Human Resource Management & Technical Change - Essay Example

Human resource management & technical change INTRODUCTION To capture the theme of my essay, I will first distinguish between HRM and Personnel Management. Thereafter I will provide a general overview of management, interrogate the four dimensions of HRM, ie, inception, development, motivation and maintenance. It is also my intention to delve into the peculiarities of personnel management, which has at some stage grown both as an academic discipline and as a field of application in work organizations. Whether the two disciplines are similar or different, that will be discussed just before the conclusion. DEFINITION OF HRM According to Pieters, M.A. (1996:4), Human Resources Management can be defined as a process consisting of the dimensions of : (i) "inception (getting individuals into the organization) (ii) development (preparing employees to work effectively and efficiently) (iii) motivation (stimulating employees by caring for their needs) (iv) maintenance ( keeping employees in the organization by providing suitable working conditions)". DEFINITION OF PERSONNEL MANAGEMENT Megginson, L.C. (1981:6) defines personnel management as the "performance of all managerial functions involved in planning for, recruiting, selecting, developing, utilizing, rewarding, and maximizing the potential of the human resources of an organization". The implication here is that all managers, at all levels, have a duty to perform the personnel function. THE FOUR DIMENSIONS OF HRM 1.INCEPTION According to De Cenzo & Robbins (2002:2), inception can also be called "staffing" in that it is a way of getting individuals into the organization. This dimension entails strategic human resource planning, recruitment and selection. Hellriegel et al (1993:246) defines (a) "Strategic Planning as the process of deciding on and analyzing the organization's mission, overall objectives, general strategies, and major resource allocationsThe overall purpose of strategic planning and management is to deal effectively with environmental opportunities and threats in terms of the organization's strengths and weaknesses". The major elements in strategic planning are mission, objectives, strategies and resource allocation. (b) Recruitment & Selection De Cenzo et al (2002:150) defines recruiting as "the process of discovering potential candidates for actual or anticipated organizational vacancies. Or from another perspective, it is a linking activity- bringing together those with jobs to fill and those seeking jobs. In other words, recruitment is the process of looking for persons who possibly may be suitable to fill the vacancies. It does not mean that an interested person has already been appointed in the vacancy, it only tries to find a number of suitable persons from which the final selection can be made. Hellriegel (1993:390) advises that "the organization should develop a pool of job candidates from which to select qualified employees. Candidates are recruited by, for example, running adverts, contacting employment agencies, and visiting college campuses". One thing that should be noted is the importance of trade unions because lower-level workers are recruited by trade unions. They have contact with all their members in the different enterprises and can bring vacancies in all the different enterprises to their members' attention. Selection according to Hellriegel et al (1993:390), "takes place after recruiting candidates for available positions. The organization selects and hires those people who are most likely to perform well on the job. These decisions can be difficult'. It is worth noting that ,with recruitment potential groups of workers are brought together to fill a limited number of posts. Since there are usually more applicants than vacancies available, the most suitable person has to be found by a process of elimination. According to Pretorius et al (1986:191), "recruitment is regarded as a positive process, selecting is somewhat negative, since a number of applicants are going to be turned away. Recruitment endeavours to sell the enterprise to the potential worker, while with selecting, the worker has to try to sell himself to the enterprise". One can argue that recruitment itself is some form of selection, since the organization attracts a particular social aggregate with specific minimum requirements. This is a way of eliminating or discouraging other workers from applying. Employee Participation According to Hellriegel et al (1993:406), orientation is "a formal or informal programme that introduces that introduces new employees to their job responsibilities, their co-workers, and company policies. It typically lasts one to two days". In other words, this process consists of introducing new employees to other staff members and familiarizing them with the objectives of the organization, as well as its policy, rules , regulations, and activities. They must be acquainted with the activities of the division where they are going to work, their own duties and responsibilities and the resources which they must use to carry out their task. What is interesting is that this programme introduces the new worker to his new work environment. On the other hand, the enterprise has to get to know the new employee. Hellriegel et al (1993:406) cites three examples of a heightened perspective on what an effective orientation programme does : 1."The ability to handle business complexities. 2. The ability to lead and manage people 3. "Drive and results orientation". One can argue that the advantage of proper orientation is that the worker gets the feeling that he belongs to the organization and that one is accepted. This again creates a high morale and enthusiasm with the employee. This results in better production, less transgression of rules, dismissals, resignations, less grievances and better job satisfaction. (c) Job Analysis Hellriegel et al ( 1993:394) defines job analysis as "a breakdown of the tasks and responsibilities and the personal characteristics, skills and experience necessary for their successful performance. A thorough job analysis has two parts : a description and specification. A job description is a detailed outline of a position's essential tasks and responsibilities". Put differently, the former (job description) gives the title of the post, describes its duties, qualifications, responsibilities of the post, what decisions have to be taken, the aids needed to do the job, the working conditions, and requirement concerning the skills initiative and the ability to work independently. The latter is a declaration of the human qualifications required to do the job. It refers to the personal skills, knowledge, training experience, sense of responsibility, intelligence, physical abilities, initiative, ability to communicate and other personal characteristics. It must be noted that there are various definitions of job analysis which, one would argue, are all similar. For example, De Cenzo, D.A. & Robbins, S.P.(2002:136) defines job analysis as "a systematic exploration of the activities within a job. It is a technical procedure used to define the duties, responsibilities and accountabilities of a job". In summary, job analysis is used to enable the organization to reconcile the requirements of the job as best as possible. 2. TRAINING & DEVELOPMENT According to De Cenzo et al (2002:215), "training is a learning experience in that it seeks a relatively permanent change in an individual that will improve the ability to perform the job. We typically say training can involve the changing of skills, knowledge, attitudes, or behaviour. It may mean changing what employees know, how the work, their attitudes towards their work, or their interaction with their co-workers or supervisor". This means that training is used to teach the worker (usually the non-manager) technical knowledge and skills. Apart from new workers, the dynamic environment in which the enterprise operates, necessitates that present workers be kept up to date with the new techniques and equipment in use in the enterprise. On the other hand, employee development is defined by De Cenzo et al (2002:215) as a "future-orientated training, focus on the personal growth of the employee. As your job and career progress, new skills and abilities will be required". In other words, the objective is to develop conceptual thoughts and general knowledge and is usually aimed at managers. According to Pretorius et al (1986:226), here are the objectives of training : (a)Increased productivity : "The worker's latent abilities are utilized. This leads to greater output and greater profits. (b) Quality improvement : Informed workers make fewer mistakes. By applying participative management, the workers' quality also improves. Man-power planning : Training and development helps an enterprise to provide in its future personnel turnover, and when the need arises, internal personnel can be used to fill the vacancy. (d) Increased workers' morale : Workers feel important as a result of the attention paid to them and the fact that they are being developed. This leads to less absenteeism, lower labour turnover and better group co-ordination. (e) Indirect renumeration : Managers see training & development opportunities as part of their remuneration, since the enterprise is financially responsible. (f) Health & Safety : Training is given as regards safety measures for the prevention of accidents at work. (g) Prevention of obsolescence of workers : It is important for workers to adjust to modern technology and changing economical circumstances. Obsolescence is the difference between a worker's knowledge and skills and the requirements of a post. It is caused by lack of training, the worker's own intellectual abilities, lack of time, environmental pressure, culture and social changes. The main cause, however, is the technological changes and developments" One can conclude that a major purpose of training & development is to remove the performance limitations, current or anticipated, that are causing an employee to perform inadequately. Development, according to De Cenzo et al (2002:220) has four applicable methods : (a) Job rotation : Which involves moving employees to various positions in the organization in an effort to expand their skills, knowledge and abilities. It can either be horizontal or vertical. Vertical rotation refers to promotion of the worker into a new position. Horizontal dimension refers to what is understood as a short-term lateral transfer. (b) Assistant-to-positions :Employees with demonstrated potential are sometimes given the opportunity to work under an experienced and successful manager. Committee assignment : An employee is given an opportunity to share in decision-making, to learn by watching others, and to investigate specific organizational problems. (d) Lecture course and seminars : These provide employees with knowledge and develop their conceptual and analytical abilities". It should be noted that training and development are actions that have to be undertaken by an enterprise in order to improve its employees ability to do their work. Training will be useless if it does not result in a noticeable change in the workers' working behaviour. 3. MOTIVATION The reason why people work, can be traced back to the urge to satisfy the need. It is clear that each worker, in the different phases of their life cycle, are busy trying to satisfy whatever need is dominant at that time. People sometimes have to be encouraged to give their best. This can be done by motivating the worker. Motivation is all efforts made by management to get workers to voluntarily give their best. It must be noted that motivation comes from within the worker himself, but management must try to develop and encourage this motivation. According to Hellriegel et al (1993:429), motivation is any influence that elicits, channels, or sustains people's behaviour". Hellrigel mentions three factors affecting motivation : (i) Individual differences : He stresses that every person is unique. Hellriegel et al (1993:430) defines individual differences as those personal needs, values, attitudes and interests that people bring to their jobs. Various people are motivated by various things in the workplace, eg, one employee may be motivated by security and accept a lower paying job that involves few risks of unemployment. Another may be motivated by money and hold out for a job paying a high salary. (a) Job characteristics These are the dimensions of a job that determine its limitations and challenges. These characteristics include various skills required, task identity, the importance attributed to the job, authority, and the type and extent of employee feedback that the employee receives. (b) Organizational Practices These are rules, personnel policies, managerial practices and reward systems of an organization. Policies defining fringe benefits, such as paid vacation, insurance, etc, and rewards e.g. bonuses, and/or commissions can attract new employees and influence older employees to remain with the company. One should note that a motivated worker would also contribute to a motivated group. A group that is motivated favorably towards the organization will tend to be co-operative, loyal dynamic, resourceful and full of self-discipline. However, motivation is an intense psychological process that cannot be observed or measured directly but can only be assumed from the behavior of people ( Hodgens 1982:314). 4. MAINTENANCE It is common knowledge that accidents in the enterprise disrupt productivity and can be very expensive. There can be several expenses caused by an accident. According to Batemen et al. (1999:354) "Employers must maintain records of injuries and deaths caused by workplace accidents and submit to one-site inspections" Additional to the financial expenses of an accident, there are also human expenses. Any accident has an effect on man. The worker who was involved in an accident will never be entirely at ease in a similar situation as compared to the one, which the accident did not occur. This can have a negative influence on the productivity of the worker. PERSONNEL MANAGEMENT According to Beach (1980:23) "personnel management should be seen as a distinct field of endeavor, a field of activity and as a group or class of people. A manager himself does not operate a machine, design products, or wait on customers (except in an emergency). He creates the environment in which employees can work effectively to accomplish the goals of the enterprise and at the same time obtain substantial satisfaction of their needs". In other words, the duties and responsibilities of members are clearly defined in these organizations and the manager's role is clearly marked out. However, the degree of formality of the manager's role and duties is not important, because every manager in every organization has the same basic responsibility to assist other members of the organization in drafting and achieving a series of goals, in order to the main objective of the organization. WHO DOES PERSONNEL WORK According to Beach, D.S. (1980:49), "everyone who guides and directs the work of the others, from the shop foreman all the way up to the corporation president, does personnel work. Now the nature of this work changes somewhat as one goes up the ladder of the organization structure. But regardless of level every manager is truly a practicing personnel manager". In other words, the management activity by every human being, ie, branch manager, the supervisor, and even the housewife. According to Andrews,Y.(1996:13), personnel management refers to the following functions : (i) Policy determination, including planning and decision-making. (ii) The formulation of standards. (iii) Personnel motivation and guidance. (iv) Evaluation and exercise of control, with specific reference to the accountability function. A BRIEF DESCRIPTION OF THE ABOVE FUNCTIONS Andrews, Y.(1996:13) defines: (i) Planning It is 'an activity that concerns itself with the proposals of the future, with the evaluation of alternative proposals, and with the methods by which the proposals may be achieved". In other words, the main objective of planning is to plan in advance for the availability of personnel and to have personnel ready should the demand arise. By training staff in advance a vacancy can be filled from their own ranks. One should note that planning is an on-going process, since there is also a monthly change in the personnel situation as a result of resignations, retirements, promotions, as well as expansion of the enterprise. (ii) Determination of Standards. " When standards are determined, specific criteria are laid down with which comparisons may be madeIt is important however, that standards should be reasonable and attainable" (Andrews,Y.,1996:14). This in a way advances objectivity when there is performance evaluation, the productivity of employees can be influenced positively. (iii) Personnel Motivation & Guidance "The function of guiding subordinates means that external motivation will be provided to stimulate the internal motivational component to become active and in so doing, to fully utilize the employee" (Andrews,Y.,1996:15). This means that motivation is a driving force that impels humans to action. The person's actions are aimed at a specific goal. FROM TRADITIONAL TO P.M. TO HRM. Traditional personnel management concerns "mostly issues related to Industrial Relations and administering employees". According to Beach, D.S.(1980:14), "the scientific management movement has had a great impact upon management-employment relationships and upon management in general. It contributed to the professionalization of management". It is said that because of the labour shortage at the turn of the twentieth century, methods had to be found by which optimum use could be made of the limited number of workers. This can be attributed to Frederick W. Taylor who had "emphasized the need for proper selection and placement of workers on jobs for which they could become superior producers" (Beach,D.S.,1980:15). According to Pretorius et al (1986:26),Taylor formulated the following four management principles : (i) "The development of a true management science in order to find the best method of performing a task. (ii) Scientific selection and training of workers, in order to allot to each worker and make him responsible for that task which he was most capable of doing. (iii) Mutual co-operation between management and workers which would result in greater profits for both parties. Pretorius et al (1986:26) continues to point out that due to his management principles, Taylor's efforts involved increased productivity by using fewer workers but who worked more efficiently as a result of improved management and working methods. The worker himself could earn more money. DIFFERENCES BETWEEN P.M. AND HRM. According to Beardwell, I. & Holden, L.(1997:21), these are the differences : HRM goes beyond contract and is not rule bound. Workers should be nurtured. HRM has adopted a unitarist approach, hence conflict is de-emphasized. The role of management focuses more on transformational leadership and communication is direct. It seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. Pay is performance-related. HRM follows a descriptive model, salaries are non-negotiable. PERSONNEL MANAGEMENT It is rule-bound and pluralist, and there is no flexibility. Conflict is institutionalized and communication is indirect. PM realizes that you can treat people like other material objects in the workplace. It is a reaction to possible challenges from the workers. It follows a critical evaluative model which is radical perspective. In relation to HRM and personnel management, I consider the controlling interests of the organisation to be a factor in their structure. Personnel management developed, and continues to be (in the form of HRM) an instrument for managers to collectively organise large numbers of employees, and this will always be to meet the purposes of the organisation, regardless of the title the function is assigned. Exploitation, however, is an ambiguous concept. Employees are always paid for their efforts, in all aspects of HRM, and are employed with the understanding that they work for the organisation and will be expected to produce an output for set targets. HRM sets a strategy for organisational improvement, and through training and development provides opportunities for individual improvement. Therefore the evidence tends to imply that HRM is more of a tool for overall improvement, rather that employee exploitation, and it is more the nature of our organisations that present opportunities for exploitation. CONCLUSION One can conclude that the two styles of management have one principle in common, ie, that a workplace should be managed in order for the organization to achieve its goals. HRM is an improvement on Personnel Management in that employees are now regarded as an important asset of the organization. BIBLIOGRAPHY 1. Andrews, Y. 1996. The Personnel Function. Kagiso Publishers. Pretoria.0002 2. Bateman, T.S. & Snell, S.A. 1999. Management :Building Competitive Advantage. 4th ed. Irwin McGraw-Hill. 3. Beach, D.S. 1980.Personnel: The Management of People at Work. 4th edition. Macmillan Publishing Co., Inc. New York. 4. Beardwell, I. & Holden, L. 1997. Human Resources Management: A Contemporary Perspective. Pearson Professional Limited. Great Britain. 5. De Cenzo, D.A. & Robbins, S.P. 2002. Human Resource Management. 5th ed. New York : John Wiley. 6. Hellriegel, D. & Slocum, J.W. 1993. Management. 7th ed. Cincinnatti, Ohio : South-Western. 7. Hodgetts, R.M. 1982. 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