Lecture 1 on HRM PDF

HRM = HRE + HRD HRE (human resource economy) - optimal use of the abilities of each employee HRE consists of creating: optional conditions for work organisation and work systems; effective reward system; company's incentive (motivational) programme HRD (human resource developmen...

HRM = HRE + HRD HRE (human resource economy) - optimal use of the abilities of each employee HRE consists of creating: optional conditions for work organisation and work systems; effective reward system; company's incentive (motivational) programme HRD (human resource development) - optimal conditions for the professional development of each employee HRD consists of: forecasting and planning of personnel needs; search, selection, recruitment, adaptation and deployment of staff; professional development and career-shaping; creation of working conditions, ergonomics, occupational safety; creation of conditions for the development of workers' lifestyles; cultivation of working relationships; development of relations with the public. The goal of HRM (Human Resource Management): achieving a certain level of labor productivity one that will be at a competitive level costs of HRM / staff performance Importance of HRM: increase in labor productivity increasing the motivation of workers  reduction of overtime expenses reducing absenteeism reduction of workers' lost time reducing employee turnover reducing waste Development of views on HRM: 1. Administrative (technocratic) concept (until the early 1960s but still operates in many contemporary enterprises today) − Man is seen as one of the factors of production; − HR work - a service primarily providing administrative procedures related to the employment of people, the acquisition, storage and updating of documents and information relating to employees and their activities, and the provision of this information to management; − Personnel work has a passive role in the management of the company, focusing on ensuring the necessary number of and qualification structure of the workforce and ensuring the working conditions determined by legal regulations; − Personnel management is part of operational management. 2. Social-liberal (socially-oriented) concept (since the second half of the 1960s); − People are seen as one of the factors of production, but socially determined - an essential function for ensuring the prosperity and success of the company is its well selected, formed, organised and motivated work collective; − Recognition of the active role of personnel work - in addition to administration, it is also responsible for the protection and development of the person in the process of work, resolving the contradictions between  individual interests and needs and the demands placed on them as a workforce; − HR work has become professionalised and a matter for specialists − HR work is oriented almost exclusively towards in-house employment problems and workforce management. − HR work is part of operational management 3. Managerial concept (HRM, anthropocentric concept) (since the beginning of the 1980s) − The term "human resources" is used to emphasise the increasing scarcity of this factor of production and the need to give it unique, if not privileged, attention in management compared with capital and material resources; − HRM is part of the strategic management of the enterprise - the human resources strategy supports the implementation of the enterprise strategy and helps to define it; − The HRM manager is responsible for the level of performance of the staff − His/her goal is the competitiveness of the company in the performance of the staff − The HR director is a member of the closer management of the company; − Orientation towards external factors in the formation and functioning of the company's workforce, particularly interest in population development, the labour market, people's value orientations, their social development and way of life, settlement and environment, legislation − HR work ceases to be a matter for HR managers alone, but becomes an integral part of every manager's day-to-day work - the most effective approach to HR management is assumed to be based on close interaction between the line manager and the HR department, which is responsible for HR; − Orientation towards participative management and employee ownership of the organisation - the person ceases to be an object of manipulation  and becomes a subject of cooperation; employees are seen as an asset of the organisation or as human capital to be invested in by providing them with training and development opportunities; − Orientation towards the quality of working life and employee satisfaction (personal and social development); great importance is attached to a strong organisational culture; − Creating a good employer reputation for the organisation; − Emphasis on performance orientation, ensuring quality for customers and achieving customer satisfaction. 4. Intellectual capital management − Employees - a source of future value because they can create innovations that differentiate an organisation's products and services from competitors and make it unique; − Investment in intangible assets - research, development, education − Mainly where HR work is concerned in the broadest sense with staff selection and training, there are very close relations with knowledge management. 3 HRM tools: Work organisation - people must know what to do and be able to do it Skills development - people must know how to do what they are supposed to do Motivation - people must want to do what they are supposed to do HR practices - administrative activities resulting from labour legislation and conceptual, methodological and analytical activities, followed by a consultancy to managers and employees. Work Organisation − Deployment of Workers Motivation/Stimulation  − Remuneration − Social programme − Performance evaluation − Career management HR information system Planning and forecasting − Labour market survey − Job analysis Creating working conditions − Ergonomics − Work safety Provision of staff Training and skills development Cultivating working relationships − Organisational ethics − Organisational culture Subjects performing personnel management in the company Personnel manager and his/her staff - is responsible for the substantive, organisational and methodological support of all personnel and social processes. His functions: − conceptual - updating of personnel and social policy; − planning - elaboration of the company's HR and social development plan; − management and coordination - setting guidelines, priorities and tasks and coordinating their implementation; − methodological - drawing up guidelines and methodological recommendations; − information - the creation of an information system;  − advisory - both to managers with people management and to employees in solving problems; − research and expert - finding out information about the opinions and attitudes of workers and their job satisfaction. Managers at all levels of management - responsible for directly influencing the consciousness, behaviour and actions of workers - participation in: − recruiting and selecting workers, − orientation of workers, − evaluation of workers and their performance, − compensation, promotion and dismissal decisions, − development and training of workers, − creating and cultivating working relationships. A personnel department may be: directly subordinate to the Chief Executive Officer of the company and constituting his staff unit, at the same management level as other functional units (finance, sales, production) part of the staff structure of one of the executive directors (finance director, commercial director) Personnel policy - written and unwritten expression of the organisation's values and principles of how people should be treated. based on the values and philosophy of the organisation, providing guidance for the implementation of the strategy and for the execution of individual HR activities; defines the main objectives and procedures for HR actions; elaborated into sub-areas such as search, recruitment and hiring policies, training policy, remuneration policy, career management policy. Areas that may be included in the HR policy:  employment of workers equity, remuneration, equal opportunities employment relations training and development health and safety at work respect, smoking, harassment new techniques and technologies quality of working life working conditions HR departments must be able to provide advice and services at the level required by the organisation, so the HR department is organised according to the level of support and services required and the range of activities it needs to provide. One of the essential institutions dealing with labour relations in the Czech Republic is the Ministry of Labour and Social Affairs of the Czech Republic