tuesday 22 may hrir 201
TRANSCRIPT
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HRIR 201: Managing Human
Resources & Industrial Relations
Week 10: Tuesday 22 May 2012
The business of HRM & IR
Course lecturer: Jane Bryson
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Recap
1. HRM, IR and the workplace
2. Studying and thinking critically
3. The NZ workplace context
4. High performance workplace systems5. Skills in the workplace
6. Employee engagement & voice at work
7. Good work and good workplaces
8. Diversity at work9. Green workplaces
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This week
The business of HRM & IR
How do HRM & IR influence both informally and formally?
Informal influence:
What is credibility? How do you develop it?
Formal influence:
What is an HR strategy?
What makes a good business case for an HRM initiative?
Ref: Cooper, Chapter 10 in Bryson & Ryan (2012)
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The mechanisms making up the HRsphere of influence
The Context of
Workplace Influence
Formal Influence
Informal Influence
HR Strategy
Business Cases
HR Measures & Metrics
Trust, persuasion, and the
importance of credibility
Position power & legitimate power
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Key Concepts & Definitions
AccountabilityA promise to deliver and follow-up to ensure ithappens; is a credibility requirement
Relationships
Critically important. Both employment relationshipsand interpersonal relationships at work add or detract fromworkplace productivity and business profitability
Responsibility - The state or fact of having a duty to deal with
something
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HR practitioner descriptions of credibility, trust,persuasion, influence, and how to achieve themin HRM
Slides 6
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HR practitioner descriptions of credibility, trust,persuasion, influence, and how to achieve them inHRM contd
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HR practitioner descriptions of credibility, trust,persuasion, influence, and how to achieve them inHRM contd
Slides created by Bryson and Ryan
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HR practitioner descriptions of credibility, trust,persuasion, influence, and how to achieve them inHRM contd
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Credibility Trust PersuasionInfluence Model
Line Manager HR Professional
credibility credibility
Trust
preparedness tobe persuaded
propensity tobe influenced
understanding
of responsibility
of influence
ability topersuade
Kristen J Cooper, 2005
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Components of HRMcredibility
Delivering results with integrity
Sharing information
Building relationships of trust
Performing HR with attitude
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Practitioner stories what would you do?
HR manager story:A particular frustration for one HR manager is
working with a line manager whose partner is an HR professional.
On his HR issues, he talks to his partner before he talks to the HR
manager, and then seemingly delights in letting the HR manager
know when her advice is different from that he has been providedby his partner.
Line manager story:A great frustration for one line manager is
having an HR manager who doesnt know her business and
doesnt seem in the least bit interested in finding out about it.The line manager has an HR degree himself and the HR manager
doesnt.
He tries not to seek her advice; he says, I just dont need it.
Ref: Cooper (2012) in Bryson & Ryan (p.269)
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HRIR 201: Managing Human
Resources & Industrial Relations
Week 10: Thursday 24 May 2012The business of HRM & IR
continued
Course lecturer: Jane Bryson
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This week
The business of HRM & IR
How do HRM & IR influence both informally and formally?
Informal influence:
What is credibility? How do you develop it?
Formal influence:
What is an HR strategy?
What makes a good business case for an HRM initiative?
Ref: Cooper, Chapter 10 in Bryson & Ryan (2012)
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Key concepts and definitions
HRM strategy - is about people managementthroughout the business and the systems and
processes for managing peoples contributions to
achieving organisational objectives and business
strategy
Business casea compelling reason or set of reasonsto take a particular action
Measurementways of assessing the impact of HRMactivities. Measures, or HR metrics, can be formative
(i.e., measure progress) or summative (measure
results).
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Strategic HRM and HRM strategy(ref: Heery, E. & Noon, M. (2008). A Dictionary of Human Resource
Management. Oxford University Press.)
SHRM
Integrating the use of human resourceswith the wider business strategy of the
organisation
HRM strategy
The set of objectives guiding human
resource policies within an organisation
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Format of an HRM strategy
Introductionbusiness goals
HRM strategy
Description
Rationale
Deliverables
Milestones
Measurement
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Examples of HRM strategies that makea difference
Integrating management action through metrics, measures
and targets (Sullivan, 2004)
Linking work practices to models of employment (Boxall
and Purcell, 2003)Introducing customer service measurement, coupled with
service and sales learning opportunities that support
development of both staff and managers
Employee retention programmes (Sullivan, 2004)
Leadership development (Sullivan, 2004)
Workforce planning (Sullivan, 2004)
Performance management (Sullivan, 2004)
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Components of businesscases
Executive summary
IntroductionBackground
Considerations
Options
The preferred option
Recommendations
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Good business cases.
Answer the business and HRM
questions raised
Define how organisational value isaccrued
Give a compelling reason to act
Give answers that make sense (may bea creative or a safe solution)
Are succinct, well constructed, well
written
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Typical HRM measuresFormativeprogress against goals
Summative
definitive view of results
Recruitment and Selection; i.e., Selection ratio, time from
resignation to vacancy advertisement
Learning and Development; i.e., Number of people trained
to industry standard, cost of training
Employment Relationships; i.e., Numbers of employment
agreements offered/accepted, time to negotiate collectiveemployment agreements (CEAs), numbers of personal
grievances
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Advice for designing HRM measuresand metrics
Think like a stakeholder
Keep it simple
Ensure relevance
Ensure collectability
Quality is more important than quantity
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You want to introduce a major change
in the way performance is managed in
the workplace. This will require the
organisation to pay for a new
performance management system, and
its implementation.
As the HR Manager what would you
do?
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Summary: How do HRM & IR influence, both informally &formally?
HRM
Informally through establishing credibility and trust
(expert and legitimate power)
Formally through well designed HR strategy, good
business cases, and the support of effective HR
measures
IR Informally through establishing credibility and trust (between
trade union organisers or delegates and the
management/employer, and the worker union members)
Formally through well designed union campaigns, good
collective bargaining proposals and negotiations