Human Resources Management.
Methods, Models and Theories
Over a million managers and consultants are working together on management issues via 12manage each month...
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Human Resources Management.Methods, Models and Theories |
Over a million managers and consultants are working together on management issues via 12manage each month... |
Human Resources Management Community of Interest
Human Resources Management Forum
 Comment on this PageHuman Resources Management Education & Events |
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| └► Ruben A. Villanueva (Philippines) | Is HRM an Art or a Science? | "Human resources management for me is both science and art. Designing strategies to manage organizational behavior demands enormous effort of creativity but it has to be anchored on time-tested management principles already defined by masters and management gurus in our time." | |
| └► Vanessa Sesi (Abidjan) | HRM as an Art or Science | "There are as many approaches to the topic of management as there are writers and to me HRM is an art or science depending on your background. Personally I see HRM as providing the right atmosphere for your employees to give their best in achieving the objectives of the organisation. It becomes a science when you bring in the idea of experiments and its an art when you do something to arrive at a particular destination. So in other words: HRM is what it is from how you see it." | |
| └► D P Babu (India) | HRM an Art or a Science? | "Human resouceses - people - encompass unique features and characteristics termed to be potential which need to be managed for serving organized purposes in the pursuit of its management. Hence HRM needs to be operated both as an artistic and as a managerial phenomenon. Attribution of art and science to HRM go hand in hand." | |
| └► Jagdish B Acharya (India) | Depends on Number of People Involved | "When HRM has to handle a situation involving a group of people, the techniques used are part of science of HRM. General established rules may be applied to a group of people in a scientific manner with higher chances of success.
When it is dealing with individual talents, strengths and ways to maximize individual output to cost, it is an art. For individuals, areas like psychology of people play a major role and HRM is more of an art." |
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| └► Dapo Akinloye (Lagos, Nigeria) | HRM an Art or Science? | "HRM in practice is an art. It is technical in approach - which is defined as building or creating through skills. However, HRM also involves volumes of scientific approach or technology, which is building through established processes. Thus, it is safe to say HRM is an art that uses scientific approaches to achieve set objectives." | |
| └► Saikrishna (India) | HRM is an Art or a Science | "As far as I'm concerned HRM is an art of science..." | |
| └► Ghulam Muhammad (Pakistan) | Human Resource is Science and also Arts. | "For me HR is a science when we formulate strategy and implementation of strategy is art." |
| └► D P Babu (India) | Policies on Staff Management and Administration | "Please remember that policies are parameters to inculcate confidence in staff that all are being treated alike. Policies also link HR with the rest of the organization. Hence your business policies need to focus on society at large since your organization is an economic component of society. Your personnel policies need to address human concerns. Your finance policies need to maximize stakeholders wealth. Your marketing policies need to facilitate satisfaction of changing needs of customers. Keeping in mind the social accountability requirement is a basic foundation to all policies." | |
| └► Kennedy Amimo Akatsa (Kenya) | HR Policies | "Hi Lydia, in compiling the HR policy for your company you need to look at the following things: 1. HR practices in sectors related to yours 2. Past HR practices in your company 3. New labour laws In the framework of the above you then need to analyze your company's business strategy (vision, mission and objectives) and develop policies that will motivate the staff to meet all these. The policies should touch on: 1. How you recruit and select staff based on the skills, attitudes and competencies you require 2. How you train and develop your staff 3. Performance and reward management 4. Change management 5. Discipline procedure and grievance handling mechanism 5. Promotions" |
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| └► Olumuyiwa Ajayi (Nigeria) | Introducing New Policies | "I would say you need to ask yourself some basic questions around policy: 1. Have an understanding of the term "policy". 2. What do you want the policy to do? 3. Why do you need the policy in place? 4. How can we draw up a policy or a group of policies? Having achieved these, your next step will be to focus on the area mentioned "policies on staff management and administration" I believe this can be achieved looking out for expected behaviors and ways of doing things which become the acceptable culture upon validation by the stakeholders and the employees. Behavioral tips such as expected manners (having respect for one another) this can be linked to your company values; dress code - do you operate a business/causal environment? Etc. However, Kennedy Amino from Kenya has provided you with areas you can look at and improve on. Please note that policies are developed as a result of circumstances or situations that presents itself. Regards" |
| └► Emmanuel Guobadia (Nigeria) | Reaction to Job Analysis | "Job analysis is a systematic breakdown of what is expected of a person carrying out a particular job function(job definition) and the right qualification, skill, competency and personality of the particular person who is best fit for the job funtion.(job specification) in a nut shell job definition and specification are by-product of a job analysis." | |
| └► Zukra Budi Utama (Indonesia) | Integrated Job Analysis | "Job analysis is integrated with the "proportional contribution and remuneration" analysis." | |
| └► Kennedy Amimo Akatsa (Kenya) | Job Analysis Methods | "Job analysis is a process that is deliberately carried out by HR to identify the job activities done, how they are done and tools used to do the work. This will ensure that your company only has jobs clustered into positions that help your company to meet its objectives. Job analysis can be done through interviewing workers on what they do and confirming through interviewing line supervisor, the other methods are through questionnaires, observing what the worker does and ensuring that employees record the work they do, how they acted, the problems the encountered and how these problems were overcome." | |
| └► D P Babu (India) | Some More Insight to Job Analysis | "Job analysis needs to spell out the foundation for building competencies required by an organization in a cross-functional phenomenon. That is to say a job needs to be designed encompassing the requirement of all surrounding competencies, such that the job fulfills the cross-functional contribution towards achievement of organization's objectives." |
| └► Luis R. Villegas H. (Mexico) | Strategic Business Partner. | "Since a "competitive advantage" today is very much related to the intangible benefits that an asset can bring to your company, I would analyse each potential partner against the 4 major Balanced Scorecard perspectives: Financial, Customer, Business Process and Learning and Growth. I would create a "Strategic Partner Selection Matrix": The rows would be the potential partners; the columns would be the sets of criteria for selection in each of the 4 perspectives mentioned above. When you create the sets of criteria for each perspective, remember that the objective is to know how a potential business partner can impact your organisation. If you grade your potential partners in all the criteria you will be able to determine which is the best. A tip: You may build the criteria sets from the performance measures already defined within your company. Any doubts? Do not hesitate to ask." |
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| └► prakash m (india) | reaction | "nice, but please give more explanation." | |
| └► Bola Fadeyi (UK) | HR as Strategic Business Partner | "Thanks Luis, that's a brilliant idea. I am planning to measure my organisation HR based on the Ulrich model, since the whole process is looking at HR being a business partner. Can anyone help with a survey sample I can follow as a guide?" | |
| └► Ullhas Pagey (India - Mumbai) | HR as a strategic Partner | "To the extent you can co-relate the impact of your HR interventions with the top line and bottom line of the organisation, you are playing the role of a strategic HR partner - because that is the only language which the top management understands." | |
| └► Luis R. Villegas H. (Mexico) | HR Strategic Business Partner | "Probably I did not understand your issue. But Dave Ulrich's philosophy about HR as Strategic Business Partner says that 'HR must ensure that its practices, processes, and policies complement the overall organizational strategy. It needs to develop a capacity to execute that strategy.' So, I would still correlate the activities of HR with the corporate strategy. To do this, I would identify the drivers or measures that link HR practices, processes, and policies to corporate strategy..." | |
| └► Ludwig G (Germany) | SHRM | "First consider (and discuss) if the organization is adopting a shareholder value view or a stakeholder value view. In case a stakeholder view is taken, it will be a little easier to show a direct strategic contribution of the HRM function and SHRM to achieve competitive advantage, because the employees are considered a stakeholder group." | |
| └► Editor (NL) | Strategic Human Resource Management | "Good points... Yet another angle to Strategic Human Resource Management is presented by the RBV of Barney. SHRM can offer ways to protect strategic resources (somewhat) from being imitated. For example by gradually developing a strategic social employee / alumni network or by creating causal ambiguity via the hrm function about what actually are the strategic resources of a firm." | |
| └► Bongani (South Africa) | Strategic Human Resource Management Questions | "Hi all, what's also really fundamental to Strategic HR is a comprehensive look into the entire employee value chain parallel with the organization's value chain. Out of this one can ask the following questions: What kind of business are we in? What kind of leadership and or sponsorship do we need to visibly model the correct behaviors? What kind or type of skill and talent do we require to have an edge? What is the climate of the organization currently from a people management perspective? what is the status with internal policies? Do our people understand the policies and how they impact them? What are the existing hygiene factors that need serious intervention? What is our core differentiator from a people point of view? Seeing that this world is constantly faced with change, how well capacitated is our human capital to deal with and manage change? and lastly as HR, How concerned are we about ensuring that we create a direct link to the bottom line...." |
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| └► D P Babu (India) | Diagnosing HR as a Strategic Business Partner | "The expected end result of the diagnosis process is to ensure whether the workforce is committed to perform at their maximum potential. Whether HR is developed as a self-directed resource having unique competitive edge. Whether the market value of HR is appreciated over that of the investment on account of cost to the company. HR should be leveraged in all areas of strategic management in attaining the overall objectives of organization." |
| └► Dr.Hemjith (India) | HRM Definition | "HRM can be very well defined as the development of human capital which is the most valued asset for Business Development and creating value and satisfaction for your human capital which inturn should lead to customer satisfaction." | |
| └► Karuranga Jane (Rwanda) | HRM definition | "MOST VALUED ASSETS is the most important part in the definition. If only it would be understood by the employers and other stakeholders." | |
| └► M Osman (Sudan) | Definition of HRM - include IT? | "Yes, it is quite general and specific in the same time. it illustrates strategy of the firm, individualism(esteem) and collectivism (social) and connected to the preset goals of the organization. After the tremendous IT (MIS) bang in management, adding new concepts to managing organization's resources, I suggest it is of great significance to include technology to the definition." |
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| └► Esimu (Nicholas) | Human Resource Management(HRM) | "Some people believe that human resource management is in general terms the management of the the conditions of work of employees in the organisation. It deals with ensuring that the employees display the highest level of efficiency and effectiveness in the performance of the organizational functions through providing the basic conditions of work to the employees to ensure achievements of the highest levels. Human resource management does not only involve the management of the daily workers, but also the part time employees." | |
| └► Douangchanh Sirivongsa (Laos) | HRM practices | "What and How is HRM practices functioning in the local community people effectively especially of their pratices in the specific training where that local community people is just your coordination line? but the general outcome would benefit to organization strategic goal." | |
| └► D P Babu (India) | Defining Human Resource Management | "The definition of HRM may be: 'managing human beings in an organization to become more and more resourceful to organizational purposes'." | |
| └► Vanessa Sesi (Abidjan) | Definition of HRM | "HRM to me is looking for the right person for the right job at the right time and seeing to it that they are happy to give their best to the organization." | |
| └► D P Babu (India) | Human Resource Development Aim | "The HRD philosophy aims to create and maintain an environment in an organization where human potential is leveraged as the primary resource to capture internal and external opportunities in order to gain competitive edge in a changing business environment." | |
| └► Jagdish B Acharya (India) | HRM is Matching Organisation and Individuals | "HRM is the collection of all activities which assess, evaluate, organize and ensure human needs of organizations and match that with finding, getting, settling, promoting the right people for today and ensure synchronous growth of both in future." |
| └► Editor (NL) | Recruitment Process Phases | "One I know of is the framework of the organizational recruitment process by Breaugh and Starke, describing the following 5 Phases of the Recruitment Process: 1. Identification of the Recruitment Objectives (e.g. number and quality of applicants, time taken to fill positions, diversity of new recruits, cost of recruiting, etc) 2. Development of a Recruitment Strategy (Whom to recruit? Where to recruit? Which recruitment sources should be used?) 3. Implementation of Recruitment Activities (to include sources of recruitment, credibility and trustwothiness of recruiters, and the appropriateness of the recruitment message in relation to realism, completeness and timeliness) 4. Intervening / Process Variables (the factors that have been hypothesized to explain the relationships between recruitment activities and outcomes. Examples of intervening variables are: applicant’s attention, message credibility, and accuracy of applicant’s expectations). 5. Evaluation of the Recruitment outcomes by comparing them with the recruitment objectives. (Source: Journal of Management, 2000, 26, 405-434) " |
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| └► Editor (NL) | Recruitment Sources | "We can distinguish between two different sources of recruitment: - Internal Recruitment Sources: promotions, internal job transfers, talent databases or HR systems, job postings, etc. - External Recruitment Sources: advertisements in print media, television, or internet websites, employment consultants or agencies, walk-ins, career fairs, recruitment consultants, executive search firms, trade unions, professional associations, educational institutions, etc." |
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| └► Cameron (Australia) | Recruitment Process Phases | "Prior to Identification of the Recruitment Objectives the organisation has to determine why or if there is a need to fill a gap (0. Personnel GAP Analysis). Sometimes this is not defined as a requirement to fill a gap, but to match the personnel capability to the strategy." | |
| └► Pramod Kumar (India) | Recruitment Policies | "I'd like to know more about recruitment policies." |
| └► khamisah abdul wahid (Malaysia) | Core Functions of HR | "In my humble opinion, the basis of HR existance is to source, develop & retain talent. The width & depth of coverage varies between one organisation and another, depending on the size & needs." | |
| └► Gabby Madembwe (Tanzania) | Core HR Functions | "The core HRM function includes the acquisition of the right people for the organization, develop, maintain and retain them. It is also involved with smooth exits from the organization." | |
| └► Muhammad Maqsood Khalid (Pakistan) | HRM | "HRM is in fact a paradigm shift from capital emphasis to human capital investment. This is the journey of human thought which passes through a change after 10 decades." | |
| └► Emmanuel Guobadia (Nigeria) | Core HR Function | "Core Functions of HR includes Recruiting, Retaining, and Releasing Employees of an Organisination in accordance to the vision, mission,and objectives of organisation with a view to review the entire process from time to time." |
| └► Jimmy Eriksson (Mauritius) | Emotion Management | "Emotion management is often neglected due to the problem related in its amplification. HR must dig into the grounds of satisfaction and emotion sustainability at work to become fully successful" |
| └► Hayat Ali (Pakistan) | Human Resource Management Goals | "Mr. Rizwan discussed the goals of H.R. in briefly and point out many hidden issues. We have to care of our employees because employees boost the organization business." |
| └► Ntirenganya (Rwanda) | No Role for HR in the financial crisis | "Human Resources are not considered much in this time because of the financial crisis." | |
| └► Mfanelo Khoza (SA) | Major Role of HR Manager in the Financial Crisis | "The financial crisis brings with it serious challenges in the workplace, among others, job uncertainty, lower stuff morale which result to poor performances, higher tensions between employers and employees and a general hostile working environment. With all of the above, it is a duty of HR Managers to turn around all the above with applicable change management theories, crisis management theories and also motivational theories. We should always remember that the role of human resources management functions in a workplace has drastically changed from a traditional HR, we are now looking at HR as core business partner, and as the people responsible of our core resources (PEOPLE), there is no way we can regard them less in the financial crisis." |
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| └► Imran Ramdani, SKM. CPHR. (Indonesia) | Role of the HR Manager in the financial crisis | "I do not agree with Ntirengaya from Rwanda, and I agree with Khoza from SA. Yes, currently and in the future as HR Manager we should do as a business partner to BOD. There are very much ideas to support them to take business decision making, such as lead and drive the productivity improvement initiative, change management reorganization Design etc." | |
| └► Akumar (India) | Role of HR in Financial Crunch | "In this competitive era and globalization, HR is strategic partner in the business and playing a major role in nurturing the human capital. HR, through its strategic vision controls the expenses and does not allow to over run the capex or revenue expenditure. The cost of human capital differs from industry to industry in accordance with its nature. In some of the services sectors, the cost of human resources is very high, hence controlling the cost and providing the best quality and controlling it helps in maintaining the liquidity. It is your people who are managing all the affairs, and managing people is one of key role and has a part and parcel of HR function. In light of the above, we can not deny the contribution of the HR function in the financial crisis." | |
| └► D P Babu (India) | Role of HR Manager in Financial Crisis | "In micro analysis, a financial crisis occurs to an organization when the present value of its resources in toto are not meeting the present market value. Therefore the role of the HR manager in financial crisis is to devise ways and means in order to protect the organization's human resource value in the present market." |
| └► Anders Nystrom (Sweden) | LOTS | "There is a method called LOTS in Sweden, it is used when defining a business plan, but can also be used as method to define a task: - Purpose - Critical Success factors - Goal - Actitivity - what to do - Roles and responsible - Follow up and reporting" |
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| └► Izabela Waglay (Canada) | Task Description | "In addition to the items listed by Andres referred to as LOTS the task should also include the influencing factors such as policies or regulatory requirements, inputs (information or physical objects such as money or equipment, task triggers (e.g. customer walking in to the store), tools available (e.g. customer profile data display), measurements; required skills and behaviors. In summary, the task is a discrete step in the process, so all the elements that are required to define the process step apply to the task description." |
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| └► Aye (Switzerland) | Accountability Process Design (c) | "We, at Aye & Partners Consulting, specialise in organisation effectiveness; we have developed a methodology - the Accountability Process Design (c) - that describes accountabilities of each function (whether hold by an individual or an entire entity) involved in a process (whether strategic or operational). It is made in a way that allows identifying processes and accountabilities but also attributes such as added value, required competencies, authority levels, policy framework, performance criteria, etc. It moreover provides analyses of the organisation in multiple angles to optimise the organisation. A great way to describe and analyse tasks." | |
| └► Zafar Dar (Pakistan) | Task | "I would like to make some adjustments in LOTS - Scope (beginning & end of the task, what's included or excluded) - 'How to do?' i.e procedure (brsides what to do?)" | |
| └► Editor (Netherlands) | Adjustments in LOTS | "Zafar, why don't you enter your improvement suggestion in a reaction..." |
| └► Samanaz (India) | Human Resource Management | "Yes, according to me it is necessary to have a network in the industry as it is very critical to keep abreast of what is happening within the industry. Also building a network will attract various viewpoints and opinions which can be studied, understood and applied within ones own organization." | |
| └► k gayathri (India) | HRM Network | "Yes of course! Without any network in the industry and having self knowledge or self thinking one cannot become a perfect manager. A manager should move with employees as well as people within the organization with cardial relationship. Human Resorce Managment deals with the external actions like we can say maintaing good relations with each individual, communicating with effective skills and all. Then only any organisation or a firm can reach its goals easily." | |
| └► Sobia (Pakistan) | HRM network | "Of course, an HR manager is not a person sitting in isolation. He/she must be well equipped with social networking to have a broad vision in order to handle various types of psychological idiosyncrasies of general human nature. " |
| └► Gaurav Deosthali (India) | Regarding Human Resources Audit & Human Resources Accounting | "A human resources audit is the process of verification of all HR activities carried out in any small or large firm. The process includes the verification of: 1) job registers of employees 2) checking job analysis 3) assuring the payroll & compensation plans as per the labor laws 4) smooth working of organization under industrial relation norms of government. Human resources accounting is the process of calculating the cost incurred by organization on the employees for their behavioral & professional development." |
| └► Gaurav Deosthali (India) | Multi Skilled, Proactive and Customer Focused Staff | "Yes, I agree with the statement. Today as economy forms a complex structure, both consumers and also the organisation and its staff is part of this. Employees are a vital part of organisation. An organisation is successful only when its employees are well-skilled, goal oriented, work oriented and result oriented for the organisation. In order to achieve any task from minor to major any employee need to be iof multi skilled. For example, an employee working with production department whether he may be a worker or a production manager he needs to be multi skilled so that he can replace another employee during absence. Secondly, this can be achieved only when there is a team playing motive in the department. Hence, it is necessary that an employee should be a multi skilled, proactive and customer focused." |
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| └► Jagdish B Acharya (India) | Multiskilled Staff, a Must | "Skills or domain knowledge is developed based on deeper practice or study of a narrow area. Problems in general need not follow our subject logic and often are multidimensional. For multidimensional problems, staff has to be multi-skilled or a generalist. Specialists are also necessary for specific problems but specialists whose domain knowledge of other subjects is minimal may not appreciate contribution of other experts and may thus provide lopsided solutions. So multi skilling and general domain knowledge of general subjects is a must." |
| └► Kingsley Aduga (Nigeria) | Employee Profiling | "Employee profiling is the gathering of useful/vital information about employees to enable you describe them well for the purpose of placing them at appropriate jobs and positions within the organisation. It is also done for the purpose of determining their suitability for employment, retention and promotion. The various methods for employee profiling include: - Review of resume/curriculum vitae. - Filling of forms and questionnaires. - Background verification. - Performance Evaluation, particularly the use of 360 degree method of Evaluation. - Placing employees in work teams. - Observation: personal observations by supervisors, managers or colleagues. Sometimes this could be deliberately done. - Mentoring: placing an employee under a mentor can reveal a lot about the employee. - Counseling: counseling sessions with experienced psychologists can also help to reveal a lot about the employee. - Review of state criminal records." |
| └► Emmanuel Guobadia (Nigeria) | Selection Process Methods | "This is largely determined by the vision, mission & culture of the organisation. However, the selection methods are: the Five Points Grading system by John Munro Fraser, the Seven Points Plan by Alex Rodgers and finally, the Competency Based Approach by Roberts." | |
| └► Sam Hwambo (Zimbabwe) | Selection Methods | "The most commonly used selection methods are: - Interviews, whose aim is to determine whether the candidate is interested in the job and competent to do it. - Tests, can be used to measure aptitude, such as competence in literacy, or personality, or psychometric tests." |
