m The design, implementation and maintenance of

strategies to manage people for optimum business

performance including the development of policies
and processes to support these strategies.

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m Human resource management:
m The most ³modern´ term.
m Most people give Human Resource Management
a more strategic role

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m re the activities concerning employees known as
HRM or as personnel management?

m Is HRM more strategic than personnel

management?

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m ssential for good management is the efficient use
of the employees, the people that you work with.

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m It is everything that affects or influences the
people, human rescources who work for the
organisation.

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m Mullins states that there is no difference between
personnel management and HRM.

m Notice: HRM has not only a caring role, but a

strategic role as well. It has to take the strategic
plans of the corporation into account.

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m  recent approach in HRM: competencies. (1)

m The competencies of your employees have to be

coordinated with the organisation¶s goals.

m n organisation has to know which competencies

are needed in the future

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m nother development: (2)
In the future we won¶t belong to an organisation
anymore but we are part of (virtual) networks.

The need for hierarchical relations between the top

and the bottom of an organisation diminishes.
Only a few people really belong to an
organisation.

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m This network based organisation needs a very
efficient and careful HRM department.

m You mustn¶t loose your key-freelancers!

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m Intellectual capital
m motional capital
m Social capital

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m ll approaches of HRM have to link people,
strategy and performance of a business.

m nd ± very important- should be enforced by the

top-management of an organisation!

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m The recognition of people¶s needs and
expectations at work
m Respect for the individual
m Justice in treatment and equitable reward systems
m Stability of employment

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m Èood working environment and conditions of
service
m Opportunities for personal development and
career progression
m Democratic functioning of the organisation
m Full observance of all laws and codes of conduct
relating to employment (p.483)

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m Designing an effective organisation structure
m Staffing the structure with suitable people
m Defining work roles and relationships
m Securing optimum working arrangements

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m To attain this the HRM department has to have a
clear and accepted position in the organisation.

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m No matter how large an organisation: a person or
a whole department has to take care of the HRM
tasks as mentioned before.

m specially regarding the changing structure of

organisations (networks).

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m In larger organisations you can have a human
resource manager, a training officer and an
employee relations advisor.

m s long as a form of HRM exists there is

discussion about the relation with line managers in
the organisation.
m For example: Is HRM a strategic partner or an
operational task master?

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m The HR manager mostly has an advisory function
towards the line managers.

m See Figure 13.1 page 486/500

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m How important is HRM?
m HRM has tot take the role of a strategic partner.

m What about: globalisation, profitabiliy through

growth, technology, intellectual capital, the
environment, change?

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m Õ

:
m  partner of senior and line managers
m  specialist in the most effective and profitable
organisation of work.
m  champion for employees
m  transformation agent

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m HRM has to make sure that employees get the
right training and that these skills are updated
regularly.

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m Training of employees is absolutely necessary but
employers often think it too expensive.

m Lots of research however learns that to have a

well trained workforce is a good investment.

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m N.B.: Training is Ê
education.
m Training works outside-in, aims to change the
individual behaviour or attitudes. It is an
investment in people.
m ducation works inside-out, it gives you the basic
knowledge and skills you need to get a job.

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m If employees are to be trained the training has to
be to the point:
m It has to contribute to the goals of the
organisation.
m It has to be something the employee needs.

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m To make e-learning effective one has to redesign
the whole concept of learning.

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m The Investors in People Standard and Profile
m This is a business improvement tool designed to
advance an organisation¶s performance through
the training and development of its people.

m The standard follows the Y
Ê,  and 

model

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m How to measure the results of your workforce?
m You can do it by Performance Management

m It has to be a system that takes in future

developments.

m nd not only the employer has responsability for it,

the employee as well.

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m To make this system effective the next has to be
taken into account.

m It has to be a system that generates the sort of

results that is asked for.
m Next: if you have an effective system who is going
to apply it?

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m PM systems can be used to measure attitudes,
behaviour and performance.

m One of the approaches used:

m The ³SMRT´ approach: Specific, Measurable,
chievable, Realistic and Timebound.

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m n other way of PM is: a performance
`agreement` or `contract`.

m What do we expect you to contribute to the

business plan of the organisation?

m fterwards: Has the plan been met?

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m Feedback of your performance from different
groups: peers and subordinates, bosses, internal
and external clients.

m nother approach using feedback:

m Feedback from subordinates about their
managers.

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m It is neccessary to use well evaluated systems
and models.
m The models and systems are to be used
consistently.
m Bias is to be eliminated

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m The ideal is continuous feedback and linking staff
development to organisational performance.

m See figure 13.2, page 500/517

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m Sound HRM policies help to foster good employee
relations.

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m In this merican textbook trade unions are
mentioned as partners. Their strenght diminishes
and employers want to engage their employees

In the Netherlands we are much more used to

unions as partners.

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m The organisation is viewed as an integrated and
harmonious whole.

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m The organisation is made up of powerful and
competing sub-groups.
m (trade unions!)

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m The employment contract:
m Legal dimensions and behavioural dimensions.

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m Which nationality does your manager have?

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m Industrial democracy in urope,
m For example Èermany and the Netherlands

m Netherlands: the ³MZR´ or ³OR´.

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m  Problem!

m But to repeat:

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m The recognition of people¶s needs and
expectations at work
m Respect for the individual
m Justice in treatment and equitable reward systems
m Stability of employment

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m Èood working environment and conditions of
service
m Opportunities for personal development and
career progression
m Democratic functioning of the organisation
m Full observance of all laws and codes of conduct
relating to employment (p.483)

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