Tuesday 22 May HRIR 201

7/29/2019 Tuesday 22 May HRIR 201

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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


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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Slides created by Bryson and Ryan


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10/24

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


14/24

This week


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

Documents

Tuesday 22 May HRIR 201