HUMAN RESOURCE MANAGEMENT

Introduction
Prepared by Edward Mukooza Kibikyo MBCHB,DHA,MBL PGDPH

Introduction to HRM (slide 1 to 19)

Some famous quotes on HRM: The only vital value an enterprise has is the experience, skills, innovativeness and insights of its people Leif Edvinsson, Swedish Intellectual Capital guru in Corporate Longitude (2002)

The only thing that will uphold a companys competitive advantage tomorrow is the caliber of people in that organisation Jack Welch The soft stuff is always harder than the hard stuff Roger Enrico, Vice Chairman of PepsiCo, referring to areas like HRM as opposed to quantitative factors in Fortune, November 27th, 1995

Introduction to HRM
HRM is based on the belief that:

Employees are valuable assets of any organization to be developed and invested in because, unlike other resources, they can Appreciate

That employees feel, think, act and react and cannot be treated like any other resources They have emotions!

Introduction to HRM
HRM is based on the belief that;

Commitment (loyalty) is better than compliance

Consent is better than coercion

Intelligent people prefer to agree rather than obey

Introduction to HRM
People usually behave the way you expect them to behave (self fulfilling prophecy)

What is Human Resource Management?

It is common knowledge that many employeremployee relationships fail or lack substance and this affects productivity

The only way to properly establish and maintain this relationship is to manage it through (i) good people management and (ii) the utilization of sound human resource principles and practices

What is Good People Management? It includes: Treating the human factor more than merely as cost factor Adequate people orientation when decisions are made Understanding that most non-routine decisions have people implications

What is Good People Management?

It includes: Realizing that organisations are changing frequently and rapidly, and that change is about human change

Us-versus-them attitudes have to be reversed to "we-are-all-in-it-together" approach.

What is Good People Management?

It includes: Realizing that Human Resource Management then is no longer an administrative or support function run by group of people collectively called the personnel department but responsibility of every manager and supervisor in the organisation.

Personnel management versus Human Resource Management

In the new textbooks, it is human resource management in older text books, it is personnel management Personnel management is older language For our purpose- meaning is about the same but we will use the term HRM Many text books are North American/European but principles are the same

PM vs HRM
Differences may be found in culture and policies, changes in the environment and legal aspects

Management language is different from the medical language and you need to be aware of the terms/jargon used

Relationship between health services and business

Principles of management are essentially the same although the objectives may differ.

WHY STUDY HRM

To understand the dynamics of recruiting, selecting, evaluating, motivating and retaining people Improving productivity To be able to meet challenges of growth (more services,
more beds, more patients, new equipment etc)

Manage the scarce resources we need a trained, committed and efficient workforce To keep abreast with technological developments To manage change

THE UGANDA HEALTH CARE SYSTEM;WHY STUDY HRM.. According to the World Health Report of 2006, fiftyseven countries, most of them in Africa and Asia, face a severe health workforce crisis and the shortage is predicted to worsen! Approximately 4m workers are needed to bridge the gap! According to the Uganda MOH (2008), the shortage of the health workforce is aggravated by the extreme degree of mal-distribution of the already scarce human resources. Some 70% of medical doctors and dentists, 80% of pharmacists and 40% of nurses and midwives are encountered in urban setting, serving only 12% of the population. Mal-distribution is compounded by the challenge of retention of health workers in the hard to reach areas.

HR-Department

Could be manned by one person or many depending on size of the organisation.

Sometimes, there is no one designated for HRD but the functions are essential Functions of the HRD are not carried out only by the HR Manager but heads of department also have a role to play Small organisations may not have HRD but the functions of HRD are carried out by heads of departments

HR-Managers
Looks at the organisation in totality and should not favor departments Should plan for HR future needs of the organisation

Integrates societal, organisational and individual needs

ACTIVITIES OF HRD
HR-Planning
Recruitment Selection Orientation Performance appraisal- feedback or employee evaluation Training and development-people may not deliver because of poor training or lack of skills/knowledge Career planning- preparing people for promotions Compensation- includes salary, housing, etc

RESPONSIBILITY FOR HR-MANAGEMENT

This is with- HRM, Supervisors, Directors, Line managers or any one with people reporting to them.
Efficient HRM are proactive and they prepare for change- to prevent overstaffing or understaffing. Employees should be available when needed. HRM- should be reliable, decisive and people of integrity All good managers should have qualities of HRM

GROUP ASSIGNMENT
You are given, one hour to do the following assignment in groups of 4-5 people. Each group should record their answers and be prepared to present them. Suppose the birthrates during the 2000s doubled the low rates of 1990s. What implications would this growth have in the years 2020 2030 for: Large supermarkets, UPDF, and the Uganda health care system?

SESSION 2

ENVIRONMENTAL CHALLENGE NOTES

Organizations are part of a larger open system

Therefore factors such as Economics, politics, other organisations, technology, social changes- do affect organisations and pose challenges. (PESTEL = political,
economic, social, technological, environmental and legal)

Economic Environment
Financial environment in which we operate vary For example in a poor rural environment, you cannot build an expensive highly specialized hospital for profit. The economic environment is made up of all the interactions of all businesses Inflation, unemployment, interest rates- all affect financial environment.

Political Environment
Policies governing operations of organisations are affected by the political environment

Legislations restrict HRM for example Hospitals are headed by doctors- therefore, this is a restriction if the HRM is seeking for a CEO of a hospital. HRM are not always free to do what they want.

Primary effects of political environment on organizations

Assistance Regulating activities e.g. by setting up hours of work, minimum wages etc.

Competition e.g. to serve areas that other organisations may not serve
Provide specific services that organisations may not be able to provide

Technological Environment
These are conditions under-which resources are converted into services and products

HRM should plan to efficiently use new technologies people should be trained so that technology can be use competitively

Geophysical environment
Geophysical environment if a hospital is built in a hard to reach area, then HRM will have a challenge to attract employees

Hospitals at boarder areas- will serve two or more countries- how then can these be managed?

Inter-organisational
There is an element of competition between organizations or even countries Even hospitals do compete between themselves

Social Ethical Environment

Ethics is to do with what is right or wrong- for example- is it right to hire somebody who is a friend, or a relative etc. Gender issues also affect the availability of skilled workforce for example affirmative action may require organizations to have a fraction of their HR as women.

Other social changes include..

More people graduating from institutions of higher learning- such people have different expectations and demands- Highly trained people tend to stay working for longer periods of time

Unemployment of youth lead to raising crime rates etc

Other cultural challenges include Royalty to work, people want to move to gain experience- there are many part time-workers Improving technology is allowing people to work from their homes and enable flextime

Organizational Challenges
Unions.These negotiate on behalf of the workers Character of the organization- each organisation is unique and has a specific personality. Organisational character is shaped by- equipment, goals and objectives, people employed etc Professional challenges- people from different professions have different value, ethics etc Coordinating them thus becomes challenging

SESSION 3

HR-Planning
This is an attempt by organisations such as hospitals to predict their future needs and supplies of human resources It allows HRM to be proactive It allows the Org. to be staffed with the right people, at the right time in the right place doing the right job. It is more common in larger organisations

Commoner in larger organisations bse it allows them to

Improve HR utilisation Achieve economies of scale in hiring Make major demands on local HR supply Coordinate other programmes such as affirmative action Match people with future organisational goals.

HR planning involves..
1- estimating future HR needs 2-Identifying potential sources of HR

Demand for HR Causes of demand can be:

1-External including Economics - Social political - Technological -Competition 2-Organisational - Strategic plans - Budgets
- Sales and production forecasts - New ventures

Causes of demand can be:

3- Workforce

- Retirement - Resignations - Terminations - Deaths - Leaves of absence

Forecasting techniques ..
Forecasting is an attempt to predict an organizations future demand for HRs. The techniques can be: 1. Expert opinions-where experts in the area give opinion 2. Trend Where extrapolation of trends is used to predict
the future demands

3. Others Such as use of budgets, strategic plans, etc

Human Resource Requirements

Results of forecasting normally would beshort and long range statements of need Short range statements are usually more specific and may be expressed as staffing table Long range statements are less specific since there may be changes in the environment.

Supply of HR
After making projections of need, the next step is planning to fill the projected openings Sources of supply could be- 1, Internal 2, External

Internal Supply
This includes present employees who can be promoted, transferred or even demoted. Planners audit present workforce to learn about their skills- auditing enables planners to develop replacement charts which show who can replace who

Audits
These summarizes each employees skills and abilities. Such information gives planners a comprehensive understanding of the capabilities found in the organisations work force. These skills inventories need to be reviewed periodically (say 2 years) in order to update them.

Replacement charts
Visual representation of who will replace who! Audit results are used to develop replacement charts Replacement charts should be kept confidential

External supply
Some jobs cannot be filled from the internal supply. Others are entry level jobs Growth needs may not be filled with internal supply Employer growth and effectiveness of the HRD largely determine the needs for external supply

Labour market analysis

Labour market is affected by local developments and demographic trends Community attitudes also affect labour markets since some communities are antidevelopment attitudes. Demographic trends affect labour markets sometimes immediately (immigration) and sometimes later (birthrates)

Implementation of HR Plans
After estimating the demand and supply of HR, adjustments in staffing levels may be required In the case of a surplus, the following approaches may be used to manage it: - Freeze in hiring - Voluntary leaves - Early retirement - Part-time employment could be offered to some people - Retrenchment should be a last resort

In the event of a shortage..

Recruitment and selection is done if the need is immediate If the need is not immediate, then the HRD should make plans to promote and if necessary fill the entry level positions from external

GROUP WORK- do this in groups of

Suppose human resource planners estimate that due to several technological and demographic changes, your hospital will need 25% fewer employees in three years time. What actions will you take today? What kind of technological and demographic changes could take place to lead to such a change in HR needs for your hospital?

Group -Assignment
Supposed you are an employment specialist. Would you expect to have a large or small selection ratio for each of the following jobs: 1-Medical director of a regional referral hospital 2-Senior nursing officer in a district hospital 3-Cleaners 4-Phemacists. 5-Nursing assistants Give a rationale for your response