THE NATURE OF HUMAN
RESOURCE MANAGEMENT
Lecturer: MBA.Lê Thị Kim Khang
OBJECTIVES OF THIS CHATER
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Review key current developments in human resource
management
Explain the different ways in which the term ‘human
resource management’ is used
Set out the main objectives of the human resource function
Review the historical evolution of the modern HR function
Explain the philosophy of HRM that is adopted in this book
Introduce some major current debates in the field of HRM
01.
HRM for Tweentyfirst century
HRM for Tweenty-first century
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1960 – 1970: The human aspirations of senior people in
companies and public sector operations tended to produce
large staffs, with heavyweight, hierarchical bureaucracies
and stagnant businesses.
End of 20th century: ‘downsizing’ or reducing the number
of people employed to create businesses that were lean, fit
and flexible. => Hierarchies were ‘delayered’ to reduce
numbers of staff and many functions were ‘outsourced’ =>
simplify the operation of the business.
HRM for Tweenty-first century
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In 21st century: The company lacked of employees =>
balancing the between the financial viability and success in
the marketplace on the one hand and the need to maximise
human capital on the other.
02.
Businesses,
organisations and
HRM
Businesses, organisations and HRM
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Organisation: organisational behaviour, organisational
psychology, organisational sociology, organisation theory
=> interaction between the organization and employees or
surrounding society.
HR people involved in the effective management of
people of the business.
Businesses, organisations and HRM
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The contract of employment => legal basic of the
employment relationship.
A psychological contract for perfomance.
A lean and flexible business needs to reduce long-term
cost commitments and focus on effort activities =>
competitive advantage.
03. Defining HRM
HRM mark 1: the generic term
Staffing objectives
Performance objectives
Change-management objectives
Administration objectives
Staffing objectives
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Involes designing organisation structures, identifying type of
contract different groups of employees (or subcontractors) will
work, before recruiting, selecting and developing the people.
Developing competitive pay packages, provision of valued training
and development opportunities and to ensuring the experience of
working.
Performance objectives
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Do reward systems to maximise effort and focus attention on
performance targets.
To assist in discipling employees effectively and equitably.
Welfare function => assist performance.
Employee involement initiatives => to raise levels of
commitment and to engage employees.
A propensity on the part of an organisation’s employees to
demonstrate discretionary effort => a key determinant of
superior competitive performance
Coca – Cola Vietnam
Unilever Vietnam
Change-management objectives
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The recruitment and/or development of people with the
necessary leadership skills to drive the change process,
the employment of change agents to encourage
acceptance of change and the construction of reward
systems which underpin the change process.
What things are the HRM
needs to do to changemanagement in the COVID19 pandemic?
Sources: www.hr.com
Administration objectives
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Underpining the achievement of the other forms of
objective.
Achieving professionalism and cost effectiveness =>
helps HR function to gain and maintain the credibility
and respect => influence other managers.
Group discussion
Activity 1.2 – Page 8
Delivering HRM objectives
HRM mark 2: a distinctive
approach to the management
04.
The evolution of
personnel and
HRM
Theme 1: social justic
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The wellfare of employees => higher productivity, a
longer-serving workforce and larger applicants.
The more conspicuous welfare initiatives => employee
assistance schemes, childcare facilities and healthscreening programmes.
Theme 2: humane bureaucracy
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Organisational structures could be designed and labour
deployed => maximise efficiency.
the fostering of social relationships in the workplace and
employee morale => important objectives to raise
productivity levels.
Theme 3: negotiated consent
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Personnel managers next added expertise in bargaining to
their repertoire of skills
The government encouraged the appointment of
personnel officers and set up the first specialist courses
for them in the universities.
Theme 4: organisation
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A significant portion of time and resources being devoted
to the recruitment, development and retention of an elite
core of people with specialist expertise.
Developed techniques of manpower or workforce
planning => forecasting the likely need for employees
with different skills in the future.
Theme 5: Human resource management
Theme 6: a “new HR”
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Staff and line managers serve as internal customers.
From “the management of jobs” and towards “the
management of people” => development of employment
strategies that differ for different groups of employees.
The employment relationship is not only a transaction but
also emotional attachments.
Group discussion
Activity 1.4 – Page 14
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Work-life balancers
Want it all
Pleasure seekers
Live to work
Work to live
05.
HRM and the achievement
of organisational
effectiveness
Business in private
sectors
Long-term objective =>
sustained period of
commercial success
Public and
vontuntary sectors
Meeting a serivce with cost
efficiently and the highest
achievable standard of quailty
Sizeable
organisations
To foster a positive long-term
reputation.
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Maintain a strong reputation in the financial markets =>
to attract investment funds and financial advisers.
The maintenance of a positive reputation in the media =>
to maintain and grow the customer base.
Corporate ethics and social responsibility => determining
the purchasing decisions of consumers.
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Mobilising a workforce, maximising its performance,
managing change effectively and striving to achieve
excellence in administration => gaining competitive
advantage.
Recognising the significance of the organisation’s people
=> maintaining competitive advantage.
Human capital => combined knowledge and experience
of an organisation’s staff.
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Developing a positive reputation among investors,
financial advisers, financial journalists => makes a
significant contribution.
Financial market => balances the maximization of
opportunities and minimization of risks.
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Ethically or socially responsible organisation in 2 ways:
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Involves fostering an understanding of and
commitment to ethical conduct on the managers and
staff.
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Relates to the way to manage people.