What is People Management and Why Does it Matter

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MGT 631 HUMAN RESOURCE MANAGEMENT

Topic 1: What is People Management & Why does it matter?

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Course Topics          

Topic 1: What is People Management & Why does it matter?

Topic 2: The Legal Environment for Managing People Topic 3: Organization Power & Politics Topic 4: Communication & Negotiation in Organizations Topic 5: Industrial & Employee Relations Topic 6: Work Organization – The Analysis & Design of Jobs Topic 7: Hiring, Dismissing and Retaining Staf Topic 8: Supervision & Performance Appraisal Topic 9: Managing Organizational Change Topic 10: Putting It all together: The Importance of People Management 3

Course Overview     

Identifying the kind of people you want Generating the right workforce Establishing a productive environment Getting the work done efectively Improving the performance of the workforce

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Topic 1: What is People Management and Why Does it Matter?

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Objectives 

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Identify the main objectives and activities of people management Describe the trends in organizational structure & operation that afect people’s jobs Identify some of the challenges created by recent job trends Outline how people management afects organizational performance

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What is People Management? 

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Managers utilize “People Management” skills to manage their workforces. These skills include: Supervision of staf Conflict resolution Performance assessment Development of employee capabilities Legal and ethical compliance

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Human Resource Management 

Utilized by HR practitioners, HRM is the productive use of people in achieving the organization’s strategic business objectives and the satisfaction of individual employee needs……..Raymond Stone

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Human Resource Management – Core Activities

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Job Analysis 

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Defines a job in terms of specific tasks and responsibilities and identifies the required knowledge, skills and abilities (KSAs) to perform it successfully.

The product of job analysis is the Job Description Job descriptions are critical components to successful recruitment, employee development, performance management, and promotional opportunities.

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Human Resource Planning 

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The process by which an organization attempts to ensure that it has the right number of qualified people in the right jobs at the right time.

HR planning is used to achieve: ◦ ◦ ◦ ◦

More efective and efficient use of human resources More satisfied and better developed employees More efective equal opportunity planning Alignment with organization strategy

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Recruitment and Selection ď ˝

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Recruitment is the process of seeking and attracting a pool of applicants from which qualified candidates for job vacancies within an organization can be selected.

Selection involves choosing from the available candidates the individual predicted to be most likely to perform successfully in a job.

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Employee Development ď ˝

Employee development activities focus on the acquisition of the knowledge, skills, and abilities required for employees to perform future job requirements based on promotional opportunities, career advancement, and changing strategic needs of the organization.

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Remuneration and Benefits 

Remuneration refers to cash payments such as base pay, commission, bonus and incentives which employees receive in return for work performed. Also called “direct compensation”.

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Benefits include all non-cash forms of compensation such as medical and dental coverage, life insurance, gifts, awards, leaves of absence, etc. Also called “indirect compensation”.

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Employee Relations ď ˝

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A broad term used to refer to the general management and planning of activities related to developing, maintaining and improving employee relationships through efective communication processes Successful employee relations practices are characterized by open communication, fair and equitable HR policies and practices, high work / life satisfaction, trust, cooperation, and commitment to high performance.

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Employee Relations Elements

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Safety and Health ď ˝

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Programs that establish the physical and mental wellbeing of employees Usually mandated by regulatory laws requiring employers to provide a safe work environment free from physical hazards and unhealthy conditions

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Pfeffer’s Seven Dimensions of Effective People Management

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People Management in a Climate of Change

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Common Terms in Change Climates

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Implications in a Changing Economy Jobs  Organizations moving from “tall” to “flat” ◦ ◦ ◦ ◦ ◦

Leaders must share more information with employees More democratic than “tall” structures Requires more training to update and improve skills Requires more self-reliance and decision making at lower levels Encourages creativity and collaboration among employees

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Implications in a Changing Economy People Management  Role of Line Managers have increasing responsibility ◦ ◦ ◦ ◦ ◦

More time spent on people management issues Emphasis on skill development & optimization of performance Concern for strategic issues of the organization Evolving from “specialization” to “generalists” Requires upgrade of skills and abilities

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People Management & Creating Value

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The Strategic Dimension of Organizational Performance

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Other Dimensions of People Performance 

Ethics ◦ Right way to treat employees ◦ Consideration of employee needs and self-esteem

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Compensation and Incentives Employee self-reliance issues Trust issues of the workforce

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