MN20313 Human Resource Management 2

1. MN20313Human Resource Management 2 Nick Kinnie and Juani Swart

2. Introduction to the course • Aims • Content and method • Reading • Assessment • Pre-requisites/prior knowledge

3. Where does this course fit in? Sociology OB ER HRM1 HRM2 Pay and Rewards Managing Conflict OCD Law SHRM TLD Leadership

4. HRM Strategy, policy and practice

5. The course in its organisational context: aims • Set the organisational context for this course • Identify the key role of HR policies and practices in the conversion of human capital into intellectual capital in contemporary organisations • Understand the difference between HR strategy, policy and practice • Recognise the key role of line (and HR) managers’ skills in the implementation of HR policies

6. Organisational context • Emergence of organisations which rely heavily on their human capital • These professional service firms are often highly knowledge intensive • Conversion of their human capital into intellectual capital is key to their success • HR policies and practices play a key role in this conversion

7. Converting Human Capital into Intellectual Capital Human Capital Intellectual Capital Conversion Process Employee Knowledge Skills Experience Products and services which have market value

8. Converting Human Capital into Intellectual Capital: the Role of HR Policies and Practices Intellectual Capital Human Capital Staffing Learning and Development Employee Knowledge Skills Experience Products and services which have market value Human Capital Remuneration and Reward Performance Management

9. HR Strategy, policy and practice: the key role of line manager skills • HR strategy and policy are important, but it is the implementation of these which is critical • Line managers play a key role in implementation and this influences employees’ experience of policy • Line manager (and HR managers) skills are therefore critical to this implementation • Implementation of staffing and performance management is especially important in PSFs

10. Line manager skill and the implementation of HR strategy and policy: an example HR Strategy HR policy HR practice

11. Face-to-face interactions • Forms of communication – verbal and non-verbal • Barriers to effective interactions • Types of interaction: enquiry, exposition, joint problem solving and conflict resolution

12. Types of interaction Torrington et al (2005: 71)

13. Face-to-face skills • Defining the situation – setting the tone • Listening skills – tone of voice, giving attention • Questioning skills – types of questions, multiple questions, forbidden questions • Feedback skills – summarising, empathising and non verbal communication