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Intro. to Leading, Managing & Developing People

Definitions

Leading: show a means of access to a particular place or direction, working to achieve

the objectives of the organisation

Managing: person responsible for the service, running this area of the organisation

Developing: to grow the organisation and employees

Module Learning Outcomes1. Review and evaluate major contemporary research including major heiress relating

to motivations, commitment and engagement at work and how these are out into

practice by organisations

2. Debate and critically evaluate effective leadership and methods

3. Critically assess approach to flexible working and effective change management

4. Critically discuss the aims and objectives of the HR function, how met in practice and

assess contribution of HRM and HRD (Human Resource Development)

5. Promote professionalism and ethical approach to practice

Evolution of People Management

Late 19th century, Robert Owen and George Cadbury introduce shorter working hours,

abolition of child labour and improvements in health and safety

Taylor (1911) rationalisation of production - measure different activities in the

production line and determined a time amount with how long employees took to

complete a task

- Heavily criticised for focus on task rather then employee welfare, first researcher inorganisational psychology, measured most effective employee rather than average

- CIPD founded 1918, ASPA founded 1948

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Elton Mayo (1930s) Hawthorne Studies, examination of employee productivity through

facilities' environment

- Both experimental and placebo group improved performance, employees chosen at

random felt special and valued through selection and therefore more committed,better teamwork in smaller groups

- Critique Taylor: motivation, intrinsic reward and individualism increases production,beginning of the Human Relations Movement

HRM Theory

Personnel Management: employee focused, operational + administrative, reactiveperformance management

Human Resource Management: business partner, strategic role, add value, proactive

importance of reflection and long term development

Hard HRM: employees as resource, deployment, control, performance management

Soft HRM: employees as source of competitive advantage, develop, involve, flexible

- Examine reasons for poor performance and address, recognise efficiency need

- Dependant on the vision, mission and goals of the organisation, US vs EU style

- Issue of efficiency vs employee satisfaction

HRM Best Practice Approach

horizontal integration, bundle of HR practice, high performance work systems

Recruitment L&D Relations Communications

Human Resources

High Performance Work System working towards the same goal

Universalistic Approach, need to recognise different contexts, causality?

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HRM Contingency Approach

Best fit through vertical integration

Production

Organisational Marketing

Strategy Sales

HR

HR vertically aligned with organisational strategy, differ within organisations

Different team functions, organisational objectives may be incompatible?

Deterministic Approach, controversy between planned and flexible work, not allorganisations have a specific strategy or clear vision which can be achieved

Multifaceted reality, cannot always work to a planned objective, environmental change

HRM Resourced Base View

Competitive advantage based on distinct internal resources which are rare, valuable and

non-sustainable, people can bring a competitive advantage

Human Capital Advantage vs Human Process Advantage

- Importance of having process in place to enable people to perform well

- Difference Emphasis, there are similarities within industries which are notrecognised, internal environment undermines external contexts

HRM 'Unlocking the Black Box' (Purcell et al, 2003)

Black Box

HRM Business Performance

HR practices are linked to 'people outcomes' which relate to business performance

(eg. satisfaction, wellbeing)

Ability / Motivation / Opportunity - employees must fulfil there to perform better

Commitment / Motivation / Satisfaction are linked to discretionary behaviourandperformance outcomes

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Business Partner Model (Ulrich, 1997)

Future Strategic Purpose

Strategic Partner Change Agent

manage strategic resource manage transformation

Process People

Administrative Partner Employee Champion

manage infrastructure manage contribution

Operational

Positives

- Efficiencies of scales

- combined, central expertise with reduced overheads

- Strategic role, development of organisations future

- Business plan implementations, inclusive strategic rather than operational role

Negatives

- Paradigm shift: change in values or skills, not best practice

- Business Acumen: do HR have the business knowledge (sales, etc.) to contribute

- Collaboration: requires strong, interdepartmental working (top down?)

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