HR Practices and Industrial Relations

Advantages of HRM

• Reduces the chances of a strike as union members and the company collaborate, leading to a better understanding of each other's needs.
• Fosters teamwork and adjustment in individuals, making them more comfortable working in groups.
• Prepares individuals for future roles by constantly training them, enabling the company to identify potential employees for top-level jobs.
• Allocates the right person to the right job, reducing labor turnover as employees are satisfied with their roles.
• Contributes to higher profits and better company performance, leading to industrial development and economic growth.

Principles of HRM

Job Analysis

• A systematic process of collecting information on the nature of a job, required qualities, physical and mental capabilities, duties, responsibilities, and necessary skills.
• Used to describe job descriptions and specifications for recruitment, selection, and improvement of job satisfaction, employee safety, and motivation.

Employee Development Methods

• Training: developing employee skills through lectures, hands-on exercises, videos, podcasts, simulations, and individual/group-based assignments.
• Task/job rotations: rotating roles with colleagues to put new skills into practice and learn new skills.
• Coaching: senior staffers working one-on-one with less experienced individuals to polish their skills.
• Mentoring: senior leaders taking junior staff under their wing to develop important skills.
• Workshops/committees/working-groups: providing opportunities for employees to interact with peers and colleagues from within and external to the organization.

Crisis Management

• Don't avoid stakeholders, external parties, and media; communicate with them to explain the situation.
• Develop strong partnerships with external parties and ask for help.
• Be a strong pillar of support for team members and take risks.
• Clarify roles and responsibilities during the crisis and communicate lessons learned once it's over.
• Adapt to changes and new situations, and work to relive the organization's image.

Performance Management

• A systematic process for improving organizational performance by developing individual and team performance.
• Involves establishing shared understanding, managing and developing people, and increasing the probability of achieving goals.
• Owned and driven by line management, and should fit process-based and flexible organizations.

Performance Management Cycle

• Planning: agreeing objectives and competence requirements, and producing performance agreements and improvement plans.
• Acting: carrying out activities required to achieve objectives and plans.
• Monitoring: checking progress in achieving objectives.
• Reviewing: assessing progress and achievements to prepare action plans.

Concerns of Performance Management

• Concerned with outputs, outcomes, processes, and inputs.
• Respects the needs of individuals and teams, recognizing that they may not coincide with those of the organization.
• Concerned with fairness and transparency, respecting individual opinions and needs.

Performance Measures and Assessment

• Measurement is important for providing feedback, identifying success and areas for improvement, and answering questions about performance.
• Distinguishes between outputs (quantifiable results) and outcomes (visible effects that cannot be measured quantitatively).