Principles of

Human Resource
Management

Week 1
Chris Doran
Maxwell 327
c.e.doran@salford.ac.uk
Topics Session 1
Introduction to the course
Timetable, tutorials, assessment
Course book, Blackboard
Presentation
Layout of the Lectures
Introduction to PHRM
House Rules
What is HRM?
Social/Demographics Trends

Student Charter
http://students.salford.ac.uk/uos_stude
nt_charter.pdf
Introduction to
Principles of HRM
It does not matter what your major is, or whether you
plan to go into HR as a career. You will always
need to know the key basics behind the
employment relationship, in whatever field you go
into.
Topics covered in the module are:
Recruitment and Selection, the economic downturn,
Change, training and development, performance
management, learning and learning styles,
managing teams, leadership styles, employment
relations.
What topics or activities do you
believe are involved in HRM
HRM topics?
http://www.youtube.com/watch?v=9ZLbSk1Te68
Main
Principles
of HRM
recruitment and selection
learning and talent development
human resource planning
provision of contracts
provision of fair treatment
provision of equal opportunities
managing diversity
motivating workers to achieve improved performance
employee counseling
talent management
employee wellbeing
payment and reward of employees
health and safety
disciplining individuals
dealing with grievances
dismissal
redundancy
negotiation
encouraging involvement and engagement
adding value
ethics and corporate responsibility
knowledge management
change management
managing cross-cultural issues or international HRM.

Common Areas in HRM
The Aim of HRM
The overall aim of modern human resource management is to ensure that
the organisation is able to achieve its objectives through its staff. In order
to reach its objectives an organisation needs not only qualified staff but
also effective and efficient systems as well as access to and effective
allocation of financial resources. Institutional development therefore
involves not only putting the right person at the right place at the right time,
but also that the organisation provides a conducive and effective work
environment and systems and that the organisation has access to
adequate financial resources.

The purpose of modern HRM is to ensure
that the organisation obtains and retains
the skilled, committed and well motivated
employees that it needs.

http://video.about.com/humanresources/What-Is-Human-
Resources-Management-.htm
It is all about people?
Get the right people on the bus, the wrong
people off the bus, and the right people
in the right seats. Jim Collins (From Good to Great)

Great companies know that talented people are their greatest resource,
and the hardest asset to find and keep. Great leaders spend an
inordinate amount of time on people issues: finding, recruiting,
developing, coaching, and providing feedback to them.

When should you decide which direction to drive the bus?
The CIPD
(Chartered
Institute of
Personnel and
Development)

The Chartered Institute of Personnel and Development (CIPD) is the
world's largest Chartered HR and development professional body. As an
internationally recognised brand with over 135,000 members, we pride
ourselves on supporting and developing those responsible for the
management and development of people within organisations.

(Source: Chartered Institute of Personnel and Development Annual Report,
CIPD, 2009a)

HR and The Recession
The CIPD (2009b) emphasise the need for HR
practitioners to under- stand the economy and its
impact on the labour market. The economy is
affected by the interplay of a wide variety of
factors including rates of unemployment, the
demand for goods and services as reflected by
consumer decisions on spending and saving, the
costs of importing and exporting goods, and the
policies of the political party in power on issues
such as inflation.

HR and Social and Demographic
Trends
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The following are the terms used by Allen (2010):
Baby boomers who are those who were born after 1946, or according to
some definitions after 1948. This group currently amounts to 30% of
employees and it is claimed that they are loyal and long-serving.
Generation X consists of those born between 1964 and 1978 and amounts
to 32% of the workforce. They are supposed to be used to uncertainty as they
moved into the workforce at the worst time for jobs since the Depression. It is
claimed that they are very focused on achieving results.
Generation Y were born between 1979 and 1991 and amounts to 27% of
the
UK workforce. According to Allen (2010) this is the most technologically aware
generation and they are highly desirable to employers. Penna and CIPD
(2008) also found this generation to be more technologically aware and more
ethnically diverse than previous generations and they are also multi-taskers
who like to work collaboratively. They also need rapid two-way communication,
fairness and flexibility and are concerned about the organisation having a
meaningful policy for corporate and social responsibility.

HR and managers will need to be very flexible in their approaches if
they are to lead, motivate and retain these groups and they will need
to adapt their HR processes accordingly.


ACAS have developed a model to help
organisations improve the effectiveness
of their people management.

Formal procedures for dealing with disciplinary matters,
grievances and disputes that managers know about and use
fairly.
Ambitions, goals and plans that employees know about and
understand. Managers who genuinely listen to and consider
their employees views so everyone is actively involved in
making important decisions.
A pay and reward system that is clear, fair and consistent.
A safe and healthy workplace.
People to feel valued so they can talk confidently about their
work and learn from both successes and mistakes.

Continued:
Everyone to be treated fairly and valued for their differences as
a part of everyday life. Work organised so that it encourages
initiative, innovation and people to work together.
An understanding that people have responsibilities outside work
so that they can openly discuss ways of working that suit
personal needs and the needs of the business or elsewhere.
A culture where everyone is encouraged to learn new skills so
they can look forward to further employment whether in the
business or elsewhere.
A good working relationship between management and
employee representatives that in turn helps build trust
throughout the business.
(Advisory Conciliation and Arbitration Service, 2005)

Strategic HRM
Strategic HR approach versus traditional functional approach
Modern HRM is above all strategic to its nature. Its overall objectives are linked to the strategy
(objectives and plans) of the organisation it shall serve.
Traditional personnel administration was mostly rule-bound application of rules concerning personnel. It
was focusing on doing things right rather than doing the right things. The processes were only
loosely connected to the aims and objectives of the organisation.

Modern HRM is closely related to the organisations missions, operational objectives and vision. The
following factors of an HRM policy and strategy are important characteristics and they illustrate the
difference to the traditional personnel administration approach.
Employees are viewed as the organisations most valuable resource
HRM is mainly a line management responsibility and is closely linked to performance management
HRM is value based - gains commitment to the organisations mission and values
HRM is based on documented policies
HRM believes employees share the same interest as employers
HRMisstrategic-identifyingcriticalareastodevelopandensuresuccess
HRM is steered by objectives, follow ups
HRM is process orientated
Performance assessment for continuous improvement