Human Resource Management and Techniques PDF - 1st Semester Huelva, 2023

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+-----------------------------------------------------------------------+ | ­­­­­ | +-----------------------------------------------------------------------+ |  | +-----------------------------------------------------------------------+ | **30. November** | | | | Human Resource Management and Techniques | | | | Rottensteiner David BA | +-----------------------------------------------------------------------+ Table of contents {#table-of-contents.Inhaltsverzeichnisberschrift} ================= [Organizational aspects regarding the lecture 3](#organizational-aspects-regarding-the-lecture) [Lecture 1: What is HRM? 3](#lecture-1-what-is-hrm) [Changes in HRM 3](#changes-in-hrm) [The HRM Model 4](#the-hrm-model) [Lecture 2: What is strategy? 5](#lecture-2-what-is-strategy) [Human Resource Management activities 5](#human-resource-management-activities) [Lecture 3: Company Culture 6](#lecture-3-company-culture) [What is company culture? 6](#what-is-company-culture) [Lecture 4: Organizational culture 7](#lecture-4-organizational-culture) [4 Types of four categories (important for the exam) 9](#types-of-four-categories-important-for-the-exam) [HR policies 9](#hr-policies) [Communication in Companies 10](#communication-in-companies) [Vertical communication 11](#vertical-communication) [Horizontal communication 11](#horizontal-communication) [Formulating and Planning 12](#formulating-and-planning) [Lecture 5: Work and Job Analysis 14](#lecture-5-work-and-job-analysis) [Approaches dealing with jobs: Workflow analysis and business process 14](#approaches-dealing-with-jobs-workflow-analysis-and-business-process) [The job design 15](#the-job-design) [Possible Levers for Job design 15](#possible-levers-for-job-design) [Job characteristics Model 17](#job-characteristics-model) [Approaches to dealing with jobs: Teams 18](#approaches-to-dealing-with-jobs-teams) [Approaches to dealing with jobs 18](#approaches-to-dealing-with-jobs) [Typical Division of HR Responsibilities: Job analysis 19](#typical-division-of-hr-responsibilities-job-analysis) [Stages in the Job analysis process 19](#stages-in-the-job-analysis-process) [Lecture 6: HRM planning 20](#lecture-6-hr-planning) [But how to plan? 21](#but-how-to-plan) [What are the HR planning responsibilities? 22](#what-are-the-hr-planning-responsibilities) Organizational aspects regarding the lecture ============================================ UHU.ES - Undergraduate subjects -- Social and Sciences -- Recursos Humanos (Human Resources) - Academic Information -- docencia (teaching) in English -- first semester - Read the syllabus Lecture 1: What is HRM? ======================= *What is HR?* HRM refers to all managerial activities associated with managing the employment relationship. It also highlights a specific approach toward people management that emphasizes its importance in achieving strategic objectives and shaping HR configurations. Other aspects also include: - Job Analysis - Job description - Job specification → skills and abilities. - Pyramid model and splitting task between: - Strategic - Operational - Administrative - Workforce - People - HR Department sits in between the organizational chart (CEO -- Others) in the organization It is a framework of philosophies, policies, procedures and practices. The term HRM is used to describe all those organisational activities concerned with recruiting and selecting et Al.. Key levers - Managin culture is more important than managing procedures and systems - HRM includes: HR philosophies, HR strategies, HR policies, HR process and HR programmes *What is HR + M?* - Add the \"M\" for management -- you manage people and financial resources. *What is a strategy?* - A strategy defines the direction in which HRM intents to go *What is a policy?* - A policy is a set of guidelines or principles designed to influence and determine decisions and actions in a specific context. Changes in HRM -------------- Old model: Strategic (future plans) \[small part of the pyramid -- least important\] → Operational → Administrative \[largest part of the pyramid -- most important\]. New model: Strategic (future plans) \[largest part of the pyramid\] → Operational → Administrative \[smallest part of the pyramid\]. *Why the shift?* - Greater effectiveness required - Internationalization - Globalization - New set of goals → what do we need to plan for the future? - Beliefs and Assumptions - Human resources provide a competitive edge - The goal should not just be compliance with rules, but employee commitment - Employees should be carefully selected and developed. - Strategic Qualities The HRM Model ------------- The HRM model described by Storey (2007) emphasizes the strategic importance of HRM in a business, focusing on key elements: Critical Role of Managers: - HR is integral to business success and should not be left solely to HR personnel or specialists - Line managers play a crucial role in implementing HR policies. They not only deliver these policies but also actively drive their success - Increased attention is needed for managing managers, ensuring they have the skills and support to fulfil their HR responsibilities Key Levers: - Managing culture is seen as more important than managing procedures and systems, reflecting a shift from focusing on rigid systems to cultivating a positive organizational culture that aligns with the company's values - HR actions should be integrated across areas such as selection, communication, training, reward, and development, ensuring alignment with the company's goals - Restructuring and job redesign are encouraged to provide employees with more responsibility and empowerment, which improves individual and organizational performance *What is the difference between HR philosophies, strategies, and policies?* - HR philosophies focus on values and guiding principles for managing people - HR strategies focus on setting the direction of HR - HR policies are guidelines defining how these values, principles and strategies should be applied and implemented in specific areas of HRM Lecture 2: What is strategy? ============================ - Most important role of HRM is "strategic" - The strategy is the concept of an organization that it follows to complete its proposition for how to compete successfully and they survive and growth - Strategy exists in all organizations (even if its not written down and articulated) and defines the organisations behaviour and how it attempts to cope with its environment Sustainable value creation - Most organisations recognise that people are fundamental to sustainable value creation they are the most "valuable" assets - Idea of human capital - Employees come with knowledge, skills, and abilities intangible assets #### What is strategic HRM? - Developed around the early 1990s - Undertaking of all those activities affecting the behaviour of individuals - Pattern of planned human resource deployments to achieve goals #### The levers suggested -- Five broad approaches 1. Focus on talent and develop HR strategies based on segmentation 2. Focus on building an organizational culture that supports high-performance working and employee engagement 3. Focus on creating synergies by increasing the level of integration between HR and business 4. Change HR architecture and develop new HR models 5. Develop a range of metrics/HR analytics that show changes in key financial a performance indicator Human Resource Management activities ------------------------------------ *What is a system?* - A group of elements that connect with each other - A system is a set of interrelated, but separate elements of parts working towards a common goal - The system has various inputs, which go through certain processes to produce specific outputs, ultimately achieving the overall desired goal of the system Inputs process output Raw mat. (labour, machinery) company chairs *The general systems theory (GTS or ST)* - Ludwig von Bertalanffy - Basic idea: The whole is greater than the sum of its parts baking a cake - Emphasizes the interaction and interdependence of system components - Applies to various fields: biology, organisations, social sciences etc. - Systems have inputs, processes, and outputs - Focuses on understanding systems holistically, not just as isolated parts - Useful for complex systems across different disciplines Group 1: Tuesdays Group 2: Thursdays - Through the organisation of Inputs Outputs are created (with a transformation process) What is sociotechnical? Sociotechnical is the idea of an organization with two systems: the technology and the social system. What is a model? A model is a prototype and a representation of reality in an abstraction. Two models: Michigan and Harvard model - The M. model is considered the "matching model" approach to HRM - Requires HRM strategies and overall business strategies - Matches the emyployees needs - Focus on: Recruitment, selection, performance, rewards and training as a cycle Ein Bild, das Text, Screenshot, Schrift, Dokument enthält. Automatisch generierte Beschreibung The Harvard model describes - HRM as a set of policies choices - Control through commitment - Long term focus, employee empowerment  Lecture 3: Company Culture ========================== ### What is company culture? (see next chapter) Task 1: Group session - Brief overview of TechInnovate\'s philosophy. - Importance of aligning training policies with company culture. Training and Development Policy: - Onboarding and Mentorship: Introduction training -- telling new employees - Continuous Learning Programs - Innovation Labs and Hackathons - Leadership and IDPs - Onboarding and Membership: introduction training -- How to work, what are the values, how does the organisation operate - Discussion group: critical thinking and reflection between each other - Continuous Learning Programs: slow training and introduction to the company (to avoid overwhelming) - Feedback systems: feedback systems between the employees and the managers to increase information flow and efficiency - During the first six months, training will be spread out with incremental learning opportunities such as attending workshops, watching instructional videos, and completing small, relevant projects. - **Individual Learning Paths**: Employees will have access to an **online learning platform** where they can access courses at their own pace. The courses will be tailored to their specific roles but will not impose strict deadlines, giving employees the flexibility to integrate learning into their daily routines. - **Review Points**: At key milestones (1 month, 3 months, 6 months), employees will meet with their mentor or manager to assess their progress, adjust their learning path, and ensure they\'re on track without feeling overwhelmed. **Feedback Systems** - **Objective**: Create a structured system for **feedback** between managers and employees to foster growth, improve communication, and enhance productivity. - **Practical Steps**: - **Monthly Check-ins**: Regular one-on-one meetings between employees and their direct supervisors to discuss performance, challenges, and goals. These check-ins will not be solely performance-focused but will also encourage employees to share feedback on management and workplace dynamics. - **Feedback Software**: Introduce a feedback platform where employees can provide and receive anonymous feedback from colleagues. This platform can be used to give constructive criticism or positive reinforcement in real-time, encouraging an open feedback culture. - **Quarterly Reviews**: In-depth reviews every three months where employees and managers can reflect on the previous quarter's work. These reviews will help refine individual development plans and ensure that employees feel supported in their personal and professional growth. Lecture 4: Organizational culture ================================= #### What is Organizational culture? There are many definitions of culture: - Culture is a system of informal rules that spells out how people are to behave most of the time (Deal and Kennedy) - Purcell (2003) describes culture as a system of shared values and beliefs about what is important, what behaviours are important and about feelings and relationships internally and externally - Furnham and Funter describe that culture are common beliefs, attitudes and values that exist in an organization The way we do things around here How to develop an organizational culture: 1. Culture is formed by leaders in the organizations visionary leaders 2. Culture is formed around critical incidents 3. Culture develops from the need effective working relationships among the members that shares values and expectations 4. Culture is influenced by the organization's environment #### What are the components of organizational culture? - Values: beliefs in what is best or good for the organization and what should happen - Norms: unwritten rules of behaviour that prove informal guidelines on how to behave - Artefacts: visible and tangible aspects of an organisation that people hear, see, or feel e.g. tone and language #### What are values? A system of shared values and beliefs about what is important, what behaviours are important and about feelings and relationships internally and externally #### What is culture? Culture is a system of informal rules that spells out how people are behaving. - Difficult to decide what is culture - Culture is formed by the leaders in the organizations visionary leaders - Culture is formed around critical incidents e.g. you don't have raw materials, how do I face this problem? How do I solve it? If I solve it I have a pattern. - Culture develops from the need effective working relationships among organization members, and this establishes values and expectations - Culture is influenced by the organisation´s environment #### Know the 4 Leadership styles 1. Enabler/controller 2. Charismatic/non-charismatic 3. Autocratic/democratic 4. Transactional/transformational: Transactional Leadership focuses on clear structure, rewards, and penalties. Leaders guide teams through set goals and tasks, rewarding superior performance and correcting poor behaviour. For example, a manager offering bonuses for meeting sales targets. ### 4 Types of four categories (important for the exam) Ein Bild, das Text, Screenshot, Schrift, Zahl enthält. Automatisch generierte Beschreibung - Power orientation: A CEO micromanages every department and decision in the company to maintain absolute control over employees and operations, stifling autonomy - Role orientation: A government agency where every employee follows strict job descriptions and protocols, emphasizing legality, responsibility, and chain of command - Task orientation: A tech startup where employees are valued based on their ability to complete projects efficiently and effectively, with decisions made based on competence - People orientation: A non-profit organization focused on community development, where employees collaborate and support each other to achieve collective goals, fostering a sense of belonging and mutual respect HR policies ----------- - HR guidelines are written source of guidance on how to handle issues in the organisation - Why do we have policies because we need to have consistency - Impact on the employee motivation - Organisational reputation and ability to attract and retain talent - They define the philosophy and values of the organization on how people should be treated. They include a description of principles, rights and responsibilities for mangers and employees. They play a key role in supporting fairness and consistency. #### Why HR policies? - They can support the attitudes and behaviours needed for sustainable performance, creating mutual benefits for employees and organizations - They serve as the basis for enacting values converting espoused values into vales in use - Provide guidance empowerment, devolution - They should fit the corporate culture and can help to shape it - Revise and change policies consistently - Support businesses in their strategy - Follow the latest developments in effective people management - To deal with internal change - Help to operate in international markets #### Do policies need to be formalized? - Some obvious advantages, like consistency seen as inflexible, constrictive, or platitudinous - Useful induction processes and management training - It includes these areas: - Overall policy: expression of values or beliefs about people should be treated: employee development, sexual harassment, bullying, rewards - Specific policies: emails etiquette inside the business - A psychological contract in the context of HR policies refers to the unwritten, informal expectations and obligations that exist between an employer and employees. It encompasses the mutual beliefs, perceptions, and informal commitments about what each party expects to give and receive in the employment relationship, beyond the formal contract or job description. - Employee expectations might include fair treatment, opportunities for career growth, job security, or work-life balance. #### Which steps can be taken to formulate? 1. Gain understanding of the corporate culture and its core values 2. Analyse existing policies, written and unwritten 3. Analyse external influences: HR policies are subject to the influence of national and employment legislation et Al. 4. Assess any areas where new policies are needed, or existing policies are inadequate 5. Check with mangers preferably starting at the top 6. Seek views of employees 7. Seeks the views of union representatives 8. Analyse the information obtained in the first seven steps #### What is the aim of formulating and implementing policies? - Fairness and consistency - Purcell: "There is a need for HR policies to be designed for and focus on front line managers" - The role of HR is to communicate and interpret the policies Communication in Companies -------------------------- - Occurs among people who are employed in an organization - All parts of organizations - Managers and employees Communication follows this concept: Sender Encoding Message Decoding Receiver ### Vertical communication ### Horizontal communication Informal communication ---------------------- - Connects individuals on a different level - Difficult to control - Transmit information - Fast than the formal communication Formulating and Planning ------------------------ - Really important to be able to distinguish between job description and job specification  - Inputs (information) process (what the workers do, when, how, responsibilities, etc.) Outputs (sources: supervisor, co-worker, workers, other analysis) and methods: questionnaires, interviews, direct observation) \< Job description = everything about the [task] Job specification: all about the [worker] (skills, abilities, qualifications) This is the main difference between these two. Lecture 5: Work and Job Analysis ================================ #### What is the difference between a "work" and a "job"? A work can be described as an effort directed toward accomplishing results, organized into jobs for people to do. Whereas a job is a grouping of tasks, duties and responsibilities that constitutes the total work assignment for an employee. Approaches dealing with jobs: Workflow analysis and business process -------------------------------------------------------------------- - The workflow analysis is the study of the way work (outputs, activities, and inputs) moves trough an organization In a manufacturing company, analysing the steps involved from raw materials to finished goods can help identify bottlenecks and streamline the production process. - Business process and re-engineering (BPR): The measures for improving such activities as product development, customer service and service delivery A retail company redesigns its customer service process, implementing an automated chatbot to handle frequently asked questions, reducing the workload on human agents and improving response times. - Job design: Organizing task, duties, responsibilities, and other elements into a productive unit of work: n a hospital, the job of a nurse is designed to include specific tasks such as patient care, medication administration, and record-keeping to ensure efficiency and accountability in patient management. - Person/job fit: Matching characteristics of people with characteristics of jobs. An IT company hires a software engineer with expertise in Python and data analysis for a role requiring those exact skills, ensuring that the person's abilities align well with job requirements. ### The job design - Job enlargement: the job enlargement is the scope of a job by expanding the number of different tasks to be performed expanding the normal job life - Job enrichment: increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job giving a marketing assistant more competencies e.g. creating campaigns - Job rotation: process of shifting a person from job to job Mcies employees changing positions every few hours Possible Levers for Job design ------------------------------ #### What are Job levers? In the context of jobs, levers refer **to adjustable factors or variables within a job or work environment that can be manipulated to influence employee performance, satisfaction, and overall engagement**. These levers, such as salary, flexibility, responsibility, and training, can be "pulled" or "adjusted" by managers and organizations to optimize a job\'s structure. By effectively managing these levers, organizations can create roles that are motivating, efficient, and well-suited to the capabilities and aspirations of their employees. - Job Security: Providing assurance that employees' positions are stable helps increase loyalty and reduces turnover. When employees feel secure, they are more likely to invest effort into their roles without the fear of losing their job. - Work Scheduling/Flexibility: Allowing flexible schedules or remote work options helps employees manage their personal and professional lives more effectively. This can improve job satisfaction and productivity, as employees feel more in control of their time. - Salary: Competitive pay motivates employees to perform well and remain in the organization. Regular reviews and adjustments based on market standards help ensure that salaries align with the industry, which can attract and retain talent. - Feedback: Providing consistent and constructive feedback enables employees to understand their strengths and areas for improvement. This fosters a growth mindset and encourages continuous improvement in job performance. - Training and Skill Development: Offering opportunities to learn new skills or enhance existing ones keeps employees up to date with industry trends and personal growth. This can improve job performance and prepare employees for more advanced roles in the future. - Responsibility: Assigning meaningful responsibilities helps employees feel valued and trusted. Increased responsibility can lead to higher motivation as employees feel they are making a significant impact. - Goal Setting: Defining clear, achievable goals provides direction and purpose for employees. Goals give employees a target to work toward and help measure progress, which can increase motivation and a sense of accomplishment. Job characteristics Model -------------------------  #### Job Characteristics (Enriched Jobs): - Skill Variety: The range of skills and abilities required for the job - Task Identity: The degree to which the job involves completing a whole, identifiable piece of work - Task Significance: The importance of the job's impact on others - Autonomy: The amount of independence and discretion given to the employee. - Feedback: Information about job performance and results #### Psychological States: - Experienced Meaningfulness: When employees feel that their work is meaningful and valuable, influenced by skill variety, task identity, and task significance - Experienced Responsibility: When employees feel personally accountable for their work, largely influenced by autonomy - Knowledge of Results: Knowing how well they are doing, influenced by feedback #### Desired Outcomes - When these psychological states are met, they lead to higher levels of motivation, better performance, and increased job satisfaction Approaches to dealing with jobs: Teams -------------------------------------- - Special-purpose team: organizational team formed to address specific problems to improve work processes, and enhance the overall quality of products/services - Self-directed team: team composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished - Virtual teams: team who are separated geographically but linked by communication technology - Factor affecting virtual team success: - Technology - Training of team mem - Virtual management Approaches to dealing with jobs ------------------------------- - Compressed workweek: full weeks work is fewer than five 8-hours day - Flexitime: arrangement in which employees work a set number of hours a day - Job sharing: arrangement in which two employees perform the work of one full-time job - Task: distinct, identifiable work activity composed of motion - Duty: work segment composed of several tasks that are performed by an individual - Responsibilities: obligations to perform certain tasks and duties - Competencies: individual capabilities that can be linked to enhanced performance by individuals or teams ### Typical Division of HR Responsibilities: Job analysis Ein Bild, das Text, Schrift, Screenshot, Design enthält. Automatisch generierte Beschreibung Stages in the Job analysis process ----------------------------------  Lecture 6: HR planning ====================== #### What is HR Planning? HR Planning is the process for ensure that the human resource requirements of an organisation are identified, and plans are made for satisfying those requirements it addresses the human resource needs in quantitative and qualitative terms: Following two basic questions: How many people and what sort of people? Hard and soft human resource planning - Hard human resource planning is based on quantitative analysis in order to ensure the right amount of people are available when needed - Soft human resource planning is concerned with ensuring the availability of people with the right type of attitudes and motivation of people who are committed What are the objectives of HR Planning - Attract and keep the number of people required with appropriate skills, expertise, and competencies - Anticipate the problems of potential surpluses or deficits of people - Develop a well-trained of flexible workforce - Reduce dependence on external recruitment - Improve the utilization of people by introducing more flexible systems of work Ein Bild, das Text, Screenshot, Schrift, Zahl enthält. Automatisch generierte Beschreibung  #### Components of resourcing strategy - Resource plans: plan for finding people from the org./or training them to learn more skills - Flexibility plans: planning for increased flexibility using HR best use of people adapting swiftly to changes - Retention plans: plans for retaining people the organisation needs ### But how to plan? Ein Bild, das Text, Screenshot, Schrift, Logo enthält. Automatisch generierte Beschreibung #### Example of identity development opportunities  Another option would be scenario planning, where the company brainstorm situations that may affect the direction of your organization and labour requirements in the future. Other mentions: - SWOT analysis - Action planning - Flexibility planning What are the HR planning responsibilities? ------------------------------------------ Ein Bild, das Text, Schrift, Screenshot enthält. Automatisch generierte Beschreibung Lecture 7: Recruitment process ==============================  *Definition of recruitment* - The process of generating a pool of qualified candidates for a particular job - The process of discovering potential candidates Importance of Recruitment - Provides a pool with qualified candidates - The more qualified the pool the better the success rate in selection - Meet affirmative action goals - Increase organizational effectiveness Question: When you accept the application material -- question about the recruitment process and then you begin the selection process *The recruitment process and responsibilities* Ein Bild, das Text, Screenshot, Schrift, Zahl enthält. Automatisch generierte Beschreibung Organization based vs outsourced recruiting ------------------------------------------- - Important decision because recruitment can be a time-consuming process - Can be done by HR department of the organization OR another company Internal recruitment - Can be done by: - Promotion - Transfer - Demotion - Retired employees - Upgrading External recruitment - Can be done by: - Advertising - Educational institutions - Placement agencies - Employment exchanges - Labour contractor - Employee referrals Advantages and disadvantages  Employer branding image - E.g. a firm has good pay and benefits but the work is too much or seen as excessive high turnover rate but low interesting in applying a positive image of the employer is crucial to attract best applicants Lecture 8: Selection process ============================ Ein Bild, das Text, Screenshot, Schrift, Design enthält. Automatisch generierte Beschreibung - Aim is to choose the right workforce at the right time with the right quality Define selection - The process of making a hire or no hire - It begins when den HR department takes the applicants CVs to compare the candidates with the position - NO HIRE or HIRE Flow chart - Describes how when and where something should work - What you need to do in case yes/no - Clear process - With this chart we can test if the worker has the right skills/attitude - Selecting candidates goes through these steps: Ein Bild, das Text, Screenshot, Schrift, Design enthält. Automatisch generierte Beschreibung ### What is the difference between selection and recruitment?  - The key difference between recruitment and selection is that recruitment focuses on attracting and encouraging a large pool of applicants, while selection involves filtering and choosing the most suitable candidates from the pool. Factors influencing the selection process Ein Bild, das Text, Screenshot, Schrift enthält. Automatisch generierte Beschreibung Testing and selecting ---------------------  - Interviews are really important: - Achievement tests: what the candidate knows and can do - Assessment centre = a variety of testing techniques designed to allow candidates to demonstrate und standardized conditions. Reliability vs. Validity ------------------------ - Validity is the correlation between a predictor and job performance - Occurs when the predictor actually predicts what is supposed to happened - Reliability is when the predictor is the extent to which it repeatedly produces the same results over time. It involves consistency. Interview --------- - Main selection method - Can be done by individual managers or a panel - Face-to-face or by a remote method - Research shows that it is not the best method as it is influenced by personal characteristics For Exam -------- - App Unit 0 -- creates Quizzes - 3 Answers - 40min 30 Question: only one right - 15 to pass the Quiz and 8 to pass the course