Summary Unit 6- Human Relations Performance

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