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Diploma in HRM

Wasim Gul
Course Outline
11 Chapters in the course
Exam Style MCQs
40 MCQs, 2.5 Marks each MCQ.
60% min. Passing marks
Recognized by SCQF & European qualification
framework
Chapter 1- Introduction
to HRM
Introduction
Personnel Management
The emergence of HRM
The role and structure of HRM function
Evaluating HR Outcomes
Introduction
Human is an asset for the firm. How the
technology & resources are used depends on
human decisions.
Success is influenced by calibre and attitude
of people
Responsibilities regarding recruitment,
selection, training, motivation, payment and
movement of staff
Personnel Management
It is part of management concerned with people at work and
their relationship within an enterprise.
PM is concerned with development and application of policies
governing
1. HR planning, recruitment, selection, placement and
termination
2. Education and training; career development
3. Terms of employment, methods and standards of remuneration
4. Working conditions and employee services
5. Formal and informal communication between employee and
employer
6. Negotiation and application of agreement with regard to
wages, working condition, procedures for the disputes.
History of Personnel Management
The personnel practitioner as welfare worker
The personnel practitioner as industrial
relations negotiator
The personnel practitioner as bureaucrat
The personnel practitioner as professional
Personnel Management
Role
In 1950s Personnel Management role
appeared to have developed as a collection of
incidental techniques without much internal
cohesion, partly a file clerk, partly a
housekeeping job, partly a social worker and
partly a fire fighter to head off union trouble
or to settle it.
It was seen as reactive role rather than
defensive
Emergence of HRM
HRM- A strategic approach to managing
employment relations which emphasizes that
leveraging peoples capabilities is critical to
achieving sustainable competitive advantage,
this being achieved through a distinctive set
of integrated employment policies,
programmes and practices.
Characteristics of HRM
The attempt to achieve strategic fit or integration between HR &
business planning. HR policy to be formulated at the strategic
level related to organisations competitive and value adding
objectives.(Vertical integration)
The development of coherent, mutually supporting HR policies
and practices, the strategic management of people will be
reflected in all areas and systems of HRM (Horizontal
integeration)
Commitment about securing employee identification with
organisations goals and values, not mere compliance and
directives.
The treatment of people assets rather than costs
Resolution of conflicts between employee and employer
The responsibility of line management for HRM objectives
Goals of HRM- Guest
(1989)
1. Strategic Integration- HRM issues into
strategic plans
2. High commitment- management of
employees' both behavioral commitment to
pursuing the goals of the organization and
their attitudinal commitment reflected in
strong identification with the enterprise.
3. Flexibility- responding to changing needs of
business
4. High quality- quality in management of
employees and investment in high quality
HRM in 21st Century
Adoption of the business partner model
An increasing consultancy orientation-
facilitating and coaching employees
Role of HRM- Tyson
Debate about HRM
1. Is HRM different from Personnel
management?
2. Is HRM a fair and ethical way to manage
people?
3. Does it really make difference to
organisational performance?- CIPD-
organisation that support their employees
by developing effective policies based on
ability, motivation and opportunity will
create higher level of organisational
commitment, motivation and job
satisfaction, which in turn will give
HRM Role and Structure
Roles of HR Management
1. Guidance Role- recommendation on policy
framework, guide lines on hr issues
2. Advisory Role- specialist information &
prospective to line managers on
employment matters
3. Service Role-administrative and HR services
4. Control/Auditing role
5. Planning/Organising role- flexible working
methods
Shared Responsibilities
for HRM
Centralisation- Centralised control over HRM generally
implies the existence of HR officer or department with
authority over all personnel management tasks
Decentralisation- When line manager is given the authority
with overall personnel management
Retained functions of HR (Centralised)
1. Strategic issues- change management programmes, HR
planning- Organisation policy formulation and
communication
2. Organisation wide communication and employees relations
management
3. Advice/Consultancy
4. Researching & Auditing HR system
Shared Services
Approach
It is support function that are used by many line
departments or units in an organisation. Shared
Service Unit (SSU) is centralised, dedicated
provider of such services to internal customers.
Activities that can be done by SSU (outsourcing)
1. Employs its own dedicated resources
2. Is responsible for managing cost/quality of its
services
3. Is often bound by contractual agreements with its
internal customers, to provide guaranteed or
target level of service.
Outsourcing HR Tasks
Areas that identified to be outsourced
1. Training & Development
2. Recruitment (Some aspect of selection, such
as screening or testing)
3. Health & Safety monitoring and advice
4. Employee welfare & Counselling
5. Payroll management
6. Legal advice on compliance
Advantages of
Outsourcing
Disadvantages of
Outsourcing
Evaluating HR Outcomes
Cost Benefit Analysis
Cost-benefit analysis
.continued
Cost-Benefit Analysis
The Four Cs
Commitment
Competence
Congruence
Cost-Effectiveness

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