MNGT1001 Lecture Notes - Lecture 5: Absenteeism, Employment Testing, Management System
2 Jul 2018
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Human Resource Management: Chapter 12.
LO1: Why do people make the difference?
An organisation must be well staffed with capable and committed people in order to fully achieve its
objectives. People management is a vital management skill. Recruiting, developing and retaining the
best people is also crucial for the success of organisations in every sector. Human resource
development has to be a top priority in any organisation with high performance aspirations.
Testimonials like these say it all: people are our most important asset, its people who make the
difference.
It is argued that organisations perform better when their members are treated better. Management
practices associated with successful organisations are employment security, decentralisation, use of
teams, good remuneration, extensive training and information sharing.
Diversity is linked with competitive advantage. It brings an array of talents, perspectives, experiences
and world views to problem-solving and strategy formulation. Job-relevant talent is not restricted by
race, gender, religion, marital or parental status, sexual orientation, ethnicity or other diversity
characteristics.
LO2: What is strategic human resource management?
Human resource management (HRM) is the process of attracting, developing and maintaining a
quality workforce to support the organisations mission, objectives and strategies. HRM relies on
workers with relevant skills and enthusiasm. The key task of HRM is to make these workers available.
Steps in strategic HRM planning:
Planning begins with a review of the organisations mission, objectives and strategies. This
establishes a frame of reference for forecasting HR needs and labour supplies, both within and
outside the organisation. Ultimately, the planning process should help managers identify staffing
requirements, assessing existing workforce, determining what additions/ replacements are required
to reach future needs.
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•Affirmative action legislation commits the organisation to hiring and advancing minority
groups and women.
•Diversity management involves identifying and managing those employee characteristics
likely to have a significant impact on the organisation’s ability to achieve its strategic
objectives.
–The aim is to integrate and develop individual competencies to maximise workplace
participation for non-traditional groups.
Occupational health and safety:
Major courses of workplace deaths include mechanical failure; being hit by moving objects;
contamination by chemicals or substances; falls, trips and slips. Benefits of sound OHS include lower
worker compensation costs and absenteeism, more productive workers. Proof that almost half of
Australians fake sickies…
Industrial relations:
Process of negotiations and bargaining between employers and employees. Unions represent
interests of employees in industry, occupation or organisation- declining representation. Business
associations represent interests of organisations in an industry or region. Recent developments
include the Fair Work Act 2009, which establish minimum conditions for workplace agreements,
including max weekly hours of work.
The HRM process involves attracting, developing and maintaining a quality workforce. Attracting by
HR planning, recruitment and selection; developing through orientation, training and development,
and career planning; maintaining through employee retention and turnover, performance appraisal
and remuneration and benefits.
Strategic HRM ensures the effective accomplishment of organisations’ mission. Involves attracting,
developing and maintaining a quality workforce to implement organisational strategies. HR planning
involves analysing staff needs and identifies actions to fill those needs.
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