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Human Resource Management

g
MBA122
Lecturer: Khaled Abdala

Lectures: Wednesdays 2-5 pm

Text Book:
Torrington, D.; Hall, L. & Taylor, S. (2005) Human Resource
Management 6/E.
Management, 6/E Financial Times Prentice Hall
Hall. ISBN: 0273687131

Indicative Reading:

•Weightman, Jane (2004) Managing People ISBN: 0852929943

•Tyson,
Tyson S & York
York, A (2000) Essentials of HRM
HRM, ISBN: 0750647159

•Thomson, R & Thomson, A (2002) Managing People, ISBN: 0750656182

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Aims:

•Learning how to manage the key resources of human capital

•Analysing
y g the complexities
p involved in managing
g g HR with the aid of
modern and innovative HRM applications.

•Introducing innovative HRM Practises

•Learning about human resource planning (HRP)

•Introducing HRM Applications

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Learning Outcomes:

On successful completion of this Module, students will be able to:

• Demonstrate an understanding of innovative HRM practices.

• Critically evaluate HRP.

• Analyse
y and formulate HRM applications.
pp

Assessment Methods:

• Assignment: Coursework/Formal Report 50%

• Final exam(3Hours) 50%

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Topics:

1 INTRODUCTION
1.
•The nature of HRM and Current issues,
•Strategic HRM,
•HR Planning
Planning.

2. RESOURCING
•Contracts
Contracts,
•Recruitment,
•Selection methods,
Staff retention,
•Staff
•Ending the contract

3. PERFORMANCE

•Organisational performance: knowledge and learning,


•Individual performance management,
•Team performance,
•Leadership & motivation,
•Managing Absence.

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4. DEVELOPMENT
•Context,
Context,
•competence and competencies,
•Learning & development,
•Career development
p

5. EMPLOYEE RELATIONS
•Recognition
g & consultation,
•Health, Safety & Welfare,
•the legal framework,
•equal opportunities and diversity,
•Grievance and discipline

6. PAY Job evaluation, Performance related pay, Pensions and benefits

7. CROSS-FUNCTIONAL ISSUES
•The International Dimension,
•Ethics
Ethi and d Corporate
C t Social
S i l Responsibility,
R ibilit
•Work-life Balance,
•Measuring HR: Effectiveness and Efficiency

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Defining Management

It is a particular historical phenomenon that is relatively recent; and it can


be seen as a political process.

However, it focuses on many issues and practices that are dynamic,


ambiguous complex,
ambiguous, complex contradictory,
contradictory often political in nature and involve risk
taking and innovation.

It is the art of making others do things; some managers think that efficient
management results into cost-effectiveness and that output increases with
the decrease in labour costs.

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Management has challenges, such as diversity, sustainability, ethics, etc.
because it is an ideology that is applied to communities differently.

To manage is to understand:

•the world
•other people
•events in that world
world.

e g Arranging things in retail shops


e.g., shops, men wearing red ties
ties, women wearing suits
suits.

Things consist of parts that can be put together to produce wholes


wholes, and then
taken apart again.

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Failing to Understand:

•Insufficient or irrelevant information


•Not seeing reality or others
•Jumping to conclusions and judging by own standards
•Using stereotypes uncritically
•Failing to understand actions of others

o d g such
Avoiding suc errors:
e os

•Think it over & over and get more information


•Do
Do not pre-judge and be aware of own prejudice
•Know more about the other
•Organise your decision process
•Accept being criticised

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Impression Management:
…is the process whereby people seek to control the image others have of them

Career pursuit; we need to give the impression of being busy at work, and this can
lead to stress.

The illusion of success – much of today’s work is difficult to assess; thus, we create
an impression.

Emotional labour:
1. Positive and negative feelings
2 Costs:
2.
•Emotional control and gender.
•Alienation
•Cracking under pressure
pressure.

3. Affective labour:
•Service
Service jobs demand ‘appropriate’
appropriate behaviour from employees (e (e.g.
g the
McDonald’s smile, emotional commitment to a company, etc.)
•The body becomes part of job expectations (flight attendance – gender roles)
Through diet, make-up
•Through make up women seek to create an image that can be sold in the
market-place (only women?)
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Content Theory
Self-actualization needs
(need to reach one’s
one s full potential)

Self-esteem needs
(need for recognition and a belief in one’s self)

Social acceptance needs


(need to be able to form satisfactory affective and support relations)

Safety and security needs


(need to feel safe, and free of fear)

Basic physiological needs


(need for food, warmth, shelter, clothing)

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Motivation

In their behaviours, individuals are driven by innate factors such as:

Curiosity, sense-making, order and meaning, competency, self-


understanding g and by
y learned needs.

BUT do we all value these needs in the same way? Aren’t we ideologically
biased?

Such behaviour is drawn with 3 dimensions: direction, effort and


persistence.
persistence

Thus can management be exchanged for manipulation?

This leads to the study of ‘Content theory vs. process theory’.

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How much satisfaction do we need before we progress?


Do we all satisfy these needs in the same way?

Can managers really identify people’s needs and influence them?

However, value lies in emphasis on “the importance of psychological growth as a


basic condition for lasting job satisfaction”.

Content theory in practice:


•Ergonomics/ H&S
•Socio-technical
Socio technical systems
•Job rotation / enlargement/ enrichment.
•Quality circles and TQM

Is the meaning of work the same for all of us?”

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It is Complex:

•Do we make choices rationally?

•Why are valence choices made?

•Comparisons always necessary.

•Masculine
M li bibias.

•Overlooks abilities, traits and role perceptions

Process theory in practice:


•PRP
•Flexible benefits
•Alternative work schedules
•Equal value
Managing by objectives (MBO)
•Managing

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Controversial Issues:

Blaming the individual, not organisation.


g g society.
•Changing y
•Putting the fun back in
•Work (or its absence) providing for an identity
•The reality of motivation.
•Motivation theories providing a ` quick fix’ for managers.

SUMMARY:

•Motivation drives behaviour


•managers need to encourage appropriate direction, effort and persistence
•Content
C t t theories
th i emphasize
h i whath t motivates
ti t us
•Process theories emphasize how we are motivated (perception is crucial here)
•Applications of and problems with the theories lead to controversial issues.

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