1. While sitting at your desk, lift your right foot off
the ground and make clockwise circles.
Now, while doing this draw the number “6” in
the air with your right hand.
Your foot will change direction and there’s
nothing you can do about it.
2. MANAGING THE
PEOPLE
Human Resource Management
11/12
Business
Management
“All corporate
strengths are
dependent on
people”
– Adi Godrej, Indian
industrialists (405th
richest person in the
world worth
US$4.8billion)
“Train people well enough so they can leave, treat them well enough
so that they don’t wan to.”
“There’s no magic formula for great company culture. The key is just
to treat your staff how you would like to be treated.”
– Sir Richard Branson, CEO and founder of Virgin
“Hire for passion first, experience
second and credentials third.”
– Paul Alofs, CEO Princess Margaret
Cancer Foundation
“It helps to not call
people ‘human
resources’. They’re
people. And, as it
turns out, people like
to be treated like
people. Go figure.”
– Dharmesh Shah, Founder
HubSpot
“Obey your leaders and submit to their authority. They keep watch
over you as men who must give an account. Obey them so that
their work will be a joy, not a burden, for that would be of no
advantage to you.”
- Hebrews 13:17
“No servant can serve two masters.
Either he will hate the one and love the
other, or he will be devoted to one and
despise the other. You cannot serve both
God and money.”
– Luke 16:13
3. Assessment Overview
Feasibility Study
We’ll go through what that means later
Draft: Thursday Week 5
Final: Thursday Week 7
Length:
Year 11 – 800-1,000 words
Year 12 – 1,000-1,500 words
All criteria assessed
Extended Response Exam
In exam block
Length:
Year 11 – 400-600 words, 1.5 hours
Year 12 – 600-800 words, 2 hours
All criteria assessed
4. What is Human Resources?
‘…is the management of the employment
relationship…it covers establishing,
maintaining and terminating
employment…[HRM] involves planning,
organising, leading and controlling the staffing
needs of an organisation.’
Mylonas, et al (2007), p283
6. What is HR?
https://www.youtube.com/watch?v=9ZLbSk1Te
68
https://www.youtube.com/watch?v=5fZc6kqAj
R4
7. Your experiences
Where do you work?
How long have you worked there?
Do you like it?
How did you hear about the job?
Why did you apply?
How did you apply?
What was the interview process?
What motivates you to work hard at work?
Do you get feedback on your performance at work?
Do/did you get training?
What would make your job better?
Do you aim to move higher in your workplace?
Did you need any specific skills/qualifications to get the job?
Do you consider your job rewarding?
10. Job Ads
Go to a job search engine:
www.seek.com.au
www.careerone.com.au
www.hays.com.au
www.jobsinhr.com.au
Find at least 3 different job ads for HR-related jobs from three
different types of workplaces
What is the job title?
Who would you be working for?
What is the pay?
Where is the job (location)?
What are 3 responsibilities of the role?
What are 3 skills/experience requirements?
Identify the qualifications needed, if any.
Is there anything in the ad that might make someone want to apply for
the job?
12. Uni Degrees
Visit a university website (Qld, Australia or
international) or use the university guides
available
Find 4 undergraduate degrees which indicate
an ability to work in HR
What uni?
What is the degree?
How long does it take to complete?
If in Qld, what OP do you need?
What prerequisites do you need?
What careers outcomes are available?
13. Concept of HRM
There have been many different theories
relating to this area of business over the years
It has become much more than just hiring and
firing staff
14. PM HRM
Human resources has replaced personnel
management
PM only concerned with hiring and keeping
records
PM has become HR in large orgs due to the
broader nature of issues and the number of
staff
Managers are concerned about productivity
How much can we get for what we put in (cost
minimisation)
Humans as a resource are important
What skills would make a human important in a
15. Changes in Theories
Theory Date Feature
Scientific management Early 1900s • A very structured way to complete each
job
• One best way to do a task
• Needed to find employees who suited
that job
• Wages used as an incentive to perform
task
• Failed to bring behavioural and
productivity changes
Human relations
(behavioural)
management
1920s-40s • Examination of the relationship between
employee satisfaction and productivity
Personnel management 1950s-1970s • Departments whose role was mainly to
recruit staff
• Managing the payroll
Human resource
management
Latter part of
the 20th
• Included in the strategic management
of the org
16. Strategic Importance
Developing:
From a separate task to an integrated function
Serves org’s strategy and objectives
Prospective employees are assessed carefully
Ensuring they possess the right skills to help the org
Often people with a particular skill are needed
Linking this with someone who fits the corporate
culture is difficult
What kind of person do we need to suit Groves’
corporate culture?
17. Go to www.sofitel.com.au
What kind of corporate culture would they
have based on what you can tell from the
website?
Let’s say they have a job going to work on the
reception desk, who would get hired from the
next slide…
19. Role of HR Manager
A HR manager is located at the same level of the
corporate hierarchy as other specialised managers
(such as operations manager, finance manager, etc)
Why would this be?
In large organisations, the HRM often has a team below
them dealing with individual aspects of the overall HR
strategy
CEO
Human
Resource
Manager
Recruitment
Manager
Performance
Manager
Staff
Development
Manager
Employee
Relations
Manager
Health &
Safety
Manager
Operations
Manager
Marketing
Manager
Finance
Manager
21. People & Work
Three vital aspects in an environment where
workers are performing at their best:
1. Job design
2. Motivation
3. Job satisfaction
22. What kind of threats can exist in a work environment?
Is there a place for threats as a motivational strategy? Why/why not?
Do non-physical threats work on you at home/work/school?
What variables does it depend on?
23. Venn Diagram
What is a ‘resource’ in a business?
What is a ‘human resource’?
What is the difference?
What is the same?
Resources
Human
Resources
24. Motivation, Satisfaction &
Performance
HR perspective of management sees the staff
as humans – with needs to be fulfilled
More than just inputs in the production process
Staff have
Expectations of a job
Seek a degree of satisfaction from their work, and
Need to be motivated to perform their best
25. Expectations
What do/would you expect from your
workplace?
Are these expectations fulfilled?
What happens when your expectations are
fulfilled?
26. Satisfaction
Job satisfaction is potentially different for each
worker
It is affected by the expectations you have
What gives you job/school satisfaction?
How could you be more satisfied at
work/school?
27. Motivation
Motivation is what drives someone to put effort
into something
Very individualised
Not always positive motivation
What positive motivation exists for you to do
well at work/school?
What negative motivation exists for you to do
well at work/school?
Does motivation = happiness?
29. Go to the following link and copy and paste the
article into a Word document
http://groves.link/unhappymodels
30. Complete the following based on the article:
Highlight any words you do not understand and
then look them up – put the definitions at the end
of the document
What does the research by City University tell you
about the sort of things that human beings need
to feel satisfied and happy?
Is being motivated the same as being happy?
Explain your answer.
31. Just so you know…
Due to absences etc we are running a few
lessons behind the Term Overview (perhaps
even a week behind)
32. Human Resource Planning
Procedural
Involves:
Planning
Attracting
Maintaining
the workforce
33. Planning Process
The employment cycle demonstrates the
regular order of an individuals life in a
particular job
For organisations, this cycle is repeated for
each individual employee who is hired and
eventually departs
34. Employment Cycle (from the org’s perspective)
1
2
3
4
56
7
8
9
Place the following stages of
the employment cycle into the
diagram using the
corresponding numbers:
• Career Development
• Counselling/Advice
• Departure
• Exit Interviews
• Induction
• New Skills
• Recruitment
• Selection
• Training
36. Job Analysis
HR managers must determine the HR needs
of the org
Staff retire, resign, are fired, promoted, die, etc
and the needs of the business change
Forecast and plan to meet the org’s future needs
for employees
37. Job Descriptions
HR managers complete job analysis
This gives us job descriptions
What is the point of a job description?
Parts of a job description:
Title
Tasks
Skills
Working environment
Hours of work
Work practices
These can help to create selection criteria
38. Find a job ad on www.seek.com.au which has
a job description with as many of the aspects
listed as possible:
Title
Tasks
Skills
Working environment
Hours of work
Work practices
39. Attraction & Development
Helps find the right person for the job
Once they are found, further training and
development has to take place
Performance appraisals are also used after
hiring to ensure the org knows what training
the new recruit needs
40. 1. Internal
Email, intranet,
noticeboards,
newsletters,
memos, etc
Recruitment
can be done
via two
channels
2. External
Media, agencies,
government,
headhunters,
educational
institutions, previous
applicants, networks,
etc
Recruitment, Selection &
Induction
41. Recruitment and selection take place after the
org’s HR needs have been identified
No point hiring a French teacher for Groves and then
realising we don’t teach French
Recruitment takes 2 steps
1. Communication of vacant position to potential
applicants
1. ie. Putting a job ad in the paper, on the web, etc
2. Making initial contact with applicants
1. ie. Sending a letter or phoning to say they have been
shortlisted/selected for an interview
Once initial contact has been made, the selection
process takes over
42. Recruitment, Selection &
Induction
Choosing the most suitable applicant from the pool of
applicants
Selection process requires:
A panel to undertake the task
Selection criteria developed from job specifications/descriptions
There are usually 4 stages in the selection process:
1. Screening/shortlisting applicants
2. Interviewing applicants
3. Checking applicants’ background
4. Advising applicants of outcome
Take notes on what these mean from the bottom of p.309
and top of p.310
44. Employer of Choice
Read ‘Employer of Choice’ pp.311-313
Summarise what you have read in your own
words
Complete Q1, 2, 4, 6, 8, 9(a,b,d,e,g)
Go to http://groves.link/claytonutz
What business does Clayton Utz perform?
With reference to the benefits that Clayton Utz
employees enjoy, which three appeal most to you
and why?
Would these benefits be possible in every
organisation? Why/why not?
45. Group Activity
Get into four groups
Using the next slide, read the information and
write notes, create visual representations,
draw diagrams, define terms etc on the
whiteboards at the back of the room for the
topic you are given
Once your group has added all the notes
necessary, work through the questions for your
topic
46. Training &
Development
Read: pp315-316
Complete: Q1-5, p316
Performance
Appraisals
Read: pp317, 319-320
Complete: Stop & Thinks,
p317 and p319; Q1, p317;
Q1-4, p320
Rewards Systems
Read: p322
Complete: Stop & Think,
p322; Q1-3, p322
Turnover & Attrition
Read: pp323-325
Complete: Q2-12(a-e),
pp325-326
Complete your topic’s questions for homework. Be prepared to explain to the class
about your topic next lesson.
47. Peer Teaching
As a group, create a 5 minute speech to
explain your topic to the rest of the class
You do not need anything other than what you
have put on the whiteboards
You may have more than one person speak
Work through the other topics’ activities