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Human Resource

management 1

Deus Kamunyu Muhwezi

Department of GeographyMakerere University Kampala

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What is Human ResourceManagement?

This led to the systematic study ofemployer-employee relations and thehuman aspects of industrial work. Led to

emergence of personnel officers role. Third Stage: advancement in 1930s and

40s of studies into general social science

and later in 1960s when specializationsdeveloped within the personnel functionand hence a discipline in its own right.

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Personnel Management

Personnel management is that part ofmanagement concerned with people atwork and with their relationships within

an enterprise. Aim Bring together and develop men and women

that make up an enterprise into an effective

organization Having regard for well being of an individual

and working group

To enable workers make a contribution to theorganization success

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Personnel management is concerned with thedevelopment and application of policiesgoverning: Human resource planning, recruitment,

selection, placement and termination Education and training: career developmentTerms of employment, methods and standards

of remuneration

Working conditions and employee services Formal and informal communication and

consultation both through the preventatives ofemployees and employers and at all levels of thefirm

Negotiation and application of agreements on

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Other responsibilities of personnelmanagement Conducting research into local wage levels to

ensure that the firms reward system iscompetitive with other firms

Incentivating i.e. devising remunerationsystems to stimulate workers into enhancedeffort and efficiency

Administration of superannuation schemes andadvising employees about their pension andother entitlements

Maintenance of personnel records and statistics

Preparation of accurate job descriptions and

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Personnel management can also be re-defined as management which deals withpeople at work as regards

Utilization recruitment, selection, transfer,promotion, separation, appraisal, training anddevelopment

Motivation job design, remuneration, fringebenefits, consultation, participation,negotiation and justice

Protection working conditions, welfareservices, safety, implementation of

Diff b

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Differences betweenPersonnel Management and

HRM(a) Personnel management is a practical,utilitarian and instrumental, and mostlyconcerned with administration and the

implementation of policies while HRMconversely has strategic dimensions andinvolves the total deployment ofhuman resources within the firm and

considers such matters as;The aggregate size of the organizations

labour force in the context of the overallcorporate plan

How much to s end on trainin the

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PM Vs HRM

The desirability of establishing relations withtrade unions from the view point of theeffective management control of the entire

organization. Human asset accounting the systematic

measurement and analysis of the cost andfinancial benefits of alternative personnel

policies e.g. (monetary consequences of staffdevelopment exercise, the effect of varioussalary structures etc) and the valuation of thehuman worth of the enterprise employees.

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PM Vs HRM

(b) HRM is concerned with the winderimplications of the management ofchange and not just the effects of

change on working practices. It seeksproactively to encourage flexibleattitudes and the acceptance of new

methods.(c) Personnel management is reactive

and diagnostic. It responds to changes

such as employment law, labour

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PM Vs HRM

(d) HRM determines general policiesfor employment relationships withinthe enterprise and focuses on the

need to establish the organizationculture that conductive for employeecommitment and co- operation. PM onthe other hand has been criticized for

being concerned primarily withimposing compliance withcompany/organization rules and

procedures among employees ratherthan lo alt and commitment to the

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PM Vs HRM

(f) HRM approach emphasizes a need;

For direct communication with employees ratherthan their collective representation

To develop an organizational culture conducive tothe adoption of flexible working methods

For group working and employee participation ingroup decisions

To enhance employees long-term capabilities, notjust their competence at current duties

(f) HRM is a unitaristic approach to peoplemanagement while PM is a pluralistic

orientation to people management.

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Pluralistic and UnitaryFrames PM Vs HRM

The above means that HRM needs to involve;

The unification of effort

The implementation of measures designed to inspire andmotivate the workforce

The communication to workers of details of theorganization's wider goals

The construction of policies for securing employees loyaltyand commitment to the firm

Problems of unitarism are:

It cannot comprehend the motives of individuals who donot regard everyone in the organization as being in thesame boat

Arguably, it fails to recognize the inevitability of conflicts ofinterest in certain management/employee situations

It can impair the efficient resolution of disputes

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Pluralism has therefore been suggestedas a more effective approach

Pluralistic frame of reference is one

which sees conflicts of interest anddisagreements between managers andworkers over the distribution of firmsprofits as the normal and inescapablestate of affairs

Realistically, management should

accept that conflicts will always occur

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Pluralism assumes that the best way to achieveconsensus and long-term stability inmanagement/worker relations is for management to

recognize conflicting interests,

To negotiate compromises

To balance the demands of various groups

This suggests a need for

Grievance proceduresJoint-negotiation committees,

Union-recognition agreements

Arbitration arrangements etc all mundane, practical

and utilitarian devices that are associated with PM

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New approach to HRM

A new approach to HRM emphasizes:

Individualism rather than collectivism morethan ever before, less employees today belong

to trade unions Wage systems based on personal contracts

involving individual negotiation with a firm asopposed to collective bargaining involving trade

unions Increasing levels of casual and part-time

employment

The idea that managers and workers have

common interest of management and workers in

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New approach to HRM

Interpersonal relationships andmanagement/worker communicationssystems appropriate for high-tech

industries using the latest managementtechniques

Flexible labour practices

Teamwork, implementation of corporatevalues, company-wide learning, and the ideaof putting the customer first. Pluralisticconcerns with conflict management are put

to one side, with HRM specialists-

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New approach to HRM

Much as the new HRM approachintroduces a dynamic approach topeople management, there are many

close similarities that exist betweenHRM and PM with both recognizing thatthey occupy an advisory role in relation

to line managers with both; Concerned with the needs of people at

work

Dealing with the same range of practical

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Criticisms of newapproach to HRM

Although the approach reflects management hopesand aspirations, the fact that is that it is ambiguousand lacks concrete policy prescriptions.

The mix up of directive management processes

(performance management, quality control etc) withthe traditional personnel management functions givesthe latter a bad name, leading to downgrading of vitalpersonnel activities

The approach leads employees to perceive HRM as a

little more than an unfair set of devices designed tomake them work harder for less money.

Power in employer-employee relationship situations infact lies predominantly in the hands of management.

Workers are expected to display commitment to theirem lo in firms, but what in ractice does not

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Workers may become brainwashed into doingwhatever the organization wants them to do,without question and regardless of what is

best for the individual An employee individuality might be

overlooked in a business dominated bystrong corporate culture

Constant exposure to managementpersuasion and propaganda could causeemployees to feel that are being

manipulated.

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At the end of the day, production andprofitability considerations are bound tooverride HRM considerations

It is difficult to apply the ideas associatedwith the new HRM in organizations that lack acoherent strategic direction

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hrm 2009-2010 notes

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