonhighervaleactin mightbetoomuchworkforemployees
DELEGATION
guessing authoritydownthe
ofhierarchy speeds decisions
up insufficienttrainingand
support
boostsmotivationandmorale juniors
trustwithinteams
builds
quickdecisionmaking bureaucraticleadership
CENTRALISEDMost
decisions
aremadebysenior tight
maintains control remotecontrol
decision managersorthe
headoffice lesscosts delaysinwork
making focusedvision lackofemployeeloyalty
HR Objectives
1 Employeeengagement
2TalentDevelopment
3Training
4 Managediversity
5 MaintainanEffectiveWorkforce
6Ensuremaximumlabourproductivityandminimumlabourcosts
7 AlignementofValues
8Maintaingoodemployeremployeerelations
HARD HRM vs SOFT HRM
trainingemployeesasaresource tobemonitored trainingemployeesasvaluableassets amajorsourceof
andusedin a efficientmanner ofvitalimportancetoachievingobjectives
competitiveadvantageand
Usuallyevidentinanorganisationthathasan Willbeassociatedwithanorganisationthatadoptsa
authoritarian autocraticmanagementstyle democraticmanagementstyle
shouldbe
I easyreplaceable
employees
managersretain for this
control decisionmakingand moretraining anddevelopmentto skilledemployeeswho
highly
developed the
can
reduces the ofmajorerrorsbeingmade
risk haveacareer the
within business
theoutcomesshouldbepredictable more and
flexible adaptableasemployees tendtocontribute
Coulddissatisfyemployees
toomuchauthorityonseniormanagersthatiffailbusiness employees
may theabilitytogetinvolvedtheymightwanttojus
nothave
linkswithileadersnip.mu Ii
andtheneedtomaintainproductivity
HUMAN Resource Performance
EmployeeRetention theproportionofemployeeswithaspecifiedlengthofservice as aproportionofthe
total workforce
LabourTurnover thepercentageofemployeesleaving a businessoveraperiodoftimeusually ayear
LabourProductivity ameasureoftheoutput workerin agiventimeperiod
per
Labourcost
perunit ameasureoftheaveragelabourcosts oneunitofoutputinagivenperiodof
involved producing
in time
Employeecostsas a
ofturnover thei ofsalesturnoverneededtocoveremployee orlabourcosts
Absenteeism when employee habituallyabsentfromworkwithout
an is anygoodreason
, JOB DESIGN
theprocessofdeciding onthecontentofajobintermsofits dutiesandresponsibilities
Job Enrichment Job Enlargement Job Empowerment Job Rotation
makingthejobmore addingtasks delegatingpowerto doingdifferentactivities
interestingandchallenging employees ratherthandoingthesamejoball
dayeveryday
ORGANISATIONAL STRUCTURE
frameworkthatprovides abusinesswitha structureto achieveitsobjectives
SpanofControl numberofsubordinatesthatamanagerisdirectlyresponsiblefor
ChainofCommand linesofauthoritywithinabusiness
NAME definition advantages disadvantages
Eachmperiorisresponsiblefora closersupervision slowcommunication
Iggy NARROW fewsubordinates lessresponsibilities
moreopportunitiesfor
promotion
coulddelay
narrow
span ofcontrol highcosts
toomanymanagers
FLATyfd fora
Eachsuperior isresponsible moreresponsibility Ilendirectcontrol moredelegation
largenumberof subordinates quickcommunication fewerpromotionopportunities
lessstaff lesscosts
JELAYERING Removingoneormorelevels
of improvescommunication demott
dbh
hierarchyfrom theorganisational costs
reduceslabour periodof disruption
mayoccur
structure encouragesinnovation hÉIg
widerspanofcontrol
bettercustomerservice skills
allows leaderstofocusonhighervaleactin mightbetoomuchworkforemployees
DELEGATION
guessing authoritydownthe
ofhierarchy speeds decisions
up insufficienttrainingand
support
boostsmotivationandmorale juniors
trustwithinteams
builds
quickdecisionmaking bureaucraticleadership
CENTRALISEDMost
decisions
aremadebysenior tight
maintains control remotecontrol
decision managersorthe
headoffice lesscosts delaysinwork
making focusedvision lackofemployeeloyalty
