Human Resource Management

Human Resource Management Lecture 2 Dr Trevor Morrow, University of Ulster

Human Resource Management • First and Second waves of HRM Theory and Practice (Mabey, Salaman, Storey (1999) • The Changing Role of Personnel: Given the growing emphasis on ‘people’ issues in many organisations, there seems to be a key role for human resources in building the organisation’s capability to cope with ongoing change. • HR practitioners and line managers need to move from ‘traditional roles’ but emerging roles are still being developed • The perception of HR in the organisation is essential Dr Trevor Morrow, University of Ulster

Traditional & Emerging Roles Traditional Emerging Reactive Proactive Employee advocate Business Partner Task focus Task and policies Operational issues Strategic issues Qualitative measures Quantitative measures Stability Constant change How? (Tactical) Why? ( Strategic) Functional integrity Multi-functional People as expenses People as assets Dr Trevor Morrow, University of Ulster

Stages in the Development of HR Management • 1930-1950 The Welfare Model • 1950-1970 Clerk of Works • 1970-1985 The IR expert • 1985-1995 The Personnel Professional • 1995-Present The Internal Consultant • Each stages bring more strategic responsibility Dr Trevor Morrow, University of Ulster

The Elements of HRM • Centralisation/Decenralisation • Growth/Reduction of HR Function • Work Pressures on HR Department • Outsourcing of HR Functions • Representation on Board of Directors • HR Influence at Board Level • Devolved Responsibilities to Line Dr Trevor Morrow, University of Ulster

The Elements of HRM • Extent to which there is a lack of consistency because of devolved responsibility • Credibility of HR Professionals • Human Resource Approach (Reactive / Proactive) • Time Management Policy and Practice Dr Trevor Morrow, University of Ulster

People as Assets • Changing terminology used to describe personnel functions; ‘Human Resource’, Strategic HRM or Business Partners. • The term ‘resource’ stems from attempts by managers and academics to understand the basis of competitive advantage in organisations • Under a resource perspective, three basic types of resource can provide a competitive advantage • Physical Resources Organisational Capital • Human Capital Resources- Skills, Competencies, experience and intelligence Dr Trevor Morrow, University of Ulster

The HR Practitioner Gains Professional Status • HR Professionals are now acting as ‘change agents’ and developing new organisational cultures • Now operate as business partners with senior managers, linking business and organisational strategies • Influential figures in the field of HR Anne Minto, HR DirectorSmiths Industries Dr Trevor Morrow, University of Ulster

The HR Specialist • Anne Watts, Equal Opps Director at Northern Bank • Clive Morton, Director of Learning and Human Resources Northern Ireland Electricity • Bob Mason, HR Director of British Telecom • Stephanie Monk, HR Director at Granada Group • Discussion & Conclusions Dr Trevor Morrow, University of Ulster

References/Bibliography • Reference everything used & thus avoid accusations of plagiarism • Provide a correct reference for every citation • If revision involves dropping a citation, remove it from the references • You must use the Harvard system - it is much more straightforward! Dr Trevor Morrow, University of Ulster

Appendices • Include any material that is not essential in the main text, but is ‘interesting to know’ • Blank copies of questionnaires or interview or observation schedules should be included • Complete questionnaires/interview transcripts/observation notes need not be included(any assurances of anonymity & confidentiality must be respected) Dr Trevor Morrow, University of Ulster

Writing Style/1 • Use basic English - no literary pretensions and avoid jargon where possible • Watch for spelling and grammatical errors • Tense - be consistent: use past tense in literature review and in descriptions of research procedures and data analyses Dr Trevor Morrow, University of Ulster

Writing Style/2 • Use third person, avoiding use of ‘I’. • Be professional in the presentation of your work: • it should be typed/word-processed. • use double spacing throughout, except for • longer quotations which should be single spaced and indented • use spell check and also proof-read! Dr Trevor Morrow, University of Ulster

Harvard System/1 • Bibliography • Place all sources used in alphabetical order and record the full details • In body of dissertation • When referring to 2 authors, use both names, eg, Smith and Brown (1998) • Where there are more than 2 authors, use the first name only, followed by et al (meaning ‘and others’) - Jones et al (1999) Dr Trevor Morrow, University of Ulster

Harvard System/2 • If using a direct quotation, remember also to cite the page number where it was found, eg, • (Smith and Brown, 1998, p76) or (Smith and Brown, 1998:76) • (White and Grey, 1997, pp54-55) or (White and Grey, 1997:54-55) Dr Trevor Morrow, University of Ulster

Harvard System: Books • Saunders, M, Lewis, P & Thornhill, A (2000) Research Methods for Business Students. London, FT/Prentice Hall. • Robson, C (1993) Real World Research. Oxford, Blackwell. • Kumar, R (1999) Research Methodology: A Step-by-Step Guide for Beginners. London, Sage. Dr Trevor Morrow, University of Ulster

Harvard System: Chapters in‘Edited’ Books • Adair, J (1994) “Leadership and Motivation” in Stewart, DM (ed) Handbook of Management, 2nd edition. Aldershot, Gower. • Lewis, BR (1995) “Customer Care in Services” in Glynn, WJ and Barnes, JG (eds) Understanding Services Management. Dublin, Oak Tree Press. Dr Trevor Morrow, University of Ulster

Harvard System: Journal Articles • Thompson, JK and Rehder, BR (1996) “The Gap Between the Vision and the Reality” in Journal of General Management, Vol 21, No 3, pp74-92 • Thompson, JK and Rehder, BR (1996) “The Gap Between the Vision and the Reality” in Journal of General Management, 21, 3:74-92 Dr Trevor Morrow, University of Ulster

Human Resource Management