2.
1The Functions and Evolution
of Human Resources
Management
Human Resources Management
• Human resources are one of
the main resources needed by
businesses to operate.
• Successful businesses are
those who retain the best
human resources who are
capable of providing the best
outcomes.
• Human resources
management is the process of
hiring, developing and
retaining the human.
resources.
Labour Turnover
External Factors that influence HR Plan
External Factors that influence HR Plan
Internal Factors that influence HR Plan
Importance of Training
Forms of Training
Other Forms of Training
Appraisal
• Appraisal is the third stage of HR plan, which
include the review of the employees’
performance.
• Appraisal is different from traditional review as
it includes two ways communication between
managers and employees to build up a
constructive feedback to foster a positive
working environment.
Appraisal Costs and Limitations
Forms of Appraisal
Forms of Appraisal
Forms of Appraisal
Termination, Dismissal and
Redundancy
Why Low Dismissal Rate?
Termination
Dismissal
Redundancy
Types of Redundancy
Changes in the working
Environment
Changes in Work Practices
Changes in Work Practices
Changes in work preferences
Outsourcing and Off-Shoring
Strategies
Impact of Innovation
Impact of Ethics
Impact of Culture
Cultural Differences
How to manage cultural diversity?
2.2 The Organizational Structure
Organizational Chart
Organizational Chart
Organizational Chart
Different Structures of an
Organization
Different Structures of an Organization
Different Structures of an Organization
Types of Organization Charts
Types of Organization Charts
Types of Organization Charts
Types of Organization Charts
Types of Organization Charts
Types of Organization Charts
Changes in Organization Structures
Changes in Organization Structures
Project-Based Organizations
Changes in Organization Structures
Changes in Organization Structures
Communication
Communication Process
Forms of Communication
Forms of Communication
Forms of Communication
2.3 Leadership and
Management
Introduction
• Management function aims to ensure that employees are conducting their
tasks in the most efficient manner.
• It is conducted on various levels from top management to bottom line
supervisors.
• It involves various departments that are included in the business to make
sure that the targeted objectives are achieved on time.
Key Management Functions
Key Management Functions
Scientific & intuitive management
Scientific thinking/management relies on making decisions thoroughly by gathering the
necessary information and data and then analysing this before deciding what to do.
The scientific decision-making process involves numerous steps:
1- Where are we now? - Identifying the issue (or opportunity) or problem, i.e.,
determining where the organization currently is.
2- Where do we want to be? - Deciding what is important for the organization in
relations to its business objectives and mission or vision, i.e., determining where the
business wants to be.
3- How do we get there? - Using available data and information to compare alternative
options in order to choose and implement a plan of action to achieve these goals, i.e.,
determining how the business will get to where it wants to be.
Scientific decision making is based on available qualitative data and quantitative
information. Whilst this approach takes more time and can be more costly, it can help to
minimize the risks of decision making and problem solving, especially if major strategic
decision need to be made.
Scientific & intuitive management
Intuitive thinking/management relies on considered instinctive feelings and
emotions to make decisions.
It is based on people's knowledge, insights, gut feelings, instinct, an inner voice, or
faith. Quite often, managers use intuitive decision making when tackling ethical
dilemmas, for example. An everyday example is using intuition when playing chess
at a competitive level.
Intuitive thinking is far more than just using common sense to make decisions
(common sense is not always common!) It involves additional sensory perceptions
and emotions to make more informed choices.
In addition, intuitive thinking/management is suitable when reliable facts and data
are not readily available, such as during an emergency or crisis situation.
Managers Vs. Leaders
Managers Vs. Leaders
Types of Leadership
• Autocratic Leaders
Types of Leadership
• Paternalistic Leaders
Types of Leadership
• Democratic Leaders
Types of Leadership
• Laissez-Faire Leaders
Types of Leadership
• Laissez-Faire Leaders
Types of Leadership
• Situational Leaders
Types of Leadership
The style of leadership will be influenced by:
Effects of Ethical Considerations and Cultural
Differences in Leadership
Effects of Ethical Considerations and Cultural
Differences in Leadership
Effects of Ethical Considerations and Cultural
Differences in Leadership
2.4 Motivation
Motivation
Motivation is the factors that influence a
person to work and achieve the desired
goals.
Motivation has two forms:
Intrinsic Motivation.
Extrinsic Motivation.
Intrinsic Motivation
Extrinsic Motivation
Motivation Theories
Frederick Winslow Taylor.
Abraham Maslow.
Frederick Herzberg.
John Adams.
Daniel Pink.
Financial Rewards
Non-Financial Rewards
2.5 Organizational and
Corporate Cultures
(HL only)
Organizational Culture
• The values, attitudes and beliefs of the people working in an
organisation that control the way they interact with each other
and with external stakeholder groups.
A commonly used definition of organisational culture is 'the way
we do things around here'1. This means how people within the
organisation view the world and respond to it in trying to achieve
certain goals.
Organizational Culture
• It is widely understood that different organizations have
distinctive cultures. For example, the culture of a steel
company will be very different to that of a leading
independent IB girls' school. The culture of an organization
gives it a sense of identity and is based on the values,
attitudes and beliefs of the people who work in it, especially
senior management.
Values, attitudes and beliefs have a very powerful influence
on the way staff in a business will act, take decisions and
relate to others in the organization. They define what is
'normal' in an organization, so it is possible for the same
person to act in different ways in different organizations.
What we do and what how we behave - in society in general
and business in particular - are largely determined by our
culture.
Types of Organizational Culture
• Charles Handy introduced four distinct organizational
cultures:
1. Power Culture: Concentrating power among a few
people.
2. Role Culture: Each member of staff has a clearly
defined job title and role.
3. Task Culture: Based on cooperation and team work.
4. Person Culture: When individuals are given the
freedom to express themselves and make decisions.
Types of Organizational Culture
1. Power Culture:
• It exists when few individuals control the decision making in an
organization.
• There are few rules and procedures.
• Employees are judged based on their results rather than on the
means.
• It is similar to a spider web where the web is controlled by the
spider that can rewards and punish anything on its web.
Types of Organizational Culture
2. Role Culture:
• Employees have clear rules and procedures to follow and abide by.
• Each employee has a specific role and duties to do in the
organization.
• It has a hierarchal bureaucratic organizational chart with tall
chain of command.
• Decision making in such a culture is slow.
Types of Organizational Culture
• Edgard Schein described three levels of organizational cultures:
1. Organizational Attributes.
2. Professed Culture.
3. Organizational Assumptions.
Culture Clash
Early Indicators of Culture Clash
Problems of Culture Clash
Organizational Culture and individuals
2.6 Communication
Communication
Communication Process
Forms of Communication
Forms of Communication
Forms of Communication
2.7 Employer and Employee
Relations
(HL only)
Collective Bargaining
Sources of Conflicts
Sources of Conflicts
Approaches to Conflict Resolution
Approaches to Conflict Resolution
Reasons for Resistance to change
Reasons for Resistance to change
HR Strategies to reduce the impact of change
HR Strategies to reduce the impact of change
