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The Context Of Human Resource Management.

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Introduction

Module 1: The Context Of Human Resource Management 1.1 What is Human resource management? Personnel Management Human resources management is the term increasingly used to refer to the philosophy, policies, procedures, and practices related to the management of people within an organisation. The term personnel management means the same thing. Evolutionary Development The sources of personnel management are found in the Industrial Revolution, in the scientific management, industrial welfare and human relations movements, in the development of trade unions and collective bargaining, and the growth of employment - related legislation. Distinctive Management Discipline HRM has 4 goals: - Integration - Employee commitment - Flexibility & Adaptability - Quality 1.2 Write your own definition of work: Assumptions about work & workers: Throughout history, attitudes to work have been influenced by the contemporary social and economic contexts. Edgar Schein (1970) divided assumptions about people and their attitudes to work into 4 categories: - Rational-economic - Social - Self-actualising - Complex - Psychological Schein's categories can be used to arrange people's orientations to work in three main groups: ...read more.

Middle

These challenges stem from: - Demographic trends - Workforce trends - Economic trends - Work/life trends The new worker Rudman observes that workers in the future, whilst needing to have higher levels of education, will bring greater expectations about their work with those qualifications. It is now well recognised that a work/family balance is sought by many people in the workforce, including working mothers. We hear much about the need to operate in a 'knowledge economy'. Knowledge workers are also characterised by a determination to keep learning, and they value employers who provide that opportunity. Thus, the knowledge worker presents challenges to employers in terms of the management and training of such employees. Managing Diversity Enormous changes in the workforce demographic, combined with changes in registration, now provide a need for managers to value diversity and eliminate discrimination in their workplaces. Traditionally, groups discriminated against have included women, disabled people, ethnic minorities and older workers. Equal Employment Opportunities (EEO) ...read more.

Conclusion

Most HR professionals would use a combination of these models at different times. As can immediately be seen, this can sometimes create a tension within the HR role itself. Relationships with other functions There is ongoing debate and sometimes difficulty between line management (traditionally having the right to command staff they manage) and staff authority, often with specialist knowledge and skills, but operating in an advisory capacity only to line management. There are some areas, for example, recruitment and disciplinary matters where it may be desirable for HR staff to take direct control of the process, to best serve the needs of the organisation and provide the best support for line managers. Assessing the human resource function Both quantitative and qualitative measures are used to measure the HR function. A number of organisations seek out best practice and use benchmarking as a measurement of both improvement and effectiveness. A popular technique is also the HR audit. This can take a variety of forms. In depth interviews, satisfaction surveys, standard form questionnaires, or a combination of these. Audit tools are sometimes used. They are sometimes criticised as subjective, both in results and interpretation of those results. ...read more.

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