Human resource managent

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Human resource managent

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Diploma in Business Administration Study Manual Human Resource Management The Association of Business Executives William House • 14 Worple Road • Wimbledon • London • SW19 4DD • United Kingdom Tel: + 44(0)20 8879 1973 • Fax: + 44(0)20 8946 7153 E-mail: info@abeuk.com • www.abeuk.com © Copyright RRC Business Training © Copyright under licence to ABE from RRC Business Training All rights reserved N o part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means, electronic, electrostatic, mechanical, photocopied or otherwise, without the express permission in writing from The Association of Business Executives. ab c ABE Diploma in Business Administration Study Manual Human Resource Management Contents Study Unit Title Page Syllabus i 1 Management and Leadership 1 What is Management? 2 Leadership in the Context of Management 11 Action-Centred Leadership 14 Leadership Styles 17 Contingency Theories of Leadership 20 2 Management Accountability and Responsibility 25 The Breadth of Accountability 26 Management and Social Responsibility 32 Equal Opportunities 36 The Ethics of Managers 44 3 Management and the Changing Organisation 51 Organisational Culture 53 The Learning Organisation 58 The Culture of Quality 60 The Culture of Enterprise 62 Business Process Re-Engineering 63 The Impact of Globalisation 66 Current Trends in Organisations 69 4 Management and Motivation 77 What is Motivation? 78 People at Work 78 Needs Theories of Motivation 85 Models of Behaviour and Motivation 89 Process Theories of Motivation 92 Excellence Theory and Motivation 95 5 Organising and Motivating 97 Delegation 99 Empowerment 105 Centralisation/Decentralisation 110 Gaining Commitment to Organisational Objectives 116 Jobs 120 Rewards 125 6 Management Control 133 The Basic Elements of the Control Process 135 Setting Standards 136 Measuring and Comparing Performance 138 Tackling Deviations from Standard 140 Control Systems 144 Human Behaviour and Control Systems 147 Performance Management 150 Disciplinary and Grievance Procedures 153 7 Managing and Enhancing Performance 159 Performance Appraisal Systems 161 The Appraisal Process 165 Management by Objectives 170 The Manager as Facilitator 176 Coaching 179 Counselling 181 Mentoring 183 Dealing with Problem Performers 184 8 Human Resource Planning 187 What is Human Resource Planning? 188 The Process of Human Resource Planning 189 Trends in Employment 195 Changing Patterns of Work 198 9 Recruitment and Selection 205 The Recruitment and Selection Process 206 Defining the Vacancy 207 Casting the Net 215 Selection Procedures 220 Employee Induction 229 10 Employee Development 233 Organisations, Individuals and Development 234 Identifying Training and Development Needs 239 The Learning Process 241 Training Methods 248 11 Communication 253 Communication in Organisations 254 The Communication Process 261 Methods of Communication 265 Effective Communication 269 Working in Committees 279 i © Copyright ABE Diploma in Business Administration – Part 2 Human Resource Management Syllabus Introduction It is a truism to claim that people are an organisational resource – indeed for some organisations, they are the key resource, without which the organisation would be unable to deliver any meaningful product or service to its customers. Like any resource, however, people may be used wastefully: they may be employed at well below their potential, performing tasks which do not stretch their capabilities and which are ultimately alienating in their psychological impact on the employees involved. Alternatively, people may be managed and led in ways which inspire them to be highly motivated and to demonstrate long-term commitment to both their roles and the organisation which employs them. When this is achieved, the performance of its people becomes a major differentiator for the organisation and a source of long-term competitive strength. Human Resource Management is about the managerial and leadership processes which enable people to give of their best in today’s turbulent working scenarios. To that end, the syllabus content is less concerned with the academic study of human and organisational behaviour, but concentrates more on the development of effective, pragmatic, yet innovative solutions to the issues surrounding the need to maximise people’s productivity, efficiency and effectiveness. Aims Again this conceptual background, the aims for the module are as follows: To develop the student’s knowledge and understanding of: 1. Individual differences, especially in such fields as learning, personality, motivation and attitudes, with particular reference to the relevance of such differences for recruitment, selection, deployment, development, and employee performance in an organisational setting. 2. The changing nature of the “psychological contact” between organisations and their employees, together with the implications for employability, flexible working, commitment, and managerial leadership. 3. Each major dimension of human resource management in practice, i. e. human resource planning, recruitment, selection, induction, training/development, reward systems, and people review/appraisal. 4. Techniques for effective communication in all work-related situations, i. e. with subordinates, with seniors, through collective representational procedures, and with teams. Programme Content and Learning Objectives N ote that all the following objectives are concerned principally with practical application rather than academic theory. Students will be expected to familiarise themselves with all relevant underpinning theories, but the emphasis in the tuition process and in the examination will and should concentrate on specific techniques for resolving human resource issues and for improving people performance across all types of organisation. ii © Copyright ABE After completing the programme, the student should be able to: 1. Differentiate the fundamental characteristics of people, with particular regard to such factors as culture, gender, ethnicity, personality, attitudes, and motivation, and assess the implications of such differences for the purposes of effective human resource management. 2. Clarify the mechanisms for individual and organisational learning, including ways of enhancing the effectiveness of deliberate learning processes and of overcoming the barriers to productive learning, again with a focus on the significance of learning from the viewpoint of enhancing organisational effectiveness. 3. Recognise the significance of the emergent “psychological contract” in terms of new employer expectations about “added value”, employability, and the factors which will continue to influence the nature of employment in the vast majority of organisations. 4. Apply alternative systems of flexible working to meet fluctuating corporate needs. 5. Accept the obligations of ethicality in governing the actions of managers, employees, and corporate entities. 6. Acknowledge the differences between “management” and “leadership” against a background in which organisations are moving from a focus on compliance to a desire for commitment, and recommend the installation of appropriate mechanisms for generating employee commitment in all types of corporate setting. 7. Maximise individual and collective employee performance, in specific organisational, functional, departmental or managerial scenarios, through effective motivation, job design, reward/recognition processes, and “performance management”. 8. Handle difficult people-management situations through systematic grievance-handling mechanisms, directive or non-directive counselling, coaching, and ultimately by means of disciplinary action and dismissal. 9. Apply each of the procedures and skills associated with the major arenas for personnel management, viz., human resource planning, recruitment, selection, induction, training/development, reward/recognition, review/appraisal, employee relations, welfare, health and safety responsibilities, discipline, and grievance-handling, in both remedial and continuous- improvement circumstances. [Several of these themes are mentioned elsewhere in the syllabus, but are repeated here in order to ensure completeness.] 10. Communicate effectively in all relevant organisational situations, i.e., meetings, presentations, and negotiating. Method of Assessment By written examination. The pass mark is 40%. Time allowed 3 hours. The question paper will contain: Eight questions from which the candidate will be required to answer any four. All questions carry 25 marks. iii © Copyright ABE Recommended Reading Lead text ! Torrington, D. and Hall, L. (1998), Human Resource Management; 4th edition, Prentice-Hall Other recommended texts ! Armstrong, M. (1998), Managing People: A Practical Guide; Kogan Page ! White, A. (1998), The Essential Guide to Developing Your Staff; Piatkus ! Herriot, P., Hirsch, W. and Riley, P. (1998), Trust and Transition: Managing Today’s Employment Relationship; Wiley ! Goss, D. (1994), Principles of Human Resource Management; Routledge ! Cushway, B. (1994), Human Resource Management; Kogan Page Students should also read suitable quality newspapers and periodicals for articles about human resource management (covering new techniques or applications in named companies), and if possible should download up-to-date thinking via suitable search engines on the Internet. iv © Copyright ABE [...]... survive and grow Their definition, then, is: “Management involves the coordination of human and material resources towards objective accomplishment It is the primary force within organisations which coordinates the activities of the subsystems, and relates them to their environment” Again, we see the stress on employment of resources and on objectives, but this definition tends to look outwards as well as... the most important contributors to the Human Relations School of Management theory He identified four basic management styles: ! Exploitative/authoritative ! Benevolent/authoritative ! Consultative/authoritative ! Participative group management He argued that managers will achieve the best performance if they devote most of their attention and resources to the human aspect of their staff’s problems... the Institute of Management), was claiming much the same thing when he said: “Management is an art and a science concerned with the proper, systematic and profitable use of resources in all sections of a nation’s economy” The use of resources to make a vast profit for an individual would not be a “proper” use Marsh raises an interesting point by his use of the words “an art and a science” Although many... – he does not mention motivation or any special qualities of leadership ! Making Resources Productive – Peter Drucker Peter Drucker, probably the most widely read present-day writer on general management, in his book “The Practice of Management” wrote: “Management is the organ of society specifically charged with making resources productive.” This is a wide-ranging claim, firmly pinning the need for... appropriately, etc There is a necessary overlap with the directing process here in respect of influencing relationships and monitoring their effect on performance, and also with the role of the personnel or human resource management function Again it is worth noting the importance of the role of information and communication in the organising and directing elements of the management function These involve not... behalf of organisation Decisional Entrepreneur Initiating, developing and facilitating change and innovation Disturbance Trouble shooting problems as and when they arise handler Resource allocator Distributing and arranging use of resources (staff, finance, materials, time) Negotiator Representing organisation in negotiations within area of responsibility Whilst this categorisation of roles is different... is a wide-ranging claim, firmly pinning the need for a sense of social responsibility on managers It is their task, according to this view, to take the resources available to society and make something better from them – to utilise staff and other resources in such a way that more will become available to all In a real sense, he is claiming that the manager’s raison d’être is to make a better life... ship onto the rocks Management Processes The above statements, being extracted from large works, tend to present a limited definition of management, e.g “getting things done through people” or “using resources to generate profits” These may be correct as far as they go, but they are single-dimension and do not explain the full range of functions which managers perform within organisations We need to... detail (a) Planning Planning is the process by which the organisation, or any particular part of it, determines what is to be done It is the process of systematic thought that precedes action, during which resources in hand, or those likely to be available, are matched against known or predicted conditions in order to achieve organisational goals It involves a number of related processes: ! forecasting -... people to the right time © Licensed to ABE Management and Leadership (g) 9 Execution of agreed solutions We could summarise the action necessary for this activity as being about organising, allocating resources and directing Organising is the allocation of responsibilities and authority - the establishment of a structure of functions, roles and relationships This is very much the difficult interface . Dealing with Problem Performers 184 8 Human Resource Planning 187 What is Human Resource Planning? 188 The Process of Human Resource Planning 189 Trends in Employment. managerial leadership. 3. Each major dimension of human resource management in practice, i. e. human resource planning, recruitment, selection, induction,

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