TOPIC 4 - HUMAN RESOURCES
Role of human resource management
• strategic role of human resources
• interdependence with other key business functions
• outsourcing
- human resource functions
- using contractors - domestic, global
• interdependence with other key business functions
• outsourcing
- human resource functions
- using contractors - domestic, global
Key influences
• stakeholders – employers, employees, employer associations, unions, government organisations, society
• legal - the current legal framework
– the employment contract – common law (rights and obligations of employers and employees), minimum employment standards, minimum wage rates, awards, enterprise agreements, other employment contracts
– occupational health and safety and workers compensation
– antidiscrimination and equal employment opportunity
• economic
• technological
• social – changing work patterns, living standards
• ethics and corporate social responsibility
• legal - the current legal framework
– the employment contract – common law (rights and obligations of employers and employees), minimum employment standards, minimum wage rates, awards, enterprise agreements, other employment contracts
– occupational health and safety and workers compensation
– antidiscrimination and equal employment opportunity
• economic
• technological
• social – changing work patterns, living standards
• ethics and corporate social responsibility
Processes of human resource management
• acquisition
• development
• maintenance
• separation
• development
• maintenance
• separation
Strategies in human resource management
• leadership style
• job design – general or specific tasks
• recruitment – internal or external, general or specific skills
• training and development – current or future skills
• performance management – developmental or administrative
• rewards – monetary and non-monetary, individual or group, performance pay
• global – costs, skills, supply
• workplace disputes
– resolution – negotiation, mediation, grievance procedures, involvement of courts and tribunals
• job design – general or specific tasks
• recruitment – internal or external, general or specific skills
• training and development – current or future skills
• performance management – developmental or administrative
• rewards – monetary and non-monetary, individual or group, performance pay
• global – costs, skills, supply
• workplace disputes
– resolution – negotiation, mediation, grievance procedures, involvement of courts and tribunals
Effectiveness of human resource management
• indicators
– corporate culture
– benchmarking key variables
– changes in staff turnover
– absenteeism
– accidents
– levels of disputation
– worker satisfaction
– corporate culture
– benchmarking key variables
– changes in staff turnover
– absenteeism
– accidents
– levels of disputation
– worker satisfaction
