Notes Ch 13 Further HR Management.notebook
A2 Chapter 13 Further Human Resource Management
Case study see page 170
Further to Chapter 12, management in the HR department
also need to consider:
• Appropriate types of employment contracts.
• Measuring and improving employee performance.
• Labour legislation.
• How to manage industrial relations (between the workforce
and management).
Hard HRM vs Soft HRM
Approaches to
managing staff that
focus on:
Costcutting by means of Staff development to
maximising flexible, promote motivation &
temporary, parttime selffulfillment so as
contracts & minimising employees work hard &
training costs. stay with the business.
Core & peripheral workers :
Crucial staff members (core staff) are likely to be
employed on a full time, permanent basis, whereas
peripheral staff (those needed from time to time) are
employed on a temporary or parttime basis, or are
contracted to do a particular job as selfemployed
individuals.
Many businesses take a soft approach with core staff & a hard
approach with peripheral staff. This may lead to:
• Increased training required of frequently calledupon
peripheral staff.
• Demotivation 'us & them' mentality
• Demotivated workers who have little job security . This
approach ignores Maslow, Mayo and Herzberg's findings.
• Possible negative public perception of the business due to
poor attitude of peripheral workers.
,Notes Ch 13 Further HR Management.notebook
Nature of employment contracts full or parttime / temporary
or permanent
Parttime & flexible employment contracts are on the
rise globally. They offer advantages and disadvantages
to both the business & the employee.
Types of employment
1. Permananent, temporary & casual employment
Employment for an unspecified Fixed term contract given
period of time; for the which is renewed annually.
foreseeable future.
Can be terminated by
Permanent employment either party.
In Japan, it is part of the
Provides advantages to culture workers are
employers & employees considered like family
• Stable, trained workforce. • job security, can plan for the
future
• Annual contract renewal gives
staff incentive to work hard to
ensure renewal.
Employment for a limited
period of time, often for a Fixed term contract given.
specific purpose.
Temporary employment Can be terminated by either
party.
Provides advantages to
employers & employees
• Increases flexibility in • Provides job opportunities
response to changes in to unemployed workers or to
consumer demand (e.g. those waiting to find
peak/harvest seasons) permanent positions.
• Allows cover for staff on
sick / maternity leave.
, Notes Ch 13 Further HR Management.notebook
Shortterm employment for a No contract is given.
specified task, usually A few hours tend to be
unskilled, & often seasonal. worked on a more or less
regular basis.
Casual employment
Usually undertaken by
selfemployed or retired
Provides advantages to people.
employers & employees
• Increases flexibility in • Provides a source of income
response to changes in to unemployed workers.
consumer demand (e.g.
peak/harvest seasons)
2. Fulltime, parttime & flexitime employment
Employee works for a minimum
of 30 hours per week for one
employer (& usually a
maximum of 40 48 hours).
Contract is given stating hours
Fulltime employment expected and payment to be
received.
}
Overtime may be agreed on at
a premium rate usually 1.5
On wages: no overtime on salaries
times regular rate, but
government laws usually
regulate this.
A2 Chapter 13 Further Human Resource Management
Case study see page 170
Further to Chapter 12, management in the HR department
also need to consider:
• Appropriate types of employment contracts.
• Measuring and improving employee performance.
• Labour legislation.
• How to manage industrial relations (between the workforce
and management).
Hard HRM vs Soft HRM
Approaches to
managing staff that
focus on:
Costcutting by means of Staff development to
maximising flexible, promote motivation &
temporary, parttime selffulfillment so as
contracts & minimising employees work hard &
training costs. stay with the business.
Core & peripheral workers :
Crucial staff members (core staff) are likely to be
employed on a full time, permanent basis, whereas
peripheral staff (those needed from time to time) are
employed on a temporary or parttime basis, or are
contracted to do a particular job as selfemployed
individuals.
Many businesses take a soft approach with core staff & a hard
approach with peripheral staff. This may lead to:
• Increased training required of frequently calledupon
peripheral staff.
• Demotivation 'us & them' mentality
• Demotivated workers who have little job security . This
approach ignores Maslow, Mayo and Herzberg's findings.
• Possible negative public perception of the business due to
poor attitude of peripheral workers.
,Notes Ch 13 Further HR Management.notebook
Nature of employment contracts full or parttime / temporary
or permanent
Parttime & flexible employment contracts are on the
rise globally. They offer advantages and disadvantages
to both the business & the employee.
Types of employment
1. Permananent, temporary & casual employment
Employment for an unspecified Fixed term contract given
period of time; for the which is renewed annually.
foreseeable future.
Can be terminated by
Permanent employment either party.
In Japan, it is part of the
Provides advantages to culture workers are
employers & employees considered like family
• Stable, trained workforce. • job security, can plan for the
future
• Annual contract renewal gives
staff incentive to work hard to
ensure renewal.
Employment for a limited
period of time, often for a Fixed term contract given.
specific purpose.
Temporary employment Can be terminated by either
party.
Provides advantages to
employers & employees
• Increases flexibility in • Provides job opportunities
response to changes in to unemployed workers or to
consumer demand (e.g. those waiting to find
peak/harvest seasons) permanent positions.
• Allows cover for staff on
sick / maternity leave.
, Notes Ch 13 Further HR Management.notebook
Shortterm employment for a No contract is given.
specified task, usually A few hours tend to be
unskilled, & often seasonal. worked on a more or less
regular basis.
Casual employment
Usually undertaken by
selfemployed or retired
Provides advantages to people.
employers & employees
• Increases flexibility in • Provides a source of income
response to changes in to unemployed workers.
consumer demand (e.g.
peak/harvest seasons)
2. Fulltime, parttime & flexitime employment
Employee works for a minimum
of 30 hours per week for one
employer (& usually a
maximum of 40 48 hours).
Contract is given stating hours
Fulltime employment expected and payment to be
received.
}
Overtime may be agreed on at
a premium rate usually 1.5
On wages: no overtime on salaries
times regular rate, but
government laws usually
regulate this.
