Uts Business School Cricos Provider Code 00099F

Uts Business Schooluts Cricos Provider Code 00099f Businessutsedu

Uts Business Schooluts Cricos Provider Code 00099f Businessutsedu

UTS BUSINESS SCHOOL UTS CRICOS PROVIDER CODE: 00099F business.uts.edu.au HUMAN RESOURCE MANAGEMENT
 
 WHAT IS IT? 
 WHERE DID IT COME FROM? 
 WHERE IS IT GOING? business.uts.edu.au TODAY (1) Brief Recap of Last Week’s Lecture • Subject requirements • Revisit ‘what is Human Resource Management’ (HRM)? 
 (2) Responses from Class Survey • About you as a student cohort (3) The Evolution of HRM • Where did it come from? Where is it going? • How can we conceptualise the functions of HRM? • Approaches to employment relations and ethics of HRM UTS BUSINESS SCHOOL UTS CRICOS PROVIDER CODE: 00099F business.uts.edu.au BRIEF RECAP OF WEEK 1 business.uts.edu.au SUBJECT OBJECTIVES 1. Critically evaluate the theory and practice of human resource management in contemporary organisations 2. Find and interpret basic business data and information through the lens of human resource management 3. Apply relevant theories and concepts to evaluate the impact of demographic changes on the practice of human resource management 4. Propose and justify certain HRM actions to resolve complex organisational problems with support from empirical research business.uts.edu.au Week Topic & enquiry questions What's On 1 (15/3) Introducing HRM 2 (22/3) Human Resource Management: What is it? Where did it come from? And, where is it going?

Tutorials commence 3 (29/3) The HRM Lens: How do HRM managers see the world? 4 (5/4) Human Resource Planning: How does HRM impact on organisations? 5 (12/4) Work & Job Design: How do we work when we are at work? And, how might we work even better? 
 Tutorial Group 1 & 2 present 6 (19/4) Engagement and Retention: What drives employees to stay at a particular organisation? Online lecture.

No tutorials (public holiday) 7 (3/5) Employee Selection: How are employees ‘usually’ hired? Tutorial Group 3 & 4 present 8 (10/5) Performance Management: What things drive employees to perform? Tutorial Group 5 & 6 present 9 (17/5) Talent Management: What is Talent Management, and what problems are associated with it? Assessment Item 1: Due 25/9 at 11:59pm 10 (24/5) Safety Management: How can we ensure our employees are operating safely? Tutorial Group 7 & 8 present 11 (31/5) Employee Diversity: How can we (ever) achieve equality in our workplaces and society?

Tutorial Group 9 & 10 present 12 (7/6) Evaluating HRM: What is the future of HRM? Assessment Item 3: Due 19/10 at 11:59pm Week Topic & enquiry questions What's On 1 (15/3) Introducing HRM 2 (22/3) Human Resource Management: What is it? Where did it come from? And, where is it going? Tutorials start Week /3) The HRM Lens: How do HRM managers see the world?

4 (5/4) Human Resource Planning: How does HRM impact on organisations? 5 (12/4) Work & Job Design: How do we work when we are at work? And, how might we work even better? 
 Tutorial Group 1 & 2 present 6 (19/4) Engagement and Retention: What drives employees to stay at a particular organisation? Online lecture. No tutorials.

Portfolio due on 19 April, 11.59pm 7 (3/5) Employee Selection: How are employees ‘usually’ hired? Tutorial Group 3 & 4 present 8 (10/5) Performance Management: What things drive employees to perform? Tutorial Group 5 & 6 present 9 (17/5) Talent Management: What is Talent Management, and what problems are associated with it? Tutorial Group 7 & 8 present 10 (24/5) Safety Management: How can we ensure our employees are operating safely? Tutorial Group 9 & 10 present 11 (31/5) Employee Diversity: How can we (ever) achieve equality in our workplaces and society?

Tutorial Group 9 & 10 present 12 (7/6) Evaluating HRM: What is the future of HRM? Individual Essay due on 7 June, 11.59pm business.uts.edu.au KEY ASSESSMENTS Assessment 1 – Individual Essay Weighting – 55% Due Week 12, 7 June at 11.59pm Analyse HRM issues in one organisation and propose solutions Assessment 2 – Group Presentation Weighting – 20% Week 5, min group presentation on a key HRM issue Assessment 3 – Portfolio Weighting – 25% Due Week 6, 19 April at 11.59pm Answer 5 questions (out of 10). Each response worth 5 marks business.uts.edu.au HRM DEFINITION Human resource management (HRM) refers to the policies, practices and systems that influence employee’s behaviour, attitudes and performance… De Cieri et al. (2014) Human Resource Management in Australia, Macquarie Park, McGraw Hill Australia It isn’t employee control It isn’t a micromanagement tool It isn’t perfect It is behavioral – it is dealing with the complexity of humans It is situated within organisations “Employees represent the hidden wealth of organizations; it’s the intellectual, or human, capital.

Organizations with more talented employees will win over time; those with less talented employees will lose…. When employees are properly placed, trained, and incented, they produce. It behooves HR professionals to get, keep, and grow people. Mastering the tools for enhancing employee abilities is both the heritage and future for HR professionals. HR professionals coach, architect, design, facilitate, and lead the process of developing employee ability.†Losey, M., Meisinger, S., & Ulrich, D. (2005) ‘Conclusion: Reality, Impact, and Professionalism’, Human Resource Management, 44(2), pp. .

WHY STUDY HRM? business.uts.edu.au HOW DOES HRM RELATE TO OTHER BUSINESS FUNCTIONS? “HR professionals do not operate in a vacuum†Losey, M., Meisinger, S., & Ulrich, D. (2005) ‘Conclusion: Reality, Impact, and Professionalism’, Human Resource Management, 44(2), pp. . UTS BUSINESS SCHOOL UTS CRICOS PROVIDER CODE: 00099F business.uts.edu.au SOME ANALYSIS OF 
 OUR CLASS Results will be provided in the lecture UTS BUSINESS SCHOOL UTS CRICOS PROVIDER CODE: 00099F business.uts.edu.au THE EVOLUTION OF HRM †¨ - Where did it come from? - Where it is going? - How can we conceptualise the functions of HRM? - Approaches to employment relations and ethics of HRM business.uts.edu.au AN AUSTRALIAN PERSPECTIVE ON HRM Stage 1 1900s – 1940s Welfare and administration Stage 2 1940s – 1970s Welfare, administration, staffing and training – personnel management and industrial relations Stage 3 1970s – 1990s HRM, managerialism, motivation, performance, strategic HRM Stage 4 2000s – The rise of responsible HRM, evidence-based HRM Stage 4 2019 – Globalisation, technology, changing nature of work Personalised control: direct and personalised supervision (Taylorism – breaking work down into smaller units) MANAGEMENT CONTROL STRATEGIES Technical control: systems that limit worker discretion (Fordism – large scale mechanised mass production) MANAGEMENT CONTROL STRATEGIES Bureaucratic control: work rules, company policy (formal and informal rules, dress code, rewards, etc.) MANAGEMENT CONTROL STRATEGIES “PwC scraps its dress codeâ€, Australian Financial Review, 1 June 2016 “PwC receptionist sent home for refusing to wear high heelsâ€, Australian Financial Review, 12 May 2016 MANAGEMENT CONTROL STRATEGIES business.uts.edu.au FROM PERSONNEL MANAGEMENT TO HRM • Personnel management: a set of functions or activities; predominantly an administrative function (e.g. payroll, leave, increasing involvement with unions due to the rise of workers compensation laws) • With the rise of specialisation (i.e. different people, different skills, undertaking different components on a production line, to produce one unified product) within organisations – a more tailored model of administration was needed to source and deploy workers • Human resource management: an integrated set of personnel management activities, linked strategically with organisational objectives As our work models became more complex, and robust, we needed a different model - HRM was the answer business.uts.edu.au PERSONNEL MANAGEMENT VERSUS HRM Personnel Management HRM Time and planning Short term, reactive, ad hoc, marginal Long term, proactive, strategic, integrated Psychological contract Compliance Commitment Control systems External Self-control Employee relations Pluralist, collective, low trust Unitarist, individual, high trust Structures and systems Bureaucratic/mechanistic, centralised, formal Organic, developed, flexible Roles Specialist/professional Largely integrated in management Evaluation Criteria Cost minimisations Maximum utilisation Human Resource Management – psychology and organisational behaviour, emphasis on ‘strategic fit’ between HR strategy and business objectives.

Unitarist • universal psychological needs of employees for happiness, interaction and intellectual stimulation at work, which management needs to satisfy • management initiatives and policies that enhance employees’ job satisfaction, motivation, work performance and organisational commitment Conservative and pro-management. The unitarist assumes common interests between employers and employees, and commitment by both parties. APPROACHES TO THE EMPLOYMENT RELATIONSHIP UNITARISM APPROACHES TO THE EMPLOYMENT RELATIONSHIP 
 PLURALISM 
 Employment relations – adopts analytical tools from institutionalist tradition. Assumes attitudes and behaviours of employees and employers can be understood by focusing on the rules that regulate the employment relationship.

The definition of employment relations becomes: “…the study of the formal and informal rules which regulate the employment relationship and the social processes which create & enforce these rules.†Employment relations is pluralist: employees and employers have common and conflicting interests APPROACHES TO THE EMPLOYMENT RELATIONSHIP 
 MARXIST/RADICALISM Marxism – focus on class struggle and control Assumes two defining features of the employment relationship under capitalism: • the machinery, technology and the raw materials necessary for production (the means of production) of goods and services are owned by one class; • production requires labour, which capitalists must buy from workers in the form of labour power.

“Radical†and anti-management. Inevitable and ongoing conflicts of interest. business.uts.edu.au TRENDS IN HRM – (1) BEST PRACTICE Think about… • Why do many company’s HR divisions look quite similar? • How is it that similar conversations around employee engagement can be heard from one company to the next? ‘Best practice’ HRM emerged from the late 1990s and focused on institutionalising, benchmarking and comparing the HRM functions across organisations. Is this a good thing? business.uts.edu.au TRENDS IN HRM – (2) BEST FIT To counter the ‘best practice’ model of HRM, a push towards a more bespoke/ customised model of HRM emerged. ‘Best fit’ HRM emerged from the 2000s and focused on how organisations can cater for the individual needs of their employees, with some commonalities around ‘employee engagement’ from one organisation to the next business.uts.edu.au • Multiple sets of data and information to inform HR decision making • Uses internal as well as external information to inform decisions • The rise of positive organisational behaviour models of HRM Best available scientific evidence Practitioner judgement Best available organisational evidence Organisational values and stakeholder concerns Everyday management practice and decision making TRENDS IN HRM – (3) EVIDENCE-BASED HRM business.uts.edu.au STRATEGIC HRM The pattern of planned HR deployments and activities intended to enable an organisation to achieve its goals.

Kramer et al. 2014 The development of the SHRM discussion enabled us to begin to develop our understanding of talent, performance, motivation, balance (long term sustainability of employees), development, reward etc. Accommodative: HR strategies follow organisational strategies. Interactive: HR contributes and reacts to overall strategies. Fully integrated: total involvement in overall strategic process in both formal and informal interactions.

1. Innovation: discretion and minimal controls, group-based interaction; training and development; greater discretion, focus on long-term performance. 2. Quality enhancement: employee participation; egalitarian structures; training & development. Results in: • Enhanced morale • Highly skilled employees • Greater commitment • Highly reliable behaviour • Individuals identify with 
 organisational goals THREE BUSINESS STRATEGIES 3.

Cost-reduction: narrow job descriptions; short-term result focus; minimal training and development; tight control; narrow career paths Results in: unhappy employees & expendable workforce THREE BUSINESS STRATEGIES (cont.) HRM is concerned primarily with contributing to the bottom line success of organisations (i.e. financial results). Ethical questions are raised about its emphasis on employees as resources = risk of commodification Managers may lack the appropriate managerial capacity or 
 commitment to implement a HRM agenda. HRM may primarily infer a hard HRM focus… CRITICAL VIEWS ON HUMAN RESOURCE MANAGEMENT ‘Hard’ HRM focuses on: • strategic, managerial issues • effective utilisation of HR towards broad goals and objectives ‘Soft’ HRM focuses on: • involvement of employees through consultation • empowerment, commitment and communication ‘HARD’ OR ‘SOFT’ HUMAN RESOURCE MANAGEMENT?

ETHICS AND HRM • unethical management practices have contributed to this crisis and many organisations have adopted a ‘full-spectrum’ performance review process in response • stakeholder theory emphasises the responsibilities that organisations have towards all associated stakeholders (i.e. not just shareholders) • the main ethical concern in HRM is the way in which people are managed for the achievement of organisational goals business.uts.edu.au SOME RECENT EXAMPLES business.uts.edu.au LECTURE SUMMARY • What is HRM and how did it evolve? • What functions does HRM involve? • How does HRM relate to other parts of an organisation? • What is Strategic HRM? • Different approaches to the employment relationship • Describe best practice, best fit, and evidence-based HRM • What are some of the criticisms of HRM? • Ethics and HRM UTS BUSINESS SCHOOL UTS CRICOS PROVIDER CODE: 00099F business.uts.edu.au NEXT WEEK The HRM Lens: 
 How do HRM managers see the world?

Readings: • Nankervis et al. (2014), Chapter 2. • Cogin, J. (2012) Are generational differences in work values fact or fiction? Multi-country evidence and implications, The International Journal of Human Resource Management. 23(11): .
 


Paper For Above instruction

Human Resource Management (HRM) is a critical function within organizations that encompasses the policies, practices, and systems designed to influence employee behavior, attitudes, and performance. Its evolution from personnel management to strategic HRM reflects a broader understanding of human capital as a source of competitive advantage. This essay explores the origins, current practices, and future direction of HRM, critically analyzing its functions and approaches, and discussing ethical considerations inherent in its implementation.

Introduction to HRM reveals its importance in contemporary organizational success. Early HR practices in the early 20th century focused mainly on welfare and administrative tasks, transitioning into personnel management, which was characterized by a reactive, compliance-oriented approach. Over time, particularly from the 1970s onwards, HRM evolved into a more strategic, proactive function aimed at aligning employee management with organizational objectives. This transformation was driven by increasing complexity in work models, globalization, technological advancements, and the recognition of human capital as an essential organizational asset (De Cieri et al., 2014).

Historical Development of HRM

The origins of HRM can be traced back to welfare and administrative functions in the early 1900s, with a shift toward personnel management, which handled staffing, welfare, and labor relations. The 1970s saw the emergence of strategic HRM, emphasizing motivation, performance, and managerialism. From the 2000s onward, the focus expanded to responsible and evidence-based HRM, considering ethical concerns and organizational sustainability (Kramar et al., 2014). Today, HRM is deeply influenced by globalization and technological change, redefining traditional control strategies like Taylorism and Fordism into more personalized, flexible, and empowerment-based approaches.

Functions and Approaches of HRM

The core functions of HRM include human resource planning, work and job design, recruitment and selection, performance management, talent development, safety, and diversity management. These functions are interconnected and aim to optimize employee contributions while supporting organizational strategies. Approaches to HRM can be categorized as unitarist, pluralist, and Marxist/radical, each offering different perspectives on employment relations and organizational goals. The unitarist approach assumes shared interests between employers and employees, emphasizing integration and commitment. Pluralist models recognize conflicting interests and stresses the role of rules and social processes. Marxist perspectives focus on class struggle and control, often critiquing the capitalist employment system (Kramar et al., 2014).

Trends and Strategic HRM

Recent trends include best practice, best fit, and evidence-based HRM. The best practice model advocates for standard HR practices believed to yield universal benefits. In contrast, the best fit approach emphasizes tailoring HR strategies to align with specific organizational contexts and needs. Evidence-based HRM integrates scientific research, organizational evidence, and stakeholder concerns into decision-making, fostering a more accountable and effective HRM function (Luchak et al., 2014).

Strategic HRM (SHRM) involves the planned deployment of HR activities to support organizational goals. It encompasses strategies like innovation, quality enhancement, and cost reduction, depending on the organizational context. Different strategic configurations influence employee motivation, performance, and organizational outcomes. For instance, innovation strategies promote discretion and employee development, while cost-reduction focuses on efficiency and minimal controls. The effectiveness of these strategies depends on proper implementation and alignment with organizational culture (Kramar et al., 2014).

Criticisms and Ethical Considerations

Despite its benefits, HRM faces criticisms, including potential commodification of employees, focus on short-term results, and ethical concerns about manipulating employee behavior. Hard HRM emphasizes control and efficiency, risking alienation