MGT351, Human Resources Management: Course Summary

My learning from MGT351, Human Resource Management

Most of us can expect to spend many years of our lives working in organisations of various kinds, being managed or managing others. Employers have different approaches to managing their employees, but all organisations require people to make the goods or provide the services they are set up to make or provide, and therefore an understanding of how to effectively manage people in the workplace is of great importance and value. This not only applies to the increasing number of managers who are employed by organisations to provide specialist expertise in what is generally called Human Resource Management or Personnel, but any manager who has some responsibility for managing staff at whatever level. From attending my MGT351, Human Resource Management classes regularly and studying I have been introduced to key areas and issue in HRM, including:

the changing nature of the world of work and employment recruitment and selection of staff training and developing people employment laws and regulations managing employee performance managing conflict in the workplace employee representation and involvement in their workplaces

The study of HRM at this course further developed these themes by studying relevant theories, research and practices in managing people and the employment relationship. This is an area of study drawing on and using different approaches and disciplines to develop our understanding of people's behaviour at work and how this might be influenced- and the limits to influencing employee behaviour. These core disciplines include psychology, sociology and economics.
Page | 1

MGT351, Human Resources Management: Course Summary

How people are managed in the workplace influences, what they think about their work and their employer and therefore their behaviours and actions in the workplace. For example, does their employer invest in their training and development to improve work performance and career development? Or are the views and ideas of employees about their work listened to by employers? Do they feel that they are treated fairly and provided with equal opportunities in rewards? The answers to such questions will impact on the way people feel about their work and the kind of commitment they are willing to put into it for their employer. And conversely the way people feel about how they are managed at work and their employment relationship may generate conflict and resistance to managerial controls. MGT351 helped me to answer and understand these questions.

HRM analyses the employment relationship and the way people are managed in the workplace. It explores these issues not only in the context of the individual employee and their employer, but in the context of the wider workplace, the labour market and economic forces shaping the world of work, technological changes, employment regulations and social trends. The world of work is fast changing so an understanding of how this all affects the way people are managed in the workplace is of tremendous significance theoretically and practically. The employment relationship is not only an economic exchange of pay for effort, but also a legal contractual relationship and a social and psychological one. We explore all of these dimensions to develop a more rounded understanding of managing people in work.

Moving to the further chapters, HRM allowed me to continue my studies of organizations, management and the employment relationship. Alongside the core classes; there are a number of additional knowledge which provide the opportunity for students to choose from a variety of pathways through the degree. For example, I also learned about:

Learning and Employee Development Recruitment and Selection Employment Relations Equality and Diversity
Page | 2

MGT351, Human Resources Management: Course Summary

The course was aimed for an interesting, exciting and challenging range of options to reflect the broadly based conception of HRM that the department holds, and to provide students with an appropriate education as well as an opportunity to participate in a comparatively flexibly curriculum. Our core classes ensured that we have a thorough basis in the essentials of the subject. Overall what I have learned and gained from this course can be well depicted from the overall view shown in the following picture.

Page | 3

MGT351, Human Resources Management: Course Summary

Chapter 1: Introduction to Human Resource Management

Human Resource Management ("HRM") is a way of management that links peoplerelated activities to the strategy of a business or organization. HRM is often referred to as "strategic HRM". It has several goals: - To meet the needs of the business and management (rather than just serve the interests of employees); - To link human resource strategies / policies to the business goals and objectives; - To find ways for human resources to "add value" to a business; - To help a business gain the commitment of employees to its values, goals and objectives We learned the link between Human Resources and Business Strategy. All elements of the business strategy have implications for human resources. Positive aspects of Roles and Functions of the Human Resource Department Recruitment of Employees This is one of the most fundamental roles of the HR department. This is because this function ensures that the Company under consideration selects the most skilful and competent person from a sea of applicants at that time. This function involves evaluation of ability and competency of potential employees in relation to what the Company needs. This role falls under the Staffing role of management. Improvement of Compensation Packages One of the major functions of the HR department is to motivate employees. This can be done through rewards especially for those who have done well. The HR department needs to evaluate performance of employees and those who have exceeded expectations should be compensated for their actions. Planning in the Organization The Human Resource Department is placed with the responsibility of ensuring that it plans adequately for all the organizations future engagements that will involve people. One important aspect of this is planning for employees in the organization. It is important that the organization ensures that all the employees under its wing are just enough to increase value to the organization. The different approaches of HRM and the historical background of HRM were also covered.
Page | 4

MGT351, Human Resources Management: Course Summary

Chapter 2: Ethical and Legal issues in HRM

From the chapter we learned, for ethical and legal practice of HRM we need Fair Labor Standards Act, which is also known as the Wage and Hour Law. a. The act covers employers involved in interstate commerce or producing goods for interstate commerce. There are similar state laws that cover most employers that are not part of this. b. Minimum wage is set by Congress; it can include room and board, tips, commissions, and bonuses. c. Overtime pay is due time-and-a-half for hours over 40 worked in a week, not for more than 8 hours in a day. d. Some industries are exempt from minimum wage and overtime pay, including fishing, seasonal employees, executive and management employees, and outsides salespeople. There are partial exemptions for learners, apprentices, students, and handicapped personnel. e. Child labor laws restrict children in the workplace. Fourteen- and fifteenyear olds may do light work; exemptions are for newspaper delivery, actors, working for parents, and agriculture. f. Equal Pay for Equal Work means men and women should be paid the same for the same work; this amendment was added in 1963. We also learned another important aspect is the Occupational Safety and Health Act established in 1970. a. Purposes include: Ensure safe workplace for employees Establish safety and health standards b. Provides guidelines for inspections. Employers are not made aware of inspections prior to the visit. Investigations may be started due to employee complaints or HSHA. An employer can require a search warrant. Citations are given for violations. c. Employee health concerns and complaints focus on health problems or discomfort from the job. Complaints tend to relate to repetitive strain injuries, visual dysfunction, musculoskeletal problems, emotional disturbance, and psychological disturbance. d. The entire organization is responsible for health and safety; however, immediate supervisors have direct responsibility. e. Penalties may be in the form of fines, injunctions, and criminal actions. Some other areas covered were about discrimination, child labor and need of CSR.
Page | 5

MGT351, Human Resources Management: Course Summary

Chapter 3: Diversity Management

From the chapter we learned that Diversity Management is related to solve the problems of the employees. Human resource management is linked with employee substances. The core aspires to create this for the employee since they are not compelled to do something which he is not responsible to. This cause is apt to create a particular kind of management which works only for the issues and problem connecting towards the employee and employer. Lot of conflicts takes place in the company between employer and employee, it related to solve the problems according to the rules of the company. The HR department averts mutually and makes easy both from the result. HR management follows confident laws and regulations. Diversity management is one of the managements to solve the employees problems in a company. Diversity management means to manage the different types of matters and workforces in the organization. There are lot of problems in the company concerning the payment or salary and also the requirements of the company. This salary matter is based in the hand of the HR department to perceive the workforce is low pay or high pay. For example if the employee wants the loan from the company, the HR is responsible to collect the news about the background of the employee whether he or she can give the amount by installment or not., afterwards the company can take the decision in that loan matter. This is one of the works of how the He handled the diversity

From this chapter we learned that there are accommodations issues for this diverse workforce, such as childcare, elder care, flexible work arrangements, disability accommodation, and literacy are being addressed in the workplace. Managing diversity is defined as "planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized," We also learned that managing diversity well provides a distinct advantage in an era when flexibility and creativity are keys to competitiveness. An organization needs to be flexible and adaptable to meet new customer needs. With effective management of diversity, an organization develops a reputation as an employer of choice. Not only will we have the ability to attract the best talent from a shrinking labor pool, we can save time and money in recruitment and turnover costs. So we need to learn how to approach diversity and how to minimize out costs.
Page | 6

MGT351, Human Resources Management: Course Summary

Chapter 4: Human Resource Information System

The Human Resource Information System (HRIS) is a software or online solution for the data entry, data tracking, and data information needs of the Human Resources, payroll, management, and accounting functions within a business. Normally packaged as a data base, hundreds of companies sell some form of HRIS and every HRIS has different capabilities. Pick your HRIS carefully based on the capabilities you need in your company. The efficiency of HRIS, the systems are able to produce more effective and faster outcomes than can be done on paper. Some of the many applications of HRIS are: Clerical applications, applicant search expenditures, risk management, training management, training experiences, financial planning, turnover analysis, succession planning, flexible-benefits administration, compliance with government regulations, attendance reporting and analysis, human resource planning, accident reporting and prevention and strategic planning. With the many different applications of HRIS, it is difficult to understand how the programs benefit companies without looking at companies that have already benefited from such programs.

Typically, the better The Human Resource Information Systems (HRIS) provide overall:

Management of all employee information. Reporting and analysis of employee information. Company-related documents such as employee handbook, emergency evacuation procedures, and safety guidelines. Benefits administration including enrollment, status changes, and personal information updating. Complete integration with payroll and other company financial software and accounting systems.
Page | 7

MGT351, Human Resources Management: Course Summary

Chapter 5: HR Planning and Strategy

The chapter teaches us that a comprehensive Human Resource Strategy plays a vital role in the achievement of an organizations overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organization is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HR strategy should aim to capture "the people element" of what an organization is hoping to achieve in the medium to long term, ensuring that:

It has the right people in place It has the right mix of skills Employees display the right attitudes and behaviors, and Employees are developed in the right way.

If, as is sometimes the case, organization strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarizing their explicit "people" content. An HR strategy will add value to the organization if it:

Articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and Identifies fundamental underlying issues which must be addressed by any organization or business if its people are to be motivated, committed and operate effectively.

The first of these areas will entail a careful consideration of existing or developing plans and strategies to identify and draw attention to common themes and implications, which have not been made explicit previously.

The human resources practitioner should ensure that the HR Strategy is integrated with broader organizational objectives. Above all, it should ensure that the rest of the organization accepts the Strategy.
Page | 8

MGT351, Human Resources Management: Course Summary

Chapter 6: Jon Analysis and Design

From this chapter we learned the important of evaluating and designing job properly. Job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills, accountabilities, work environment and ability requirements of a specific job. It also involves determining the relative importance of the duties, responsibilities and physical and emotional skills for a given job. All these factors identify what a job demands and what an employee must possess to perform a job productively. The process of job analysis involves in-depth investigation in order to control the output, i.e., get the job performed successfully. The process helps in finding out what a particular department requires and what a prospective worker needs to deliver. It also helps in determining particulars about a job including job title, job location, job summary, duties involved, working conditions, possible hazards and machines, tools, equipments and materials to be used by the existing or potential employee. The details collected by conducting job analysis play an important role in controlling the output of the particular job. Determining the success of job depends on the unbiased, proper and thorough job analysis. It also helps in recruiting the right people for a particular job. The main purpose of conducting this whole process is to create and establish a perfect fit between the job and the employee. Job analysis also helps HR managers in deciding the compensation package and additional perks and incentives for a particular job position. It effectively contributes in assessing the training needs and performance of the existing employees. The process forms the basis to design and establish the strategies and policies to fulfill organizational goals and objectives.

From this we can design the jobs. Job Design is the process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements, as well as considerations of health, safety, and ergonomics. Job Design typically refers to the way that a set of tasks, or an entire position, is organized.
Page | 9

MGT351, Human Resources Management: Course Summary

Chapter 7: Recruitment and Selection
Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organization to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes: Job analysis is the process of examining jobs in order to identify the key requirements of each job. Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Advertising

Consider benefits to the organization of a multi-skilled workforce, by advertising all positions internally and externally. Determine strategies for reaching the widest pool of applicants possible (e.g., use of ethnic media, informal networks, community groups, and organizations, industry groups, trade journals). Ensure the information in the ad matches the selection criteria.

Interviewing

Allow applicants to demonstrate what they can offer the organization, not to simply confirm expectations or to see how applicants perform under pressure. Check if there is a need for any specific arrangements (eg, physical access, interpreters, etc). Have questions prepared in advance. Ensure consistency and fairness in questioning. Focus on the real needs of the job. Dont make assumptions or stereotype individuals.
Page | 10

MGT351, Human Resources Management: Course Summary

Chapter 8: Recruitment and Selection
Human resource departments typically conduct activities designed to train and develop the organizations personnel, whether to deal with performance problems or help prepare an employee for a management role. In addition to formal training courses organizations should be mindful to offer flexible alternatives such as coaching, mentoring and job-rotation experiences. Developing employee aptitude involves managing programs such as employee orientation sessions, policy and procedure awareness sessions, leadership development workshops and other options designed to enable the organization to succeed together with its employees. The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Other than the formal methods, other Training Methods can include:

Lectures and talks by senior or specialist managers; Discussion group (conference and meeting) activities; Briefing by senior staffs; Role-playing exercises and simulation of actual conditions; Video and computer teaching activities; Case studies (and discussion) tests, quizzes, panel 'games', group forums, observation exercises and inspection and reporting techniques.

Evaluation of the effectiveness of training is done to ensure that it is cost effective, to identify needs to modify or extend what is being provided, to reveal new needs and redefine priorities and most of all to ensure that the objectives of the training are being met.

Page | 11

MGT351, Human Resources Management: Course Summary

Chapter 9: Reward Management
Pay is an important feature of human resource management - after all, it is the main reason why people work. It is a sensitive and controversial area that has been extensively debated at both practical and theoretical levels. In the US the term 'compensation' is used to encompass everything received by an employed individual in return for work. The reward or compensation people receive for their contribution to an organization includes monetary and non-monetary components. Remuneration does not simply compensate employees for their efforts - it also has an impact on the recruitment and retention of talented people. The term 'reward management' covers both the strategy and the practice of pay systems. Traditionally, human resource or personnel sections have been concerned with levels and schemes of payment whereas the process of paying employees - the payroll function - has been the responsibility of finance departments. There is a trend towards integrating the two, driven by new computerized packages offering a range of facilities. These are described later in this chapter. There are two basic types of pay schemes, although many organizations have systems which include elements of both:

Fixed levels of pay. Wages or salaries which do not vary from one period to the next except by defined pay increases, generally on annual basis. There may be scales of payments determined by age, responsibility or seniority. Most 'white-collar' jobs were paid in this way until recently. Reward linked to performance. The link may be daily, weekly, monthly or annualized. Payment for any one period varies from that for any other period, depending on quantity or quality of work. Sales functions are commonly paid on the basis of turnover; manual and production workers may be paid according to work completed or items produced.

The factors we need to consider before designing remuneration plan are: Organizational Principles Demand Supply scenario of talents in the country Salary Survey Political and Legal state of the nation Job Evaluation and Benchmarking
Page | 12

MGT351, Human Resources Management: Course Summary

Chapter 10: Organizational Health and Safety

We have learned that creating a safe work environment is critical to the success of your business, and is one of the best ways to retain staff and maximize productivity. Though it may cost to implement safe practices and install safety equipment, the effect of not taking action can be severe. As a business owner you have responsibilities regarding health and safety in your workplace. You need to ensure that your business doesnt create health and safety problems for your employees, customers or the public. Cost of accidents and injuries Workplace injuries can have a big impact on our business, whether it's due to reduced productivity, lost sales, lower staff morale, or even closure. If a worker is injured during the course of their employment, they're entitled to make a workers' compensation claim. Accidents usually need to be recorded in an accident log for insurance purposes. It's our responsibility as an employer to ensure that all employees understand their rights and responsibilities relating to workplace accidents. Under state and territory laws, an employer must also report certain events, such as death, serious injury or a dangerous incident that could have caused death or injury. Under these laws you must also take reasonable steps to provide an injured worker with rehabilitation or suitable duties while being paid compensation.

Our Obligations Under occupational health and safety (OH&S) we are obliged to provide:

Safe premises Safe machinery and materials Safe systems of work Information, instruction, training and supervision A suitable working environment and facilities.
Page | 13