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Human Resource ManagementPART1;Personnel Management to Human Resource Management;Features of HRM;Performance oriented
Requires adoption of a coherent approach to mutually supporting employment policies and practices
Employee relations organic rather than pluralistic
Organising principles are organic and decentralised
Flexibility and team building important policy goals
Strong emphasis on quality to customers
Rewards differentiated by skill, competence or performance ;Fombrum, Tichy and Devanna Model 1984;Warwick Model of HRM;Warwick Model – content of the boxes;The Harvard Model;Guest Model;Soft HRM;Hard HRM;Competence-Based HRM;Uk v. US definitions;Levels of Influence;Implications at Strategic Level;Implications for the Human Resource Function;Implications for Human Resource Systems;Recruitment and Selection;Develop interview questions that elicit examples of past behaviours
In assessment centres create tasks that require demonstrated competencies
Use competencies to select test instruments
Use competencies to evaluate candidate performance;Appraisal;Can provide forum for the identification of new/changing competence requirements
Can provide forum for setting acquisition of competence time scales
Provides a clear and agreed framework for performance evaluation and discussion;Development;Ensures line manager commitment to development
Offers common language to all participants in the development process
Offers transparent process to all stakeholders
Facilitates validation and evaluation of the development process;Reward;Can assist in addressing the technical/managerial divide
Offers a route for the reward of knowledge workers
Carries high ‘face’ validity and ‘felt fair’ perception
Via core organisational competencies can link reward directly to organisational strategy;Integration;Current HRM Issues & Debates;HRM and Corporate Strategy;Strategy;Approaches to Strategy;Classical: Rational Economic Man;Classical and HRM;Evolutionary: Natural Selection;Evolutionary – la
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