HRM and the Design of Work (Lecture 5)

Work Design

Work Design is the “study, creation, and modification of the composition, content, structure, and environment within which jobs and roles are enacted concerns who is doing the work, what is done at work, and the interrelationship of the different work elements, and the interplay of job and role enactment with the broader task, social, physical, and organizational context” (Morgeson and Humphrey, 2008).

When going through below diagram of Mishra, (2010) work design is collectively address the issues of job design and work measurement.

Figure i: Work System Design, Job design and Work measurement (Mishra, 2010)

Source: http://www.mbanetbook.co.in/2010/05/pom-work-desing-or-desing-of-work.html

 

Job Design

“Job design specifies the contents, methods and relationships of jobs in order to satisfy work requirements for productivity, efficiency and quality, meet the personal needs of the job holder and thus increase levels of employee engagement” (Armstrong, 2009).

According to Armstrong, (2009) there are three characteristics of all jobs,

1. Job range – the number of operations a job holder performs to complete a task.
2. Job depth – the amount of discretion a job holder must decide job activities and job outcomes.
3. Job relationships – the interpersonal relationships between job holders and their managers and co-workers.

History of Work design

Further it is more clearly understand history of work design when going through the below diagram of Pasquini, (2012). 

Figure ii: Considering the impact of Work Design (Pasquini, 2012)

Source: https://techknowtools.com/2012/10/31/considering-the-impact-of-work-design/

Taylor known as scientific management, is a foundation for management and managerial decisions. Frederick Taylor developed this theory to develop a “science” for every job within an organization (Taylorism).

According to Dahlstrom, (2017), identify four major stages in the last 120 years.

Figure iii: A Brief History of Why Works Sucks (Dahlstrom, 2017)

Source:https://topdog-innovation.com/2017/09/04/a-brief-history-of-why-work-sucks-part-1-of-4-taylorism/

According to the Buchanan, (1994) after Taylorism ‘Maslow’ s influence is clearly stamped across the work design theories and practices of the latter half of the twentieth century. 

Maslow Hierarchy of Needs

Abraham Harold Maslow, An American Psychologist and Philosopher proposed that human beings are driven by different factors at different times. These driving factors are hierarchical, in the sense that we generally start at the bottom layer and work are way up. Maslow wanted to understand what motivated people. He believed that people possess a set of motivation systems unrelated to rewards or unconscious desires (Maslow, 1943). 

Figure iv: Maslow’s Hierarchy of Needs (McLeod, 2018)

Source: https://www.simplypsychology.org/maslow.html

There are some limitations concern on his methodology used in his theory. In his methodology he has used qualitative method called biographical analysis to prove his theory. In this biographical analysis, he has developed qualities as characteristic of specific group of people (McLeod, 2017). When analyzing this from a scientific view there reveals lot of loop holes in this theory.

References

Ajay Mishra, (2010). Work System Design - Job design and Work measurement. [Online]
Available at: http://www.mbanetbook.co.in/2010/05/pom-work-desing-or-desing-of-work.html
[Accessed 13 9 2018].

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Laura Pasquini, (2012). Considering the Impact of Work Design. [Online]
Available at: https://techknowtools.com/2012/10/31/considering-the-impact-of-work-design/
[Accessed 13 9 2018].

McLeod, S., (2007). Maslow’s Hierarchy of Needs. Retrieved April 12, 2017.

Maslow, A.H., (1943). A theory of human motivation. Psychological review, 50(4), p.370.

Morgeson, F.P. and Humphrey, S.E., (2008). Job and team design: Toward a more integrative conceptualization of work design. In Research in personnel and human resources management (pp. 39-91). Emerald Group Publishing Limited.

Saul McLeod, (2018). Maslow's Hierarchy of Needs. [Online]
Available at: https://www.simplypsychology.org/maslow.html
[Accessed 13 9 2018].

Tom Dahlström, (2017). A BRIEF HISTORY OF WHY WORK SUCKS. [Online]
Available at: https://topdog-innovation.com/2017/09/04/a-brief-history-of-why-work-sucks-part-1-of-4-taylorism/
[Accessed 13 9 2018].

Employee Relations (Lecture 4)

Employee relations

Employee relations initially known as industrial relations and it is defined the relationship between employer and employee. When employee relations compared with industrial relations, it has a wider concept and recognition in the industry. But today it is focusing on both individual and collective relationships in the workplace, with an increasing emphasis on helping line managers establish trust-based relationships with employees (CIPD, 2018).

According to Blyton and Turnbull, (2004) Employee relations is summarized as per the below,

• Work dominates the lives of most men and women.
• The management of employees, both individually and collectively, remains a central feature of organizational life.
• Within organizations a common interest between management and workforce cannot be assumed, willed, or managed into existence. 

According to Armstrong (2014) employee relations can be define as “Approached and methods adopted by employers to deal with employees either collectively or through their trade unions or individually”.

Importance of Employee Relations

Employee relation helps to build up employee engagement, productivity, motivation and moral in any organization.  Also employee who is in good terms with the manager always feels happy and when he is happy, he works hard, produce better work and this will keep the customer happy which leads to business improvement. Other than these benefits there are some importance in employee relations. ER encourages good organization atmosphere which help to build good understanding and cooperation. Also its helps to clear the issues of an organization (Armstrong and Taylor, 2014).

The parties of employee relations

In any employee relation, it consists of three groups. They are employers, employees, and the government. 

Figure i: Industrial relation system (Naukrihub, 2005)

Source: http://www.naukrihub.com/industrialrelations/industrial-relation-system.html

Processes of industrial relations

Organizations can configure Employee Relations to develop rules, regulations, standards, guidelines, or processes around coaching, discipline, and grievances.

When going through the below diagram that explain process of industrial relations. 

Figure ii: Employee Relations User Guide (Ibid, 2014)

Source: https://docs.infor.com/help_lmhcm_10.2/index.jsp?topic=%2Fcom.lawson.help.user%2Fcom.lawson.help.ltmerug-uw_10.2.0.0%2Findex.html

To understand the nature of the psychological contract

The mutual expectations people have from one another in a relationship of employer - employees are commonly referred to as a psychological contract (Thomas and Singh, 2011).

According to the Amidah, (1998) one of the first writers to use the term psychological contract is define as the mutual understanding between employees and their employers. 

Types of the psychological contract

The three type of psychological contract that (Thomas and Singh, 2011) explained. Those are mentioned below,

• Transnational: Short term employment arrangement with a specific and definite description of duties and responsibilities.

• Relational: Long-term employment arrangements based upon mutual trust and loyalty

• Balanced: opportunity to develop skill sets and for career advancement, based on skills and performance

Employee Voice 

Employee voice refers to employees have in matters of concern to them in their organization. It is defining two-way, that “allows employees to influence events at work and includes the processes of involvement, participation, upward problem solving and upward communication” (Armstrong, 2011).

According to Millward et al, (1992) the Employee voice describe as the ability of employees to influence the actions of the employer.

When going through below diagram it is more understand a framework of employee voice.

Figure iii: A framework for employee voice (Marchington et al., 2001)

References

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Amidah. B. ( 1998). Forms of Prayer for Jewish Workshop, The assembly of Rabbis of the Reform Synagogues of Great Britain, The Reform Synagogues of Great Britain, London, 145

Blyton, P. and Turnbull, P., (2004). The dynamics of employee relations. Macmillan International Higher Education.

Ibid, (2014). Employee Relations User Guide. [Online]

Available at: https://docs.infor.com/help_lmhcm_10.2/index.jsp?topic=%2Fcom.lawson.help.user%2Fcom.lawson.help.ltmerug-uw_10.2.0.0%2Findex.html [Accessed 10 9 2018].

Millward, N, Stevens, M, Smart, D and Hawes, W R (1992) Workplace Industrial Relations in Transition, Dartmouth Publishing, Hampshire

Marchington, M, Wilkinson, A, Ackers, P and Dundon, A (2001) Management Choice and Employee Voice, CIPD, London

Thomas A, Singh N, (2011). Psychological Contract and its Relevance in Fast-Food Industry. Journal of Economics and Behavioral Studies, 3(6), pp. 337,338.

Learning and Development (Lecture 3)

Learning and Development is a key aspect in HRM. There are many ways that employees can be developed and trained. Some of these methods include on the job training, on the job development, off the job training, Induction programs, Internal as well as external workshops.

When going through the below diagram of Armstrong, (2009) that explains elements of learning and development.

Figure i: Elements of learning and development (Armstrong, 2009).

Definition to Learning and development

“Learning and development is the process of acquiring and developing knowledge, skills, capabilities, behaviors and attitudes through learning or developmental experiences. It is concerned with ensuring that the organization has the knowledgeable, skilled, engaged and committed workforce it need “ (Armstrong, 2009).

According to Harrison, (2009) Learning and development is the process to support collective progress through the collaborative, expert and ethical stimulation and facilitation of learning and knowledge that support business goals, develop individual potential, and respect and build on diversity.

Distinguish between Learning, training, development, and education

Armstrong, (2014) explain about the main components of learning and development, and following table 1 mention the main differences between Learning, training, development, and education.

Learning	Development	Training	Education
A process of obtains and develops knowledge, skills, capabilities, behaviors, and attitudes of individual	Growth or realization of a person’s ability and potential through the provision of learning and educational experiences	Systematic application of formal processes to impart knowledge and help people to acquire the skills necessary for them to perform their jobs satisfactorily	Development of the knowledge, values and understanding required in all aspects of life rather than the knowledge and skills relating to particular areas of activity
Formal and informal, long term future oriented, learner initiated	Long term in nature	Experience with Short term forces	Long term process
Continues Change	Broader concept focused on personality development	Narrow perspective Focus on knowledge, skill, ability and job performance	learning new skills, knowledge, and attitudes that will equip an individual to assume a new job or to do a different task
Focus on values, attitudes, innovation, and out comes	Conceptual and theoretical knowledge	Specific job-related purpose	systematic instruction / general concepts
obtaining knowledge or skill	Consider general knowledge	It helps individual to learn how to perform his present job satisfactory	Theoretical oriented
Permanent changes in a person that is related to past experiences and the opportunity to gain skills and knowledge	It prepares individual for future job and growth in all aspect	Job experience, Learning new things and Refreshing old one	Class room learning
Directly linked with organizations mission and requirement for success	Implementing the learned session and finding new ones	Not necessarily linked to organizational mission and strategic	Board perspective

When going through below image can simply identify the differences between Learning, training, development, and education.

Figure ii: What’s the different between Training, Education, Development, and Learning (Wheeler, 2013)

Concept of the ‘Learning Organization’

A learning organization is the term given to an organization which facilitates the learning of its employees so that the organization can continuously transforms itself. Learning organization develops as a result of the pressures which are being faced by the organizations these days for enabling them to remain competitive in the present-day business environment. The learning organization concept was coined through the work and research of Peter Senge and his colleagues. The learning organization encourages to a more interconnected way of thinking. Such organization becomes more like a community for which employees feel a commitment to. Employees work harder for the organization since they are committed to it.

Definitions of Learning organization 

Senge, (1990) describe learning organization as the organization “in which you cannot not learn because learning is so insinuated into the fabric of life.”

According to him the learning organizations are “Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together”.

Characteristics of Learning Organization

The five main characteristics that Peter (Senge, 1990) had identified are said to be converging to innovate a learning organization. These are, 

• Systems thinking

• Personal mastery

• Mental models

• Building shared vision

• Team learning

                          Figure iii: A learning organization and its characteristics (Sarna, 2014)

References

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Harrison, R., (2009). Learning and Development. In: i. 5, ed. Learning and Development. London: Chartered Institute of Personnel and Development, 2009.

LinkedIn Learning, (2014). Principles of Learning. [Online]
Available at: https://www.slideshare.net/radzmelsaji/principles-of-learning
[Accessed 20 8 2018].

Sarna, S. K., (2014). learning organization & its Characteristics. [Online]
Available at: http://ispatguru.com/a-learning-organization-and-its-characteristics/
[Accessed 20 8 2018].

Sanicola, L., (2016). The Importance of Talent Development as a Total Rewards Lever. [Online]
Available at: https://www.huffingtonpost.com/entry/the-importance-of-talent-development-as-a-total-rewards
[Accessed 20 8 2018].

Senge, P.M., (1990). The art and practice of the learning organization.

Wheeler, K., (2013). Future of Talent Retreat. [Online]

Available at: https://futureoftalent.org/whats-difference-training-education-development-learning/
[Accessed 23 8 2018].

Strategic Employee resourcing and Talent Management (Lecture 2)

Every strategy has three main characteristics that it looks forward, Identify the organization capabilities and the way to achieve strategic fit. Following that strategic HRM defined as an “approach to the development and implementation of HR strategies that are integrated with business strategies and support their Achievement” (Armstrong, 2014) with three main objectives Integration, provide directions to fast changing environment and it contribute to develop business strategies.

The Resource based view of strategy of HR

According to Jurevicius (2013) human resources play a major role and that create uniqueness in order to provide competitive advantages while the Resource based view that emerged in 1980’s and 1990’s main idea is to identify the co competencies of the firm which is valuable, rare, inimitable and non-substitutable. 

Figure i. Resource Based View (Jurevicius, 2013)

Managing and developing the human resource flow

Boxall and Purcell, (2011) explain human resource flow concerns managing the flow of people into, though, and out of the organization under four main subsections which as are called work systems of economies of production, by managing people voice , by managing individual employment relationships and by linking Organisational systems to Organisational performance. Managers and personnel specialists, according to the Harvard model of Beer et al, (1984) it is essential to work together to ensure that the organization has an appropriate flow of people to meet its strategic requirements.

Figure ii. Harvard framework of Human resource management (Beer et al, 1984)

Main Model of recruitment and selection of HRM

According to Armstrong, (2009) recruitment is the process of finding and engaging the people the organization needs. Selection is that part of the recruitment process concerned with deciding which applicants or candidates should be appointed to jobs and describe four stages of recruitment and selection which are subsequently defining, planning recruitment campaigns, attracting candidates and selecting candidates.

e-recruiting and value of the networking

Online or e-recruitment uses the internet to advertise or ‘post’ vacancies, providing information about jobs and the organization and enable e-mail communication to take place between employers and candidates (Armstrong, 2009) further describe that some organizations are use web technologies to search for recruits online through social networking sites such as Facebook and My Space. 

People resourcing strategy as a competency

As Baird and Meshoulam (1988) describe strategy can be simply defining as a vision or a plan to achieve long term business hence business objective can be achieving when human resource practices, measures, processes and system are developed based on organizational needs.

People resourcing is concerned with ensuring that the organization obtains and retains the people it needs and employs them productively since strategy closely associated with performance management and employee development policy and practice Armstrong, (2009).

Talent Management

The systematic attraction, deployment and development of individuals who are of particular value to the organization, either because they fulfill critical roles or they possess high future potential (CIPD, 2015).

Talent management can be simply defining as a set of integrated organizational human resource processes designed to attract, develop, engage and retain productive engaged employees. Lewis & Heckman, June (2006) explains the main goal of talent management is to create a high performance sustainable organization that meet its strategic and operational goals by empowering the employees.  According to   Profmax (2015) many companies have focused on improving their core human capital management (HCM) functions including payroll, benefits, time management, and position management as shown below.

Figure iii. Talent Management process (Profmax,2015)

References

Armstrong, M., (2009). Armstrong’s Handbook Of human resource Management practice 11th edition.

Baird, L. and Meshoulam, I., (1988). Managing two fits of strategic human resource management. Academy of Management review, 13(1), pp.116-128.

Armstrong, M., (2006). Strategic Human Resource Management-A Guide to Action 3rd Ed.

Armstrong, P., (2014). Limits and possibilities for HRM in an age of management accountancy. New Perspectives On Human Resource Management op. cit. at, pp.154-166.

Beer, M., Spector, B.A., Lawrence, P.R., Mills, D.Q. and Walton, R.E., (1984). Managing human assets. Simon and Schuster.

Boxall, P. and Purcell, J., (2011). Strategy and human resource management. Macmillan International Higher Education.

Jurevicius, O., (2013). Strategic Management Insight. [Online]

Available at: https://www.strategicmanagementinsight.com/topics/resource-based-view.html
[Accessed 17 8 2018].

Lewis, R.E. and Heckman, R.J., (2006). Talent management: A critical review. Human resource management review, 16(2), pp.139-154.

Profmax, (2015). Profmax Business Solutions. [Online]
Available at: http://www.profmax.com/pbs/solutions/erp/human_resource_(hr)/human%20resource%20(hr).aspx
[Accessed 20 08 2018].

Introduction to Human Resource Management (Lecture 1)

There are many definitions over human resource management by many scholars such as Armstrong, (2011), Armstrong and Taylor, (2014), Beer et al., (1984). In brief Armstrong and Taylor, (2014) describe Human resource management as a strategic integrated and clear approach to the employment, development and well-being and the provision of employee services of the people working in organization.

As new reference Watson, (2010: 919) explanation over HRM mention that it is a managerial utilization of the efforts, knowledge, capabilities and committed behaviours contribute people to an authoritatively co-ordinates human enterprise as part of an employment exchange which enables the enterprise to continue into the future can be elaborated.

Evaluation of Human Resource Management

Further it is more clearly understand  what it is the Human resource management when going through the below diagram of Requilman, (2013) that explains evaluation of human resource management. 

According to that  21^st century is beginning with strategic HR stage passing the Human Resource Management era.

Figure i; Origin and evaluation of role of the HR; (Requilman, 2013)

Personal Management and Human Resources management

'Personnel management  is an administrative task which is record keeping, arranging the wagers or salaries for the employees that manages by traditional approach. Human resource management is the modern version of people management.'  (Aswathappa, 2005)

Following are the main differences of people management.

Personal management	Human resource management
Traditional way of managing the people	Modern approach of managing and motivating the employees.
Manage people	Consider the people as a resource and develop them.
More force on personal administration, welfare and employee salary management.	Focuses on acquiring, training and developing and retaining human capital in the organization.
Consider people as an input for achieving required outcome.	Consider as people are most valuable resource to achieving desired outcome in the organization.
Forces more about administrative functions to achieve goals	More focus on employee’s job satisfaction.
Conduct less training and development opportunities to the employees	Conduct more trainings and development of opportunities.
Decisions are made by the top management within the agreed rules and regulation.	Decisions are made collectively after taking the consent of the employees.
Personal management is a routine function	Human resource management is a strategic function.
Personal management focuses on increased output and satisfaction of employees	Focuses on effectiveness, culture, procedures and employee participation.
Cost benefit on short term	Cost effective on the long term and can consider as an investment for organization
Any manager can do the personal management who is having basic managerial skills	HRM need to handle by a specialized or professionally qualified person.

Functional aspects for the role of HR manager

Ulrich, (1997) identifies four distinct roles of HR professional that may add value to a business and create sustainable competitive advantage.

Figure ii; Four distinct roles of HR professional (Ulrich, 1997).

Later that roles are modified and increased up to five by Ulric & Brockbank, (2005) as describe below with evaluation of HR.

• Strategic partner
• Functional expert
• Employee advocates
• Human capital developer
• Leader

When going through the below diagram 3 by Requilman, (2013) it can be identified many scholars have introduced different type of HR roles according to the time period. 

 Figure iii; Evaluation of Role of HR (Requilman, 2013).

Relationship between HRM and strategy

When going through the below diagram strategic HR part was 20% but now that trend is converting up to 60 % and tat could be identified as main characteristic of HRM and strategy.

Figure iv; Transforming the HR services (Bridge A1, 2018).

Armstrong, (2014) recommended that “strategic human management is an approach that defines how the organizations goals will be achieved through the people or an organization. those strategic HRM objectives are mentioned below.

• Integration
• Provide directions to fast changing environment.
• Contribute to develop business strategies.

References

Armstrong, M. and Taylor, S., (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M., (2011). Armstrong's handbook of strategic human resource management. Kogan Page Publishers.

Aswathappa, K.E.M.A.L., (2005). Human resource and personnel management. Tata McGraw-Hill Education.

Bridge A1., (2018). Support Functions Transformation. [Online]
Available at: https://bridgea1.com/services/support-functions-transformation/
[Accessed 1 8 2018].

Oliver C. Requilman O.C., (2013)HR Business Partnership: Do our business partners really hear us?Available at; https://www.slideshare.net/OliverRequilman/pmap-hrcon-presentation121213

Ulrich, D., (1997). Measuring human resources: an overview of practice and a prescription for results. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 36(3), pp.303-320.

Ulrich, D. and Brockbank, W., (2005). Role call. People Management, 11(12), pp.24-28.

Watson, T.J., (2010). Critical social science, pragmatism and the realities of HRM. The International journal of human resource management, 21(6), pp.915-931.