Integrated Knowledge Dynamics

Human Resource
Management
 Integrated Knowledge Dynamics

What Is Human Resource

Management?

• The Management Process

o Planning
o Organizing
o Staffing
o Leading
o Controlling
 Integrated Knowledge Dynamics

Why Is Human Resource

Management Important to All
Managers?
• To Avoid Personnel Mistakes
• To Improve Profits and Performance
• You May Spend Some Time as an HR
Manager
• HR for Small Business – you may end
up as your own human resource
manager
 Integrated Knowledge Dynamics

Line and Staff Aspects of Human

Resource Management
• Authority is the right to make
decisions, to direct the work of
others, and to give orders.
Managers usually distinguish
between line authority and staff
authority.
 Integrated Knowledge Dynamics

Line and Staff Managers

• Line authority
gives you the
right to issue
orders
• Staff authority
gives you the
right to advise
others in the
organization
 Integrated Knowledge Dynamics

Line Manager’s HR
Management Responsibilities
• Placing the right
person in the
right job
• Starting new
employees in the
organization
(orientation)
 Integrated Knowledge Dynamics

Line Manager’s HR Management

Responsibilities continued

• Training • Gaining creative

employees for cooperation and
jobs that are new developing smooth
to them working relationships
• Improving the job • Interpreting the
performance of company policies and
each person procedures
 Integrated Knowledge Dynamics

Line Manager’s HR Management

Responsibilities continued

• Controlling labor
• Creating and
cost
maintaining
• Developing the
departmental morale
abilities of each • Protecting
person
employees’ health
and physical
conditions
 Integrated Knowledge Dynamics

The Human Resources Department

FIGURE 1-1 Human Resource Department

Organization Chart Showing Typical HR Job Titles
Source: “Human Resource Development Organization Chart Showing Typical HR Job Titles,” www.co.pinellas.fl.us/persnl/pdf/
orgchart.pdf. Courtesy of Pinellas County Human Resources. Reprinted with permission.
 Integrated Knowledge Dynamics

New Approaches To Organizing HR

• Reorganizing the HR function of how it
is organized and delivers HR services

o Shared Services (Transactional ) HR

teams
o Corporate HR teams
o Embedded HR teams
o Centers of expertise
 Integrated Knowledge Dynamics

Trends in Human Resource

Management
• Workforce Demographics and Diversity
Trends
• Trends in How People Work
• Improving Performance At Work: HR as a
Profit Center
• Globalization Trends
• Economic Trends
• Technology Trends
 Integrated Knowledge Dynamics

More on HR Technology Trends

• There are 5 main types of digital technologies driving

HR professionals to automation:
o Social Media
o Mobile Applications
o Gaming
o Cloud Computing
o Data Analytics (as known as Talent Analytics)
 Integrated Knowledge Dynamics

Today’s New Human Resource

Management
• A Brief History of Personnel/Human
Resource Management

• Distributed HR and the New Human

Resource Management

• Trends Shaping HR: Digital and Social Media

 Integrated Knowledge Dynamics

A Quick Summary
FIGURE 1-4
What Trends Mean
for Human
Resource
Management
 Integrated Knowledge Dynamics

HR and Strategy
Strategic Human Resource Management

• Strategic human resource management –

means formulating and executing human
resource policies and practices that
produce the employee competencies and
behaviors that the company needs to
achieve its strategic aims.
 Integrated Knowledge Dynamics

HR and Performance
The Human Resource Manager is expected to
spearhead employee performance.

Three Levers can be applied to do so:

1. Department Lever
2. Employee Cost Lever
3. Strategic Results Lever
 Integrated Knowledge Dynamics

HR and Evidence Based Management

• Evidence-based human resource
management – is the use of data, facts,
analytics, scientific rigor, critical
evaluation, and critically evaluated
research/case studies to support human
resource management proposals,
decisions, practices, and conclusions.
 Integrated Knowledge Dynamics

HR and Adding Value

• Adding value – means helping the firm and

its employees improve in a measurable
way as a result of the human resources
manager’s actions.
 Integrated Knowledge Dynamics

HR and Performance and Sustainability

• It is about measuring companies in terms
of maximizing profits but also on their
environmental and social performance as
well.
 Integrated Knowledge Dynamics

HR and Employee Engagement

• Employee engagement – refers to being

psychologically involved in, connected to,
and committed to getting one’s job done.
 Integrated Knowledge Dynamics

The New Human Resource Manager

The Society of Human Resource Management

(SHRM) has a new “competency model”
called the SHRM Body of Competency and
Knowledge that itemizes what a New HR
Manager needs

• What should they be able to exhibit?

• What basic functional areas of HR should

they have command?
 Integrated Knowledge Dynamics

The Skills of the New HR Manager

 Integrated Knowledge Dynamics

Human Resource Manager

Certification
• HRCI Certifications
o PHR – Professional in Human
Resources
o SPHR – Senior Professional in
Human Resources

• SHRM now has its own competency

and knowledge based testing
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-1 CONSEPT AND THE SCOPE OF HRM
The scope of HRM is Very wide Personal Aspect: It is concerned
with manpower planning, recruitment, selection, placement,
transfer, promotion, training and development, lay off and
retrenchment, remuneration, incentives, productivity etc.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-1 CONSEPT AND THE SCOPE OF HRM
Scope of Human Resources Management was very limited in the
beginning. Their activities were confined to administration,
arranging little parties and picnics. This was the ancient time
when Adam
Smith saw ‘factors of production’ as land, labour and capital.
Things have changed since then. The scope of the management
in general and personnel in particular has changed considerably,
covering more areas and responsibilities. It is the fact that there
is no general agreement among the authors as to the scope of
HRM.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-1 CONSEPT AND THE SCOPE OF HRM
fairly an exhaustive study in this field and identified nine broad
areas of activities of HRM. These are given below:
- Human Resource Planning
- Design of the Organization and Job
- Selection and Staffing
- Training and Development
- Organizational Development
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-1 CONSEPT AND THE SCOPE OF HRM
- Compensation and Benefits
- Employee Assistance
- Union/Labour Relations
- Personnel Research and Information System.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-2 CHALLENGES OF HRM
The organizations have to face lots of challenges in the present
scenario. These challenges may be categorized according to
their primary focus; the environment, the organization, or the
individual.
1- Environmental Challenges
2- Organizational Challenges
3- Individual Challenges
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-3 OBJECTIVES OF HRM
Objectives are pre-determined goals to which individual or group
activity in an organization is directed. Objectives of personnel
management are influenced by organizational objectives and
individual and social goals. Institutions are instituted to attain
certain specific objectives. The objectives of HRM may be as
follows:
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
OBJECTIVES OF HRM
1. To create and utilize an able and motivated workforce, to
accomplish the basic organizational goals.
2. To establish and maintain sound organizational structure and
desirable working relationships among all the members of the
organization.
3. To secure the integration of individual or groups within the
organization by co-ordination of the individual and group goals
with those of the organization.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
OBJECTIVES OF HRM
4. To create facilities and opportunities for individual or group
development so as to match it with the growth of the
organization.
5. To attain an effective utilization of human resources in the
achievement of organizational goals.
6. To identify and satisfy individual and group needs by providing
adequate and equitable wages, incentives, employee benefits
and social security and measures for challenging work,
prestige,recognition, security, status.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
OBJECTIVES OF HRM
7. To maintain high employees morale and sound human
relations by sustaining and improving the various conditions and
facilities.
8. To strengthen and appreciate the human assets continuously
by providing training and development programs.
9. To consider and contribute to the minimization of socio-
economic evils such as unemployment, under-employment,
inequalities in the distribution of income and wealth and to
improve the welfare of the society.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-3 OBJECTIVES OF HRM
10. To provide an opportunity for expression and voice
management.
11. To provide fair, acceptable and efficient leadership.
12. To provide facilities and conditions of work and creation of
favourable atmosphere for maintaining stability of employment.
Integrated Knowledge Dynamics
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-4 HUMAN RESOURCE FUNCTIONS
Human Resources management has an important role to play in
equipping organizations to meet the challenges of an expanding
and increasingly competitive sector. Increase in staff numbers,
contractual diversification and changes in demographic profile
which compel the HR managers to reconfigure the role and
significance of human resources management. The functions are
responsive to current staffing needs, but can be proactive in
reshaping organizational objectives.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-4 HUMAN RESOURCE FUNCTIONS
• Human resource planning, which includes creating venture
teams with a balanced skill-mix, recruiting the right people, and
voluntary team assignment.
• Performance appraisal, which includes encouraging risk taking,
demanding innovation, generating or adopting new tasks, peer
evaluation, frequent evaluations, and auditing innovation
processes.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-4 HUMAN RESOURCE FUNCTIONS
• Reward systems, which includes freedom to do research,
freedom to fail, freedom to form teams, freedom to run
businesses, balancing pay and pride, noticeable pay raises,
dual career tracks, promoting from within, recognition rewards,
and balancing team and individual rewards.
• Career management, which includes empowering people,
leading by example, and continued education.
 Integrated Knowledge Dynamics

Chapter 2 : Human Resource

Development: Key Concepts
2-4 HUMAN RESOURCE FUNCTIONS
• Training and Development: The managerial training is a
challenge for organization to equip the managerial personnel to
meet the ever advancing Technology and other Socio-economic
and Political factors. It enriches and experiences of the
managerial personnel to get maximum productivity in an
organization. Managers should explore the policies, procedures,
and structures used to guide the work of non-profit
organizations.
Integrated Knowledge Dynamics
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-1 INTRODUCTION
The human resources have been part of business and
organizations since the first days of civilization, the modern
concept of human resources began in reaction to the efficiency
focus of Taylorism in the early 1900s. By 1920, psychologists and
employment experts in the United States started the human
relations movement, which viewed workers in terms of their
psychology and fit with companies, rather than as
interchangeable parts. This movement grew throughout the
middle of the 20th century, placing emphasis on how leadership,
cohesion, and loyalty played important roles in organizational
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-1 INTRODUCTION
success. Although this view was increasingly challenged by more
quantitatively rigorous and less “soft” management techniques in
the 1960s and beyond, human resources had gained a
permanent role within the firm. Human resources development is
a key aspect of enhancing service orientation, improving
administrative cost-effectiveness and optimizing organizational
procedures. A “modern state” needs motivated, performance-
oriented employees who know and make the best of their own
potential for growth. Strategic human resources development is
an important element of any modern, efficient administration.
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-1 INTRODUCTION
success. Although this view was increasingly challenged by more
quantitatively rigorous and less “soft” management techniques in
the 1960s and beyond, human resources had gained a
permanent role within the firm. Human resources development is
a key aspect of enhancing service orientation, improving
administrative cost-effectiveness and optimizing organizational
procedures. A “modern state” needs motivated, performance-
oriented employees who know and make the best of their own
potential for growth. Strategic human resources development is
an important element of any modern, efficient administration.
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-2 LEADERSHIP DEVELOPMENT IN SUCCESSFUL
COMPANIES
Research into the HRM practices of successful companies has
shown that these companies significantly outperform their peers
in terms of economic profitability by following the leadership
development practices discussed in this article. By successful
companies, we mean those companies in the Fortune 100 list
that have managed to retain their position in the firms over a
decade. To put this in perspective, it needs to be remembered
that many companies that were
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-2 LEADERSHIP DEVELOPMENT IN SUCCESSFUL
COMPANIES
in the Fortune 100 list for a few years failed to retain their
positions in subsequent years and hence, the fact that these
companies have managed to stay in the hunt means that they
have outperformed their peers and competitors.
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-3 COMPONENTS OF LEADERSHIP DEVELOPMENT
The leadership development programs in these companies follow
the philosophy of grounding them in value, the expected
contributions from the leaders are defined, and the organizational
culture geared towards inspiring leaders. Next, the performance
management system in these companies is tied to the company’s
business strategy and it includes talent development activities
and leadership objectives that are articulated clearly and
succinctly. In other words, promotions are based on individual
performance as well as people development activities and these
in turn are linked to the business strategy and objectives.
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-3 COMPONENTS OF LEADERSHIP DEVELOPMENT
These companies also have a leadership pipeline, which means
that the leadership development is embedded in their strategic
workforce planning which is comprehensive, and longer term
oriented. These companies also ensure that they divide their
workforce into job families and the potential leaders are identified
and groomed for higher roles and responsibilities. In many of
these companies, it is common to find lists of potential leaders
known as high potentials who are earmarked for fast track career
progression based on the organizational
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-3 COMPONENTS OF LEADERSHIP DEVELOPMENT
assessment of the skills and capabilities of these leaders.
Further, the recruitment and training of new employees is based
on longer-term analysis of demand and supply patterns, which
ensure that newer generation of leaders, are hired into the
company to replace those who have made it to the higher levels.
 Integrated Knowledge Dynamics

Chapter 3 : Human Resource

Development & Leadership
3-4 COLLABORATION BETWEEN THE HRM FUNCTION AND
SENIOR MANAGEMENT
The HRM functions in these companies work on a collaborative
model with their potential leaders which means that the job of
people development is not left to the HRM function or the leaders
alone. Instead, the potential leaders are identified and then their
performance is linked to the enabling and empowerment of
others to move up the chain. In other words, the ability to spot
talent and identify leaders for the future is done by both the HRM
function and the senior management who work in tandem in this
effort.
 Integrated Knowledge Dynamics

Chapter 4 : Human resource policies

4-1 THE IMPORTANCE OF HUMAN RESOURCE POLICIES

First, human resource policies help managers to ensure that
people management is in line with corporate values. It is not an
easy task to solicit employees’ commitment to theorganisation if
what is contained in the corporate vision, mission, and values is
not further developed and put across in such a way that both
managers and employees feel that the organisation is not just
paying lip service. Indeed, human resource policy is useful in
judging the extent to which the consistency between the declared
philosophy in people management at the strategic level and the
day-to-day management of human resources in terms of
decisions and activities at operational level is sustained.
 Integrated Knowledge Dynamics

Chapter 4 : Human resource policies

4-1 THE IMPORTANCE OF HUMAN RESOURCE POLICIES

Second, is about ensuring that human resource management
decisions are made consistently. Managing employees is about
decision-making and implementation of human resource intents
in the whole spectrum of the terms and conditions of employment
Human resource policies provide a reference and guidance for
avoiding inconsistent decision making by substantive managers
or those who make decisions in similar matters and thus affecting
different employees over time. This builds confidence and trust
between managers and staff.
 Integrated Knowledge Dynamics

Chapter 4 : Human resource policies

4-1 THE IMPORTANCE OF HUMAN RESOURCE POLICIES

Third, is to minimise inequality in the treatment of employees.
Although the mere presence of human resource policies cannot
guarantee equality in the treatment of employees in various
areas such as training, employment benefits or gender, lack of
specific policies can create even more disparity between
employees. It becomes difficult for employees to demand equal
treatment when there are anomalies and when there are no clear
definitions and criteria for judging equality.
 Integrated Knowledge Dynamics

Chapter 4 : Human resource policies

4-1 THE IMPORTANCE OF HUMAN RESOURCE POLICIES

Fourth, human resource policies facilitate decentralisation,
delegation and local empowerment. Staffing decision making can
be delegated to lower levels of management without the risk of
the wrong decisions being taken because the policy will provide
guidance on how certain issues or problems on staffing should be
handled. The human resource policy document becomes the
source of power and authority for those entrusted with the
execution of duties affecting employee’s work and welfare.
 Integrated Knowledge Dynamics

Chapter 4 : Human resource policies

4-2 FORMULATING HUMAN RESOURCE POLICIES

In an ideal situation, it is strongly recommended that an
organisation formulates human resource policies that will cover
all human resource management functions.
Integrated Knowledge Dynamics
 Integrated Knowledge Dynamics

Chapter 4 : Human resource policies

4-3 SPECIFIC HUMAN RESOURCE POLICIES

- Recruitment and selection policy
- Human resource training and development policy
- Reward policy
- Health and safety
- Equal opportunity
- Equal employment opportunity and affirmative action
- Managing diversity
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-1 AREAS FOR DEVELOPING ORGANIZATIONAL

EFFECTIVENESS
• Clearly defined goals and strategies to accomplish them.
• A value system that emphasizes performance, productivity,
• quality, customer service, teamwork and flexibility.
• Strong visionary leadership from the top.
• A powerful management team.
• A well-motivated, committed, skilled and flexible workforce.
• Effective teamwork throughout the organization, with win/lose
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-1 AREAS FOR DEVELOPING ORGANIZATIONAL

EFFECTIVENESS
• conflict well under control.
• Continuous pressure to innovate and grow.
• The ability to respond fast to opportunities and threats.
• The capacity to manage, indeed thrive, on change.
• A sound financial base and good systems for management
• accounting and cost control.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT

Strategies for improving organizational processes can involve
preparing and implementing organization development
programmes. Organization development (OD), planned
systematic process in which applied behavioural science
principles and practices are introduced into an ongoing
organization towards the goals of effecting organizational
improvement, greater organizational competence, and greater
organizational effectiveness.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT

Characteristics of OD strategies
OD concentrates on how things are done as well as what is done.
It is concerned with system-wide change. The organization is
considered as a total system and the emphasis is on the
interrelationships, interactions and interdependencies of different
aspects of how systems operate as they transform inputs and
outputs and use feedback mechanisms for self-regulation. OD
practitioners talk about ‘the client system’ – meaning that they are
dealing with the total organizational system.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT

Assumptions and values of OD
• Most individuals are driven by the need for personal growth and
development
• as long as their environment is both supportive and challenging.
• The work team, especially at the informal level, has great
significance for
• feelings of satisfaction, and the dynamics of such teams have a
powerful
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT

Assumptions and values of OD
• effect on the behaviour of their members.
• OD programmes aim to improve the quality of working life of all
• members of the organization.
• Organizations can be more effective if they learn to diagnose
their own
• strengths and weaknesses.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT

Assumptions and values of OD
• But managers often do not know what is wrong and need
special help in
• diagnosing problems, although the outside ‘process consultant’
ensures
• that decision making remains in the hands of the client.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT

Features of OD strategies
• They are managed, or at least strongly supported, from the top
but often make use of third parties or ‘change agents’ to
diagnose problems and to manage change by various kinds of
planned activity or ‘intervention’.
• The plans for organization development are based upon a
systematic analysis and diagnosis of the circumstances of the
organization and the changes and problems affecting it.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT
Features of OD strategies
• They use behavioural science knowledge and aim to improve
the way the organization copes in times of change through such
processes as interaction, communications, participation,
planning and conflict management.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-2 STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT
OD activities
• Action research
• Survey feedback
• Interventions
• Process consultation
• Team-building interventions
• Inter-group conflict interventions
• Personal interventions
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-3 STRATEGIC ROLE OF HR IN ORGANIZATIONAL
TRANSFORMATION
HR can and should play a key strategic role in developing and
implementing organizational transition and transformation
strategies. It can provide help and guidance in analysis and
diagnosis, highlighting the people issues that will fundamentally
affect the success of the strategy. HR can advise on resourcing
programmes and planning and implementing the vital learning,
reward, communications and involvement aspects of the process.
It can anticipate people problems and deal with them before they
become serious. If the programme does involve restructuring and
downsizing, HR can advise on how this should be done
humanely and with the minimum disruption to people’s lives.
 Integrated Knowledge Dynamics

Chapter 5 : Organization Development

5-3 STRATEGIC ROLE OF HR IN ORGANIZATIONAL
TRANSFORMATION
• strategies for culture management
• strategies for knowledge management
• commitment strategy
• strategies for developing a climate of trust
• quality management strategies
• continuous improvement strategies
• customer service strategy
 Integrated Knowledge Dynamics

Chapter 6 : Need for Human

Resources Management
6-1 Human Resources Management-Roles and
Responsibilities
• Plan and coordinate an organization's workforce to best use
employees' talents.
• Link an organization's management with its employees.
• Administer employee services.
• Advise managers on organizational policies, such as equal
employment opportunity and sexual harassment.
 Integrated Knowledge Dynamics

Chapter 6 : Need for Human

Resources Management
6-2 HRM CHALLENGES IN THE TWENTY-FIRST CENTURY
• Compliance with Laws and Regulation. ...
• Management Changes. ...
• Leadership Development. ...
• Workforce Training and Development. ...
• Adapting to Innovation. ...
• Compensation.
 Integrated Knowledge Dynamics

Chapter 6 : Need for Human

Resources Management
6-3 LEGAL ISSUES IN HRM
• Confidentiality: The first great challenge that an HR professional
faces
• Verification: ...
• Special Company Strategies: ...
• Workplace policies on different health issues: ...
• Labour Rights and implications: ...
• Tax Laws Of Organization ...
• Laws of the Organization:
 Integrated Knowledge Dynamics

Chapter 7 : Matching HR Needs and

People
7-1 JOB DESIGN
Job design (also referred to as work design or task design) is a
core function of human resource management and it is related to
the specification of contents, methods and relationship of jobs in
order to satisfy technological and organizational requirements as
well as the social and personal requirements of the job
 Integrated Knowledge Dynamics

Chapter 7 : Matching HR Needs and

People
7-2 JOB ANALYSIS
Job analysis in human resource management (HRM) refers to the
process of identifying and determining the duties, responsibilities,
and specifications of a given job. ... Job analysis in HRM helps
establish the level of experience, qualifications, skills and
knowledge needed to perform a job successfully.
 Integrated Knowledge Dynamics

Chapter 7 : Matching HR Needs and

People
7-3 HUMAN RESOURCES PLANNING
Human resource planning is a process that identifies current and
future human resources needs for an organization to achieve its
goals. Human resource planning should serve as a link between
human resource management and the overall strategic plan of an
organization
 Integrated Knowledge Dynamics

Chapter 7 : Matching HR Needs and

People
7-4 UNDERSTANDING A SHIFTING LABOUR MARKET
• Labor markets are affected by the demand for the goods and
services that labor helps to produce.
• Individual productivity affects wages
• technology affects individual productivity.
• Institutional features of labor markets affect the supply of labor
• cost of hiring
• the price of goods produced.
 Integrated Knowledge Dynamics

Chapter 8 : Developing People

8-1 EMPLOYEE ORIENTATION AND SOCIALIZATION
Employee socialization is the process by which new employees
understand the company's policies, the internal culture, how the
company hierarchy works and the ways to function effectively in
the organization.
Orientation is important because it lays a foundation for the new
employee's entire career with the department. ... Encourages
employee confidence and helps the new employee adapt faster
to the job; Contributes to a more effective, productive workforce;
Improves employee retention
 Integrated Knowledge Dynamics

Chapter 8 : Developing People

8-2 TRAINING AND DEVELOPMENT
• Technical or Technology Training. ...
• Quality Training. ...
• Skills Training. ...
• Soft Skills Training. ...
• Professional Training and Legal Training. ...
• Team Training. ...
• Managerial Training. ...
• Safety Training.
 Integrated Knowledge Dynamics

Chapter 8 : Developing People

8-3 PERFORMANCE MANAGEMENT
performance management is the process of reviewing an
employee’s performance during the preceding year or cycle and
deciding where he or she stands as far as their peers in the same
band are concerned.
The process of reviewing results, arriving at a rating and then
deciding upon the bonus or salary hike is what performance
management is all about. Before we look at the topic sentence, it
is important to understand what goes into the decision making
process and who is involved in the same.
 Integrated Knowledge Dynamics

Chapter 8 : Developing People

8-4 HR'S ROLE IN SETTING A CLIMATE FOR PEOPLE
DEVELOPMENT
• Assess your management team honestly. ...
• Ask your employees what could improve the workplace. ...
• Encourage team spirit and camaraderie. ...
• Change your own attitude by becoming more positive. ...
• Improve the actual work environment. ...
• Give recognition to your top performers to let them know they
are appreciated.
 Integrated Knowledge Dynamics

Chapter 9 : Compensation and

Recognition
9-1 EMPLOYEE COMPENSATION
Employee compensation is the total amount an employee can
expect to receive when working for an organization. There are
many different types of compensation packages that an employer
will offer employees.

There are four different types of direct compensation for

employees. These include: 1) Hourly Compensation, 2) Salaries,
3) Commissions and 4) Bonuses
 Integrated Knowledge Dynamics

Chapter 9 : Compensation and

Recognition
9-2 INCENTIVES AND REWARDS
The Difference Between Incentives And Rewards. ... Put in
simple terms, a reward is something which is actually given to an
employee, whereas an incentive is a motivating factor. For
example, if you give one of your employees a gift for their hard
work, that is a reward
 Integrated Knowledge Dynamics

Chapter 9 : Compensation and

Recognition
9-3 EMPLOYEE BENEFITS AND SERVICES
Benefits are designed to help employees meet basic needs they
might not otherwise be able to meet on their own. ... Employee
services are employee benefits, but they are a more specific form
of employee benefit that employers offer to help instill loyalty
among their workers.
 Integrated Knowledge Dynamics

Chapter 9 : Compensation and

Recognition
9-4 TRENDS IN COMPENSATION AND BENEFITS
• Total rewards.
• Employee financial wellness/well-being. ...
• Hot jobs. ...
• Minimum wage. ...
• Pay equity. ...
• CSR. ...
• Engagement. Research has consistently shown that keeping
employees engaged is the key to running a successful
business. ...
 Integrated Knowledge Dynamics

Chapter 10 : Recruitment and

Selection
10-1 RECRUITMENT STRATEGIES

• Develop a Clear Employer Brand. ...

• Create Job Posts That Reflect Your Company. ...
• Use Social Media. ...
• Invest in an Applicant Tracking System. ...
• Explore Niche Job Boards. ...
• Consider College Recruiting.
 Integrated Knowledge Dynamics

Chapter 10 : Recruitment and

Selection
10-2 Processes for Selecting the Best Candidate
• Read Their Body Language. ...
• Focus on Specific Experiences & Accomplishments. ...
• Evaluate Their Work Ethic & Attitude. ...
• Find out If They're a Life-Long Learner. ...
• Get Feedback From People Who Weren't in the Interview. ...
• Ask Them About Something They're Passionate About. ...
• Give Them a Project or Problem to Solve.
 Integrated Knowledge Dynamics

Chapter 10 : Recruitment and

Selection
10-3 Legal Issues Related to Recruitment and Selection
The main legal issues which affect recruitment are: the need to
have a discrimination free process. Occupational Requirements
as
• is either a man or a woman.
• belongs to a particular racial group.
• holds to a specified religion or belief.
• is of a specified sexual orientation (eg gay)
• possesses a characteristic related to age.
 Integrated Knowledge Dynamics

Chapter 10 : Recruitment and

Selection
10-4 Online and Social Media Recruitment Tools
How to recruit on social media:
• Participate in the right conversations. The key to recruiting on
social media is to cut through the noise and find the right
people. ...
• Take a soft approach and promote your culture. ...
• Don't overlook the niche networks. ...
• Involve every employee. ...
• Help your recruiters grow a social media presence.
Chapter 11 : Developing a Healthy Integrated Knowledge Dynamics

Work Environment and Effective

Employee Relations
11-1 Occupational Health and Safety Legislation - Creating a
Safe Work Environment
• Eliminate potential hazards. ...
• Make sure all workers are properly trained. ...
• Ensure workers have the proper equipment. ...
• Provide visual safety aids and messages. ...
• Create a safety committee – and hold monthly safety
meetings. ...
• Make safety fun.
Chapter 11 : Developing a Healthy Integrated Knowledge Dynamics

Work Environment and Effective

Employee Relations
11-2 The Human Rights Code - Establishing a Positive Work
Environment
• Clear communication. Good communication between a boss
and his or her employees is essential for a positive working
relationship. ...
• Listen to everyone's ideas. Each one of your employees is with
your company for a reason. ...
Chapter 11 : Developing a Healthy Integrated Knowledge Dynamics

Work Environment and Effective

Employee Relations
11-2 The Human Rights Code - Establishing a Positive Work
Environment
• Recognize hard work. ...
• Show your trust. ...
• Have some fun. ...
• Lead the way.
Chapter 11 : Developing a Healthy Integrated Knowledge Dynamics

Work Environment and Effective

Employee Relations
11-3 Managing Employee Separations
Be whatever the types/forms of separation, separation becomes
important and sometimes traumatic event for both the employee
and organisation'.
• Retirement: Retirement is the major cause of separation of
employees from the organisation. ...
• Resignation: ...
Chapter 11 : Developing a Healthy Integrated Knowledge Dynamics

Work Environment and Effective

Employee Relations
11-4 Labour-Management Relations
The term “labor-management relations” refers to interactions
between employees, as represented by labor unions, and their
employers. ... When all else fails, unions sometimes use strikes
(a collective refusal of employees to report for work until their
demands are met) to force management to yield.
Chapter 11 : Developing a Healthy Integrated Knowledge Dynamics

Work Environment and Effective

Employee Relations
11-5 Disciplinary and Grievance Procedures
Disciplinary and grievance procedures. A disciplinary procedure
is used by an employer to address an employee's conduct or
performance. A grievance procedure is used to deal with a
problem or complaint that an employee raises.
 Integrated Knowledge Dynamics

Chapter 12 : Resourcing the

Organisation
12-1 Labour markets
An inclusive labour market is a labour market that allows and
encourages all people of working age to participate in paid work
and provides a framework for their development. At present,
groups such as women, young people, older workers and low-
skilled workers remain underemployed in many sectors and
economies.
 Integrated Knowledge Dynamics

Chapter 12 : Resourcing the

Organisation
12-2 Supply of labour- factors that influence a workers supply of
labour
• Substitution effect of a rise in wages. ...
• Income effect of a rise in wages. ...
• The number of qualified people. ...
• Difficulty of getting qualifications. ...
• The non-wage benefits of a job. ...
• The wages and conditions of other jobs. ...
• Demographic changes and immigration.
 Integrated Knowledge Dynamics

Chapter 12 : Resourcing the

Organisation
12-3 Labour demand
In economics, the labor demand of an employer is the number of
labor-hours that the employer is willing to hire based on the
various exogenous (externally determined) variables it is faced
with, such as the wage rate, the unit cost of capital, the market-
determined selling price of its output
 Integrated Knowledge Dynamics

Chapter 13 : Talent Management

13-1 Definitions and strategy

Talent management refers to the anticipation of required human
capital for an organization and the planning to meet those needs.
... Talent management is the science of using strategic human
resource planning to improve business value and to make it
possible for companies and organizations to reach their goals.
 Integrated Knowledge Dynamics

Chapter 13 : Talent Management

13-1 Definitions and strategy

• Name Your Organizational Goals. ...
• Translate Goals into Human Assets. ...
• Identify Future Obstacles—Before They Become a Problem. ...
• Fine Tune Job Descriptions. ...
• Keep Culture At the Forefront. ...
• Invest in Employees and Focus on Internal Hires. ...
• Create a Barometer to Measure Success.
.
 Integrated Knowledge Dynamics

Chapter 13 : Talent Management

13-1 Definitions and strategy (strategy)

• Name Your Organizational Goals. ...
• Translate Goals into Human Assets. ...
• Identify Future Obstacles—Before They Become a Problem. ...
• Fine Tune Job Descriptions. ...
• Keep Culture At the Forefront. ...
• Invest in Employees and Focus on Internal Hires. ...
• Create a Barometer to Measure Success.
.
 Integrated Knowledge Dynamics

Chapter 13 : Talent Management

13-2 Attracting, selecting, retaining and developing talent

5 Ways to Attract and Retain Talent in Your Business
• Put money into supporting and training employees.
• Let go of the 9-5 mentality. ...
• Give pats on the back. ...
• Avoid stack ranking. ...
• Manage your managers.
.
 Integrated Knowledge Dynamics

Chapter 13 : Talent Management

13-2 Attracting, selecting, retaining and developing talent

Here are five steps to developing an organizational talent pool:
• Review your organizational strategies. ...
• Assess the company's current talent to identify any skills
gaps. ...
• Develop a buy, build and borrow strategy for bridging the
gap. ...
• Create modules or groups of activities that will help employees
get the skills they need.
 Integrated Knowledge Dynamics

Chapter 14 : Job Design

14-1 Analysis, design and evaluation
A job analysis is a process used to collect information about the
duties, responsibilities, necessary skills, outcomes, and work
environment of a particular job.
Job design is a core function of human resource management
and it is related to the specification of contents, methods and
relationship of jobs in order to satisfy
A job evaluation is a systematic way of determining the
value/worth of a job in relation to other jobs in an organization. It
tries to make a systematic comparison between jobs to assess
their relative worth for the purpose of establishing a rational pay
structure.
 Integrated Knowledge Dynamics

Chapter 14 : Job Design

14-2 Job patterns and security
There are a number of patterns of work. If you can understand
these better then you can design environments that better suit
the people.
• The In/Out pattern
• The Traveler pattern
• The Wherever pattern
job security is the probability that an individual will keep
his/her job; a job with a high level of job security is such that a
person with the job would have a small chance of losing it.
 Integrated Knowledge Dynamics

Chapter 15 : Employee turnover

15-1 Turnover versus attrition (gross and net turnover)
Both attrition and turnover decrease the number of employees on
staff, but attrition is typically voluntary or natural — like retirement
or resignation. ... While turnover includes employees who leave
of their own volition, it also refers to employees who are
involuntarily terminated or discharged.
 Integrated Knowledge Dynamics

Chapter 15 : Employee turnover

15-2 Analysing turnover: interpreting the data
Turnover rate refers to the percentage of employees leaving a
company within a certain period of time. High turnover can be
costly to an organization because departing employees
frequently need to be replaced.
 Integrated Knowledge Dynamics

Chapter 15 : Employee turnover

15-3 Cost of turnover for organizations
What is the Cost of Turnover? The cost of turnover is the cost
associated with turning over one position. This calculation
includes the cost of hiring for that position, training the new
employee, any severance or bonus packages, and managing the
role when it is not filled. Every company will experience some
turnover
 Integrated Knowledge Dynamics

Chapter 15 : Employee turnover

15-4 Healthy versus unhealthy turnover
A healthy employee turnover rate is one that allows your
business to run smoothly and presents you with more
opportunities than headaches. If the bottom 10 percent of your
staff typically underperform, then 10 percent may be an ideal
turnover rate for your organization.
A high turnover rate can result in low employee moral. This may
stem from overworked employees who have had increased
workloads and responsibilities due to a lack of an active or
trained workforce. New employees are not immune. They too
may suffer from low morale as they struggle learning new job
duties and procedures.
 Integrated Knowledge Dynamics

Chapter 15 : Employee turnover

15-6 Turnover index
Employee turnover rate is calculated by dividing the number of
employees who left the company by the average number of
employees in a certain period in time. This number is then
multiplied by 100 to get a percentage.
 Integrated Knowledge Dynamics

Chapter 16 : Recruitment and

Selection
16-1 Approaches to selection and appointment
Selection is the process of picking up individuals (out of the pool
of job applicants) with requisite qualifications and competence to
fill jobs in the organization. 9 Steps in the Recruitment and
Selection Process
• Step 1: Advertise the sales position. Be clear and highlight the
capabilities needed for the job.
• Step 2: Resume screening. ...
• Step 3: Phone interview. ...
• Step 4: Face-to-face interview. ...
 Integrated Knowledge Dynamics

Chapter 16 : Recruitment and

Selection
16-1 Approaches to selection and appointment
• Step 5: Assessment. ...
• Step 6: Secondary face-to-face interview. ...
• Step 7: Job Shadow. ...
• Step 8: Reference Check.
 Integrated Knowledge Dynamics

Chapter 16 : Recruitment and

Selection
16-2 Difficulties within the recruitment and selection process
• Failure to attract talented candidates. ...
• Lack of understanding between the recruiters
and hiring manager. ...
• Retaining Millennials in the workforce for a longer period of
time. ...
• Inability in using data effectively.
 Integrated Knowledge Dynamics

Chapter 16 : Recruitment and

Selection
16-3 Graduate recruitment
Graduate recruitment or campus recruitment refers to the
process whereby employers undertake an organised program of
attracting and hiring students who are about to graduate from
schools, colleges, and universities.
 Integrated Knowledge Dynamics

Chapter 16 : Recruitment and

Selection
16-4 Succession planning
Succession planning is a process for identifying and developing
new leaders who can replace old leaders when they leave, retire
or die. Succession planning increases the availability of
experienced and capable employees that are prepared to
assume these roles as they become available.
 Integrated Knowledge Dynamics

Chapter 17 : Equality and Diversity

17-1 Discrimination and the law
prohibits discrimination based on race, color, religion, sex or
national origin. It makes it illegal for employers to discriminate
based upon protected characteristics regarding terms, conditions,
and privileges of employment
The United States Department of Justice defines a hate crime as
any act of “violence, property damage, or threat that is motivated
in whole or in part by an offender's bias based on race, religion,
ethnicity, national origin, gender, physical or mental disability, or
sexual orientation.”
 Integrated Knowledge Dynamics

Chapter 17 : Equality and Diversity

17-2 Equality and diversity policies and strategies
Equality and Diversity is the current term used for 'Equal
Opportunities'. It is the legal obligation to protect against
discrimination. Discrimination can be against a person's sex,
gender, disability, sexual orientation, religion, belief, race or age.
What do you think the definition of Equality & Diversity might be?
 Integrated Knowledge Dynamics

Chapter 17 : Equality and Diversity

17-2 Equality and diversity policies and strategies (This
means)
• Setting clear rules in regards to how people should be treated.
• Challenging any negative attitudes.
• Treating all staff and students fairly and equally.
• Creating an all-inclusive culture for staff and students.
• Avoiding stereotypes in examples and resources.
• Using resources with multicultural themes.
 Integrated Knowledge Dynamics

Chapter 18 : Theories of Employment

Relations
• Marxist Perspective of Industrial Relations. ...
• The Pluralist Theory of Industrial Relations. ...
• Unitary Theory of Industrial Relations. ...
• Industrial Relations in Practice.
• Approaches to employment relations
• Feminism, postmodernism, critical studies
 Integrated Knowledge Dynamics

Chapter 19 : Employment Relations

and HRM
19-1 Origins of industrial relations and move to employment
relations
The definition of employee relations refers to an organization's
efforts to create and maintain a positive relationship with its
employees. ... Typically, an organization's human resources
department manages employee relations efforts; however, some
organizations may have a dedicated employee relations manager
role
 Integrated Knowledge Dynamics

Chapter 19 : Employment Relations

and HRM
19-2 Challenges and changes
• Increasing decent employment.
• Achieving gender equality in the workplace.
• Responding to the environmental crisis.
• Bringing child labor to an end.
 Integrated Knowledge Dynamics

Chapter 20 : Local, National and

Global Effects
20-1 Globalisation
It describes the way countries and people of the world interact
and integrate. Many things have become globalized as people
come into contact. Economic globalization is how countries are
coming together as one big global economy, making international
trade easier.
 Integrated Knowledge Dynamics

Chapter 20 : Local, National and

Global Effects
20-2 PESTLE and ER
A PESTEL analysis is a framework or tool used by marketers to
analyse and monitor the macro-environmental (external
marketing environment) factors that have an impact on an
organisation. The result of which is used to identify threats and
weaknesses which is used in a SWOT analysis.
 Integrated Knowledge Dynamics

Chapter 20 : Local, National and

Global Effects
20-3 Capitalism, labor markets, ownership
Under capitalism, according to Marx, labour-power becomes a
commodity – it is sold and bought on the market. ... The capitalist
can then sell these and obtain surplus value; since the wages
paid to the workers are lower than the value of the goods or
services they produce for the capitalist
 Integrated Knowledge Dynamics

Chapter 20 : Local, National and

Global Effects
20-4 Diversity, migration, EU, international institutions
Diversity It means understanding that each individual is unique,
and recognizing our individual differences. These can be along
the dimensions of race, ethnicity, gender, sexual orientation,
socio-economic status, age, physical abilities, religious beliefs,
political beliefs, or other ideologies
migration There are different types of migration such as counter-
urbanization, emigration, immigration, internal migration,
international migration and rural-urban migration.
 Integrated Knowledge Dynamics

Chapter 21 : Power and Authority

21-1 Power, authority, cooperation and compliance
Power is an entity's or individual's ability to control or direct
others, while authority is influence that is predicated on
perceived legitimacy. Consequently, power is necessary for
authority, but it is possible to have power with out authority.
cooperation is people working together to achieve results or
people helping each other out to achieve a common goal.
It is the job of the inspectors to enforce compliance with the
regulations. The company said that it had always acted
in compliance with environmental laws.
 Integrated Knowledge Dynamics

Chapter 21 : Power and Authority

21-2 Governance and legitimacy
legitimacy is the right and acceptance of an authority, usually a
governing law or a régime. Whereas "authority" denotes a
specific position in an established government, the term
"legitimacy" denotes a system of government—wherein
"government" denotes "sphere of influence“
Governance is the term for the way a group of people such as a
country do things. Many groups create a government to decide
how things are to be done. Governance is different from politics
 Integrated Knowledge Dynamics

Chapter 21 : Power and Authority

21-3 Management control

Management control describes the means by which the actions

of individuals or groups within an organization are constrained to
perform certain actions while avoiding other actions in an effort to
achieve organizational goals.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Involvement

22-1 Communication
Communication is simply the act of transferring information from
one place, person or group to another. Every communication
involves (at least) one sender, a message and a recipient. This
may sound simple, but communication is actually a very complex
subject.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Involvement

22-2 Definitions and legislation regarding involvement and
participation

One of the main differences between employee participation and

employee involvement is that participation refers to the actual
business activities that employees perform, whereas involvement
is about the level of input in decision-making that employees
have regarding which business activities they perform.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Involvement

22-3 Constraints and opportunities
Opportunities are those site characteristics that may encourage
certain types of use or development. ... Constraints are those
characteristics that might limit or restrict use. Examples include
steep slopes or sensitive wildlife habitat.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Involvement

22-4 Collective bargaining
The term "collective bargaining" refers to the process through
which workers negotiate with an employer about terms and
conditions of employment. ... The Wagner Act sets forth a
framework for the procedure and practice through which elected
officials from a union meet with employers and negotiate
employment conditions.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Involvement

22-5 The bargaining process
• Preparation for negotiation.
• Issues for bargaining.
• Negotiation.
• Negotiated agreement.
• Ratification of agreement.
• Implementation of agreement.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Involvement

22-5 Non-union firms
A non-union employee is an employee who is not a member of a
labor union. ... However, non-union employees make up a
majority of U.S. workers and are entitled to similar workplace
protection as their unionized counterparts.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Engagement

Employee engagement is the extent to which employees feel
passionate about their jobs, are committed to the organization,
and put discretionary effort into their work. Employee
engagement is not the same as employee satisfaction.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Engagement

practices can increase employee engagement:
• Job enrichment. ...
• Recruiting. ...
• Selection. ...
• Training and development. ...
• Strategic compensation. ...
• Performance management.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Engagement

Organisational commitment is the bond employees experience
with their organisation. Broadly speaking, employees who
are committed to their organisation generally feel a connection
with their organisation, feel that they fit in and, feel they
understand the goals of the organisation.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Engagement

Organisational commitment is the bond employees experience
with their organisation. Broadly speaking, employees who
are committed to their organisation generally feel a connection
with their organisation, feel that they fit in and, feel they
understand the goals of the organisation.
As an employer, employee health and wellbeing does more than
just making them happy at work. It's proven that promoting health
at work can make an employee more productive, too. Happier
and healthier employees are shown to regularly outperform those
who are in organisations which do not promote health and
wellbeing.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Engagement

Organisational commitment is the bond employees experience
with their organisation. Broadly speaking, employees who
are committed to their organisation generally feel a connection
with their organisation, feel that they fit in and, feel they
understand the goals of the organisation.
As an employer, employee health and wellbeing does more than
just making them happy at work. It's proven that promoting health
at work can make an employee more productive, too. Happier
and healthier employees are shown to regularly outperform those
who are in organisations which do not promote health and
wellbeing.
 Integrated Knowledge Dynamics

Chapter 22 : Employee Engagement

Employee engagement and performance management in the
federal sector. Much research has demonstrated that employee
engagement is significantly correlated with positive organizational
outcomes such as productivity, customer satisfaction, and
reduced absenteeism.
 Integrated Knowledge Dynamics

Chapter 23 : Pay and Reward

The salary scale for Staff positions determines the salary range
for such positions (INCLUDE REFERENCE HERE). This
determination is based on education and experience as defined
in each position's official job description, and market demand,
determined by recruitment ease or difficulty, and market
research.

Employee reward systems refer to programs set up by a

company to reward performance and motivate employees on
individual and/or group levels. They are normally considered
separate from salary but may be monetary in nature or otherwise
have a cost to the company.
 Integrated Knowledge Dynamics

Chapter 23 : Pay and Reward

The Difference Between Incentives And Rewards. ... Put in
simple terms, a reward is something which is actually given to an
employee, whereas an incentive is a motivating factor. For
example, if you give one of your employees a gift for their hard
work, that is a reward
 Integrated Knowledge Dynamics

Chapter 24 : Discrimination, Difference

and Diversity
Equality is about ensuring everybody has an equal opportunity,
and is not treated differently or discriminated against because of
their characteristics. Diversity is about taking account of
the differences between people and groups of people, and
placing a positive value on those differences.
 Integrated Knowledge Dynamics

Chapter 24 : Discrimination, Difference

and Diversity
• Types of discrimination
• age.
• carer and parental status.
• disability (including physical, sensory and intellectual disability,
work related injury, medical conditions, and mental,
psychological and learning disabilities)
• employment activity.
• gender identity, lawful sexual activity and sexual orientation.
• industrial activity.
• marital status.
 Integrated Knowledge Dynamics

Chapter 24 : Discrimination, Difference

and Diversity
• Human Resources Management and the Law. The field
of human resources management is greatly influenced and
shaped by the state and
federal laws governing employment issues. Indeed, regulations
and laws govern all aspects of human resource management—
recruitment, placement, development, and compensation.
 Integrated Knowledge Dynamics

Chapter 24 : Discrimination, Difference

and Diversity
• Human Resources Management and the Law. The field
of human resources management is greatly influenced and
shaped by the state and
federal laws governing employment issues. Indeed, regulations
and laws govern all aspects of human resource management—
recruitment, placement, development, and compensation.
Policies and procedures are designed to influence and determine
all major decisions and actions, and all activities take place within
the boundaries set by them. Procedures are the specific methods
employed to express policies in action in day-to-day operations of
the organization.
 Integrated Knowledge Dynamics

Chapter 25 : Discipline and Grievance

The causes of grievances include the interpretation of areas like
placement, transfer, promotion, working conditions, payment of
wages, allowances, overtime pay, victimization, medical benefits,
housing facilities, increments, granting loans, conditions of work,
leave, seniority, safety measures, fines.
Types of Discipline Used in the Workplace
• Defining Progressive Discipline. The type of discipline depends
on the issue facing the employer. ...
• Written Reprimand. A written reprimand is appropriate when the
employee ignores a verbal warning about his behavior. ...
 Integrated Knowledge Dynamics

Chapter 25 : Discipline and Grievance

Types of Discipline Used in the Workplace (cont)
• Temporary Pay Cut. ...
• Performance Improvement Plan. ...
• Suspension. ...
• Demotion and Termination. ...
• Weingarten Rights.
 Integrated Knowledge Dynamics

Chapter 26 : Conflict/Dispute
Resolution
industrial action Certain sanctions available to groups of workers
and employers in dispute with each other over employment
conditions. ... Unofficial strikes are called without formal approval
from the workers' trade union.
ten methods to create harmony in your team and your
project.
• Be Aware That Conflict Occurs. ...
• Set the Ground Rules. ...
• Learn About Destructive Conflicts. ...
• Stop Conflict When it Happens. ...
 Integrated Knowledge Dynamics

Chapter 26 : Conflict/Dispute
Resolution
ten methods to create harmony in your team and your
project.(cont)
• Get the Whole Story. ...
• Meet for Resolutions. ...
• Discuss Both Sides of a Perspective. ...
• Make Compromise a Goal.
 Integrated Knowledge Dynamics

Chapter 26 : Conflict/Dispute
Resolution
Conciliation is an alternative dispute resolution (ADR) process
whereby a third party (the conciliator) is appointed as a neutral
and unbiased person to help parties involved in a dispute to
achieve a settlement by steering negotiations towards an
amicable conclusion.

While tribunals are formed to deal with specific matters, courts

deal with all types of cases. The tribunal can be a party to the
dispute, whereas a court cannot be a party to the dispute. ... The
court is presided over by the judge, panel of judges, i.e. jury, or
magistrate
 Integrated Knowledge Dynamics

Chapter 27 : Downsizing/Redundancy
Definition
Downsizing inevitably involves making redundancies, with occur
when an employer is ceasing to carry on with work for which
the employee was employed, or is ceasing to carry on with work
in the place where the employee is employed.
Collective redundancy consultation
This is a process of consultation which needs to be followed with
affected employees where a redundancy exercise is planned by a
business and the employer proposes (before any definite
decision is made) to make: a) 20 or more employees redundant;
b) at one establishment; and. c) within 90 days or less.
 Integrated Knowledge Dynamics

Chapter 27 : Downsizing/Redundancy
Dismissal and redundancy agreements
Redundancy happens when your job disappears. It's not
the same as being dismissed from your job for other reasons.
When you're made redundant, you've done nothing wrong and no
one is questioning your ability to do your job. ... Because the
work you do is no longer needed.
 Integrated Knowledge Dynamics

Chapter 27 : Downsizing/Redundancy
• Negotiating a higher redundancy payout – 10 top tips
• Set out your objectives.
• Check your contract of employment.
• Check your employer's redundancy policies.
• Decide your negotiating strategy.
• (Almost) always seek to negotiate the financial values.
• Be clear and polite when negotiating.
• Take good notes of meetings.
• Do your research.
 Integrated Knowledge Dynamics

Chapter 28 : Learning and

Development
The learning strategy seeks to support
professional development and build capabilities across the
company, on time, and in a cost-effective manner. In addition,
the learning strategy can enhance the company culture and
encourage employees to live the company's values.
individual learning plan will boost your job performance using a
structured approach. Here are the 4 steps to developing an
individual learning plan.
• Conduct a self-assessment. ...
• Determine the learning styles. ...
• Identify learning activities to support the goals. ...
 Integrated Knowledge Dynamics

Chapter 28 : Learning and

Development
Four Major Theories of Training and Development
• Theory of Reinforcement. This theory emphasizes on the
learning behavior of a person and suggests that the learner will
repeat that behavior which is attached with a positive outcome
or result. ...
• Theory of Learning Types. ...
• Theory of Experiential Learning. ...
• Theory of Social Learning.
 Integrated Knowledge Dynamics

Chapter 29 : Leadership and

Management Development
From a behavioural perspective, the purpose of leadership and
management development is to ensure the development of the
most appropriate style of leadership and achieving a universal
level of best practice.
• to Create a Leadership Development Strategy
• Identify the business challenges and goals. ...
• Identify the implications for leadership development. ...
• Create a leadership development vision and mission. ...
 Integrated Knowledge Dynamics

Chapter 29 : Leadership and

Management Development
• Create a list of 3-5 year leadership development goals. ...
• Develop measures and action plans for each goal. ...
• Create a leadership competency model.
 Integrated Knowledge Dynamics

Chapter 30 : Organizational
Development
Organisation Development is an objectives based approach to
systems change within an organisation. Organisation
Development enables organisations to build and sustain a new
desired state for the entire organisation.
Organisational development (OD) is different from human
resource management (HRM). HRM (or just HR) is the discipline
that defines what management should do to get the best from
their people across the employment cycle. ... The ultimate
outcome of OD is change that in turn yields achievement of the
strategy.
 Integrated Knowledge Dynamics

Chapter 30 : Organizational
Development
• Top 9 Techniques of Organisation Development
• Survey Feedback: Information is collected through survey
method. ...
• Team Building: ADVERTISEMENTS: ...
• Sensitivity Training: ADVERTISEMENTS: ...
• Managerial Grid: ...
• Management by Objectives (MBO): ...
• Brain Storming: ...
• Process Consultation: ...
• Quality Circles:
 Integrated Knowledge Dynamics

Chapter 30 : Organizational
Development
In business management, a learning organization is a company
that facilitates the learning of its members and continuously
transforms itself. ... Learning organizations develop as a result of
the pressures facing modern organizations and enables them to
remain competitive in the business environment.
 Integrated Knowledge Dynamics

Chapter 31 : Relationships and Rights

at Work
The contarct
An employment contract or contract of employment is a kind of
contract used in labour law to attribute rights and responsibilities
between parties to a bargain. The contract is between an
"employee" and an "employer". It has arisen out of the old
master-servant law, used before the 20th century.
 Integrated Knowledge Dynamics

Chapter 31 : Relationships and Rights

at Work
Common law and statutory regulation
Labor laws have a uniform purpose: they protect employees'
rights and set forth employers' obligations and responsibilities.
They also have multiple functions. The primary functions of labor
laws are to provide equal opportunity and pay, employees'
physical and mental well-being and safety, and workplace
diversity
 Integrated Knowledge Dynamics

Chapter 31 : Relationships and Rights

at Work
the main common-law duties concerned with your health and
safety are:
• a duty of care – your employer must take reasonable care of
your safety, avoid exposing you to any unnecessary risks and
ensure a safe system of work; and.
• a duty to maintain mutual trust and confidence.
 Integrated Knowledge Dynamics

Chapter 31 : Relationships and Rights

at Work
TERMINATION
A standard part of any employment contract is the "termination"
clause. It states that either party may terminate the employment
contract for any reason by giving a certain amount of notice, such
as two weeks' notice.
 Integrated Knowledge Dynamics

Chapter 32 : Employee Engagement

• What are the Characteristics of Engaged Employees?

• are enthusiastic and energetic – they go the extra mile.
• care about what they do and have a sense of purpose in their
work.
• have positive attitudes towards the organization and its values.
• feel valued for their contributions.
 Integrated Knowledge Dynamics

Chapter 32 : Employee Engagement

employee wellbeing
The government and those influencing public policy are
encouraging employers to take employee
wellbeing seriously. ... Wellbeing is essentially how someone
feels about various aspects of their life – their home life, their
health, their relationships with others, their job and other activities
 Integrated Knowledge Dynamics

Chapter 32 : Employee Engagement

ways to boost employee wellbeing at your company.
• Throw Down Fitness Challenges. ...
• Give Employees The Tools to Discover Their Purpose. ...
• Encourage Employees to Develop Friendships. ...
• Break Out in an Impromptu Dance Competition. ...
• Get Some Steps in During Your Meetings.
 Integrated Knowledge Dynamics

Chapter 32 : Employee Engagement

how to increase employee engagement at the workplace.
• Encourage flexibility. ...
• Volunteer as a team. ...
• Always be authentic. ...
• Promote taking breaks. ...
• Asking for feedback. ...
• Hold regular social gatherings. ...
• Clarify goals. ...
• Provide a nice environment.
 Integrated Knowledge Dynamics

Chapter 33 : Performance
Management
Performance management
is the process of creating a work environment or setting in which
people are enabled to perform to the best of their abilities.
Performance management is a whole work system that begins
when a job is defined as needed. It ends when an employee
leaves your organization.
 Integrated Knowledge Dynamics

Chapter 34 : Employee Reward

Reward management
is concerned with the formulation and implementation of
strategies and policies that aim to reward people fairly, equitably
and consistently in accordance with their value to the
organization. ... Reward management aims to create and
efficiently operate a reward structure for an organisation.
 Integrated Knowledge Dynamics

Chapter 34 : Employee Reward

Employee Reward Ideas (That Aren't All Cash)
• Office Perks.
• Camp Out in the Corner Office.
• Dinner with the Boss.
• The Best Parking Spot.
• Assistant for the Week.
• Office Update Budget.
• Free Lunch for the Team (Your Choice, Of Course)
• Festival or Sporting Event Tickets.
 Integrated Knowledge Dynamics

Chapter 34 : Employee Reward

determination
The salary scale for Staff positions determines the salary range
for such positions (INCLUDE REFERENCE HERE).
This determination is based on education and experience as
defined in each position's official job description, and market
demand, determined by recruitment ease or difficulty, and market
research.
 Integrated Knowledge Dynamics

Chapter 35 : Employee Voice

A trade union representative ('rep’)
is a union member who represents and gives advice to
colleagues when they have problems at work. Trade union reps
aren't paid but they do get paid time off to do their work as a rep.
Nonunion employee representation can be defined as
employees' participation in decision-making within firms through
representative agencies. This form of representation plays an
important role in corporate governance in many West European
countries
 Integrated Knowledge Dynamics

Chapter 36 : The Public Sector

• Employee development
• Leadership and management
 Integrated Knowledge Dynamics

Chapter 37 : International Human

Resource Management
International Human Resource Management (IHRM)
can be defined as a set of activities targeting human resource
management at the international level. It strives to meet
organizational objectives and achieve competitive advantage
over competitors at national and international level.
 Integrated Knowledge Dynamics

Chapter 38 : Classical Theories of

Management
management
has four basic functions – planning, organizing, leading and
controlling. ... A classic theory on the principles of
management was written by Henri Fayol.
bureaucracy
means government workers, or a group that makes official
decisions following an established process. An example of a
bureaucracy is the staff that runs a city hall. Bureaucracy is
defined as working in a way that has many steps to complete a
task and very strict order and rules.
 Integrated Knowledge Dynamics

Chapter 39 : Human Relations and

Social Psychological Theories
Motivation – what motivates people?
• Survival needs (food, shelter, clothing)
• Accomplishment (school, career, sports, etc.)
• Fun (partying, dancing, playing, beach, etc.)
• Taste (food)
• Curiosity (needing to know something)
• Laughter (feeling uplifted)
 Integrated Knowledge Dynamics

Chapter 39 : Human Relations and

Social Psychological Theories
Motivation – how motivation occurs?
theories of motivation focus on factors internal to the individual
that energize and direct behaviour.
In general, such theories regard motivation as the product of
internal drives that compel an individual to act or move (hence,
"motivate") toward the satisfaction of individual needs
 Integrated Knowledge Dynamics

Chapter 40 : Theories of Leadership

and Group Behaviour
Leadership – theory and practice (The Eight Major Theories
of Leadership)
• Overview of Theories.
• "Great Man"
• Trait.
• Contingency.
• Situational.
• Behavioral.
• Participative.
• Management.
 Integrated Knowledge Dynamics

Chapter 40 : Theories of Leadership

and Group Behaviour
A group
is a collection of individuals who coordinate their individual
efforts. On the other hand,
at team is a group of people who share a common team purpose
and a number of challenging goals. Members of the team are
mutually committed to the goals and to each other.
 Integrated Knowledge Dynamics

Chapter 41 : Systems and

Contingency Approaches to
Management Theory
A system is a network of interdependent elements that work
together to accomplish the systems aim (or its intent). ... The
organisation as a total system is made up of sub-systems which
typically include its functions. These may include marketing,
finance, production, operations, HR, etc.
 Integrated Knowledge Dynamics

Chapter 41 : Systems and

Contingency Approaches to
Management Theory
A contingency approach to management
is based on the theory that management effectiveness is
contingent, or dependent, upon the interplay between the
application of management behaviors and specific situations. In
other words, the way you manage should change depending on
the circumstances. One size does not fit all
 Integrated Knowledge Dynamics

Chapter 42 : Contemporary
Approaches to Management Theory
Responsive Organizations
are built to learn and respond rapidly through the open flow of
information; encouraging experimentation and learning on rapid
cycles; and organizing as a network of employees, customers,
and partners motivated by shared purpose.
 Integrated Knowledge Dynamics

Chapter 42 : Contemporary
Approaches to Management Theory
Supply-chain management
is a cross-functional approach that includes managing the
movement of raw materials into an organization, certain aspects
of the internal processing of materials into finished goods, and
the movement of finished goods out of the organization and
toward the end consumer
 Integrated Knowledge Dynamics

Chapter 43 : The Context of

Management
The business environment
Definition of Business Environment is sum or collection of all
internal and external factors such as employees, customers
needs and expectations, supply and demand, management,
clients, suppliers, owners, activities by government, innovation in
technology, social trends, market trends, economic changes, etc.
 Integrated Knowledge Dynamics

Chapter 43 : The Context of

Management
An organization or organisation is an entity comprising multiple
people, such as an institution or an association, that has a
particular purpose

Organizational culture is a system of shared assumptions,

values, and beliefs, which governs how people behave in
organizations. These shared values have a strong influence on
the people in the organization and dictate how they dress, act,
and perform their jobs.
 Integrated Knowledge Dynamics

Chapter 43 : The Context of

Management
Managing diversity
aims at providing employees with backgrounds, needs, and skill
sets that may vary widely with the opportunity to engage with the
company and their co-workers in a manner that produces an
optimal work environment and the best possible business results
for the company.
 Integrated Knowledge Dynamics

Chapter 44 : Strategy
Decision making
refers to making choices among alternative courses of action—
which may also include inaction. ... Individuals
throughout organizations use the information they gather to make
a wide range of decisions. These decisions may affect the lives of
others and change the course of an organization
Strategic management
involves setting objectives, analyzing the competitive
environment, analyzing the internal organization,
evaluating strategies, and ensuring that management rolls out
the strategies across the organization
 Integrated Knowledge Dynamics

Chapter 44 : Strategy
The strategic management process
means defining the organization's strategy. It is also defined as
the process by which managers make a choice of a set
of strategies for the organization that will enable it to achieve
better performance
 Integrated Knowledge Dynamics

Chapter 45 : Financial Aspects of

Management
financial accounting refers to the aggregation
of accounting information into financial statements,
while managerial accounting refers to the internal processes
used to account for business transactions. ...
Managerial accounting frequently deals with estimates, rather
than proven and verifiable facts.
 Integrated Knowledge Dynamics

Chapter 45 : Financial Aspects of

Management
Capital budgeting is the process of determining how to allocate
(invest) the finite sources of capital (money) within an
organization. There is usually a multitude of potential projects
from which to choose, hence the need to budget appropriately

Capital investment decisions involve the judgments made by a

management team in regard to how funds will be spent to
procure capital assets. ... Whether the cash flows from the
investment will generate a positive return on investment
 Integrated Knowledge Dynamics

Chapter 45 : Financial Aspects of

Management
Pricing is the process whereby a business sets the price at
which it will sell its products and services, and may be part of the
business's marketing plan. ... The needs of the consumer can be
converted into demand only if the consumer has the willingness
and capacity to buy the product.
 Integrated Knowledge Dynamics

Chapter 46 : Information Resource

Management
Information technology (IT) is the use of computers to store,
retrieve, transmit, and manipulate data or information. IT is
typically used within the context of business operations as
opposed to personal or entertainment technologies. IT is
considered to be a subset of information and
communications technology (ICT).
 Integrated Knowledge Dynamics

Chapter 46 : Information Resource

Management
Information Systems is an academic study of systems with a
specific reference to information and the complementary
networks of hardware and software that people and organizations
use to collect, filter, process, create and also distribute
data. ... Information systems are also different from business
processes.
 Integrated Knowledge Dynamics

Chapter 47 : Global Management

Global management
refers to the way an organization manages its business
internationally, including its sales, marketing, hiring and finance
practices. Many schools offer training and degree programs
in global management.
 Integrated Knowledge Dynamics

Chapter 48 : Establishing Learning

Needs
How do you conduct a learning needs analysis?
• Step 1: Determine the Desired Business Outcomes. ...
• Step 2: Link Desired Business Outcomes With Employee
Behavior. ...
• Step 3: Identify Trainable Competencies. ...
• Step 4: Evaluate Competencies. ...
• Step 5: Determine Performance Gaps. ...
• Step 6: Prioritize Training Needs. ...
• Step 7: Determine How to Train. ...
•
 Integrated Knowledge Dynamics

Chapter 48 : Establishing Learning

Needs
Training Needs Analysis (TNA) is the process in which the
company identifies training and development needs of its
employees so that they can do their job effectively.
It involves a complete analysis of training needs required at
various levels of the organisation.
 Integrated Knowledge Dynamics

Chapter 48 : Establishing Learning

Needs
There are a number of different survey techniques that can be
used to collect primary data, such as interviews (e.g., face-to-
face, telephone, e-mail, fax) or self-administered questionnaires.
When polls, censuses, and other direct data collection are
undertaken, these all constitute primary data sources
 Integrated Knowledge Dynamics

Chapter 49 : Designing Learning

Interventions
Learning
is the relatively permanent change in a person's knowledge or
behavior due to experience. ... “We define learning as the
transformative process of taking in information that—when
internalized and mixed with what we have experienced—changes
what we know and builds on what we do.
 Integrated Knowledge Dynamics

Chapter 49 : Designing Learning

Interventions
Learning
is the relatively permanent change in a person's knowledge or
behavior due to experience. ... “We define learning as the
transformative process of taking in information that—when
internalized and mixed with what we have experienced—changes
what we know and builds on what we do.
• The organisational perspective
• The learner perspective
• The designer’s perspective
 Integrated Knowledge Dynamics

Chapter 49 : Designing Learning

Interventions
What is learning design? Learning design is a considered,
creative process that occurs within a wider eco-system of people,
processes, systems and places, in which one element is
dependent on the others
 Integrated Knowledge Dynamics

Chapter 50 : Delivering and

Facilitating Learning
Mentoring is a long-term process based on mutual trust and
respect. Coaching, on the other hand, is for a short period of
time. Mentoring is more focused on creating an informal
association between the mentor and mentee,
whereas coaching follows a more structured and formal
approach
 Integrated Knowledge Dynamics

Chapter 50 : Delivering and

Facilitating Learning
• Teaching Strategies to Perfect Presentation Skills
• Watch a Pro Give a Presentation. A great way for students to
perfect their presentation skills is to watch someone else give
a presentation. ...
• Use Process Visualization. A great way for students to improve
their presentation performance is to use process
visualization. ...
• Practice Delivery. ...
• Engage the Audience.
 Integrated Knowledge Dynamics

Chapter 50 : Delivering and

Facilitating Learning
Blended learning uses technology
to combine in-class and out-of-class learning, maximising the
educational impact for students as a result. ... In universities,
students are contributing more content of their own, both for
collaborating with each other, for doing projects, and for
assessment purposes.
 Integrated Knowledge Dynamics

Chapter 51 : Evaluating Training and

Development
Evaluation
is a process that critically examines a program. It involves
collecting and analyzing information about a program's activities,
characteristics, and outcomes. Its purpose is to make judgments
about a program, to improve its effectiveness, and/or to inform
programming decisions
 Integrated Knowledge Dynamics

Chapter 51 : Evaluating Training and

Development
Evaluation
is a process that critically examines a program. It involves
collecting and analyzing information about a program's activities,
characteristics, and outcomes. Its purpose is to make judgments
about a program, to improve its effectiveness, and/or to inform
programming decisions
Value learning is a complicated process of acquiring
personal values as motivational goals and principles that guide
behavior (Schwartz 1992). Values are gained in the process of
socialization and represent more or less stable personal
characteristics
 Integrated Knowledge Dynamics

Chapter 51 : Evaluating Training and

Development
• While it may seem impossible to actually measure such
intangible outcomes, there are tools for doing just that kind
of evaluation.
They include:
• Surveys. ...
• Observation. ...
• Case Studies. ...
• Focus Groups. ...
• Interviews.
 Integrated Knowledge Dynamics

Chapter 51 : Evaluating Training and

Development
Barriers to evaluation

• Lack of resources and funding to carry out an evaluation or

hire an independent evaluator.
• Lack of time to carry out an evaluation.
 Integrated Knowledge Dynamics

Chapter 52 : Professionalism and

Ethics
Ethics is defined as a moral philosophy or code of morals
practiced by a person or group of people. An example of ethics is
a the code of conduct set by a business.
Professional practice. The term 'professional practice' refers to
the conduct and work of someone from a
particular profession. ... Professional bodies may set standards of
ethics, performance, competence, insurance, training and so on
that must be met to remain within the profession
 Integrated Knowledge Dynamics

Chapter 52 : Professionalism and

Ethics
Professional development is learning to earn or
maintain professional credentials such as academic degrees to
formal coursework, attending conferences, and informal learning
opportunities situated in practice. It has been described as
intensive and collaborative, ideally incorporating an evaluative
stage
 Integrated Knowledge Dynamics

Chapter 1 : Human management: An

overview
The macroeconomic and management issues facing the Indian
economy are the removal of the twin evils of employment and
poverty. How to remove these twin evils and more important,
promote optimum utilization of human capacities would be a
major concern of not only the State but also serious problems to
management and it is time that Indian business and management
face the challenges of these issues and make a contribution in
solving these issues.