context and nature of human resource management in health service organisations
The assessment task involves making entries in your reflective journal throughout the semester. It is recommended that you make entries at least weekly, during your study sessions or on other occasions when you have time to record your thoughts. Each entry must be dated.
The journal is not a diary, although you will need to include some descriptive content on which to base your reflective comments. It is expected that your entries will follow exposure to various “triggers†which might originate from the readings, forum discussions, topic activities, something you heard on the news, or from events or incidents at work, such as interviewing applicants for a position. Your journal entry will naturally begin with a brief description of the situation, then follow on with discussion about how you felt about it, what concerned you, what questions arose, and what the implications might be for your managerial practice, etc. Importantly, after making an entry that demands further thought or action, you then return to it at a later date during the semester, perhaps several times, and make additional commentary in the light of the new knowledge you have gained through your study or other experiences. A spiral of learning then forms, where each time your return to the experience, you do so with a greater degree of knowledge.
It is also expected that you will:
use the journal to record the difference between what is presented to you in the readings, and what occurs in your workplace. The topic activities are designed to promote your reflection in this regard. This process will also enable you to identify a topic for your third assignment.
include in your journal your reflections on your learning in the subject. You can include your initial feelings about the subject, your approach to study, use of Interact, research techniques, time management etc.
include your reflections on your performance in Assignment 2 based on individual and group feedback.
include, in your final journal entry, a summary of the main issues that have emerged from your reflections during the semester, how your managerial thinking has changed, and the rationale for your choice of topic for the third assignment.
clearly indicate using headings, your responses to the two preceding points.
It is important that you write freely in your journal, and include drawings, colour, photos if you choose. You may use “Pebblepad” as the format for your journal (see Interact for details). You will be marked on the process of your reflection, and your engagement with the subject, not on the nature of your reflections or personal views.
Note: You do not need to respond to all activities and discussion questions. Your weekly entry should focus on the issue/s that you feel are most significant, drawing on the “triggers” as described above.
Rationale
Your journal provides a means for you to develop your knowledge and understanding of human resource management, through reflection on experiences, issues or problems arising from practice or presented to you during the course of this subject. It also provides a place for you to record any tensions that emerge between what you read in the literature and what is experienced in practice.
This assessment item relates to the following learning outcomes:
be able to discuss the context and nature of human resource management in health service organisations;
be able to analyse human resource management in relation to their own organisation and roles with refererence to contemporary theoretical frameworks;
be able to explain the relationship between human resource planning and the achievement of organisational objectives;
be able to discuss the role of human resource information systems in human resource management;
be able to identify and discuss ethical and legislative aspects of human resource management in relation to own practice;
be able to recognise the value of diversity management in the health care workplace;
be able to Integrate knowledge of the key human resource management functions of job analysis, job design, recruitment, selection and placement, induction, performance management, training and development and discuss the contribution of these relationships to the achievement of organisational aims;
be able to analyse and reflect on the gaps between what is reported in the human resource management literature and what occurs in the workplace and recommend and justify strategies for improvement
he nature of human resource management?Human resource management in health service organsiations?The field of human resources management has changed significantly over the years. The changes that have occurred have necessitated a change in role focus and an expansion of the role function previously known as “personnel manager” as you would be aware of from your study of the previous topic. Managing staff in any organization is not an easy task; it is multifunctional, multifaceted and multidimensional. Anyone who is responsible for managing human resources is in effect a human resource manager. Challenges are constant in this field, as humans are unpredictable, the workforce is changing, and legislation is increasing. In the health care industry, the challenges are significant as you will be aware.??For many years the functions or responsibilities such as recruiting, selecting, training, and compensation (salary administration), were considered the realm of personnel management. They were performed without much regard for how they related to each other or with any regard for overall organizational goals. Human resources management is an extension of the traditional requirements of personnel management, which recognises the dynamic interaction (interrelationship) with each of the personnel functions and with the strategic and planning objectives of the organization (Nankervis et al., 2011).??In the following reading, Mc Bride and Hyde (2006) provide an interesting discussion on HRM in health care. The authors raise a number of key challenges for human resource management, and explore the links between human resource management and performance. Although contextualized in the UK, the relevance of this reading to other contexts will be apparent.????Reading??2.3.1 McBride, A. & Hyde, P. (2011). The healthcare workforce. In K. Walshe , & J. Smith, (Eds.). Healthcare management. Berkshire UK: McGraw Hill, pp. 237-252. (Pages 337-353.) (E Book chapter)??One of the dominant themes in this subject is that people matter. In your readings, you will come across a phrase ‘people are our most valued assets”. Trite perhaps, but these days the rhetoric is all the more in evidence. The reality of this statement is an organization”s demonstration of active commitment to attracting staff through effective recruitment and selection processes; retaining, developing and motivating staff through committed induction, socialization and training and development programs and protecting staff in adherence to State and Commonwealth legislation such as Occupational Health and Safety, EEO, AA, unfair dismissal and so on. If the rhetoric can be turned around to reality, an organization can reasonably expect to find a workforce prepared to contribute not only to organizational productivity, but also to achieving organizational strategic objectives and establishing a competitive advantage.???Your study so far in this subject has introduced you to the nature of human resource management and you have been encouraged to consider the evolutionary nature of this field of management. In some ways your texts present a rather linear view of HRM, one that may not sit comfortably with HR in health service organisations, partly as a result of the complexity of these organisations and their environments.???Forum??What are some of the challenges that confront human resource management in health service organisations now and over the next 10-15 years? Which do you think are the most important, and why?
The nature of human resource management?Definitions and historical origins?For those of you who have studied HSM404 Management of Health and Aged Care Services, you will recall the emphasis placed on the role of people in organisations, and understanding and managing organisations is about understanding people. Human resources, along with financial and technological resources, form the raw materials that, through effective and efficient management practices, enable organisations to achieve their goals (Nankervis, Compton, Baird & Coffey, 2011).??While human resources (HR) have always been critical to the success of any organisation, they have assumed an increasingly greater role that is now being recognised inside and outside work organisations. Human resources include individuals with a wide variety and range of skill, knowledge, and abilities who are expected to perform job activities in a manner that contributes to the attainment of organizational goals.??Activity??Before you consult your readings, record in your journal definitions of the following terms:??Human resource management??Personnel management??To be able to fully appreciate and differentiate between these concepts, it is important to gain an understanding of the historical origins of human resource management.??Readings??????Nankervis et al., 2014, Chapter 1, pp. 5-15.??This has also been included on E Reserve for the benefit of Canadian and other offshore students. (To access EReserve, go to the Library site, and enter HSM402 into Primo search.)??This foundational chapter begins with an historical account of the development of human resource management. You will no doubt observe that the development of human resource management can be considered evolutionary, that is, it has developed or evolved in response to various stimuli including changes in the nature of work and society that occurred throughout history. Understanding human resource management as an evolutionary process enables us to engage in some “informed speculation” about possible challenges that might arise in the future.??As you progress through the readings, aim to differentiate between the terms “human resource management” and “personnel management”, return to the opening activity and update your definitions.??Reading??The following reading, available on E Reserve presents a critical discussion on some of the differences between personnel and human resource management.??Legge, K. (2005). What is human resource management? Human resource management: Rhetorics and realities (101-132). Basingstoke, Hampshire: Palgrave Macmillan.
trategic human resource management?Introduction?Activity??In your journal, and before you undertake the readings, record your preliminary definitions of organizational strategy and strategic human resource management.??Does your organization have a separate human resource department? To what extent are HRM functions integrated within the roles of line managers? Should line managers have more, or less responsibility for carrying out HR functions? Enter your responses into your journal. We will return to this at the end of this topic.
Strategic human resource management?Defining SHRM?Traditionally, HRM departments had limited involvement in the organisation”s affairs and goals. HR managers concerned themselves with rosters, time sheets, payroll, job training and development programs, organising yearly performance appraisals and guarding personnel files. Then, the emphasis was on short term day to day operational issues.??However, times have changed and managers at all levels have been required to consider the wider aims of the organisation and of its ultimate survival. A focus on the relationship between the organisation”s internal and external environments and HR activities means the HR manager is becoming more involved in the strategic or long-term direction and purpose of the organisation.??We talk and read about strategic human resources management. What does this term mean???Strategic human resource management (SHRM) is a systematic way of achieving the goals of the stakeholders in an organisation (a stakeholder is someone who has a vested interests in the organisation e.g. shareholder, the government, customers, and staff). SHRM has been defined as??“the integrated set of practices, policies and strategies through which organizations manage their human capital, that influences and is influenced by the business strategy, the organizational context and the socio-economic context” (Martin- Alcazar et al. 2005 as cited in Nankervis et al., 2011, p. 19).??The main difference between strategic human resource management and other approaches to the management of employees is that rather than being an isolated function, SHRM implies a partnership between everyone in the organization, involving all stakeholders, and responding to influences within the internal and external environments. As a process, strategic HRM is systematic, dynamic and proactive requiring consideration of short, medium and long-term goals.??Reading:??Nankervis et al. (2014), pp. 15- 44.???Activity??Return to your journal and revise your definitions if necessary. Reconsider you answer to the question: Should line managers in your organization have more or less responsibility for carrying out HR functions? Why?
Strategic human resource management?Models of HRM??A variety of models and frameworks that explain SHRM can be found in the literature. These models provide insights into the relationships between the external and internal environments of an organization, its characteristics, employment policies and organizational outcomes. All identify the way these relationships can be utilised to create a ‘fit” between the various aspects of the organization, the environments and human resource policies. Nankervis et al. (2011) present an excellent model that offers a framework for understanding each of the topic areas within this subject and their relationship to SHRM.??There are however some limitations to the rational approach. Strategy is dynamic: a characteristic that is not readily captured by the models, which tend to be static. In addition, workplace dynamics influence policy implementation in a ‘cumulative” manner, which may not be recognized. However, with these limitations in mind, models can provide a useful representations for learning.???Activity??Compare the two models of HRM presented in Nankervis et al. (2014) the Harvard model (Beer et al 1995) (Figure 1.1) and the authors” model (Figure 1.5). What differences do you notice between these two models? Compare Figure 1.5 with the approach to HRM taken in your organization. What is the difference between the model and what occurs in your workplace????Internet search??Perform a data base or internet search for alternative models, and consider using these to enrich your discussion in assignment 1. Feel free to share any interesting findings on the forum.
Strategic human resource management?SHRM in health service organisations?In the previous topic, you considered the particular nature of human resource management in health service organisations. As we discuss HRM from a strategic perspective, the wider context gains greater significance. The final section of this topic aims to develop your understanding of SHRM in health service organisations.??For those of you who have studied HSM404 Management of Health and Aged Care Services, you will recall the emphasis that was given to the distinctive nature of health service organisations. To refresh your memory and of those who have not studied this content, please see the following reading located in the resource folder. Keep these differences in mind as you progress through the text readings that follow.??Reading: (Resource Folder)?Yen, M.(2008). Characteristics of health services organisations. HSM404 Management of health and aged care services. Bathurst: Charles Sturt University.???Reading??Nankervis et al. (2014) Chapter 2: The context of human resource management.?Belcourt, Bohlander & Snell (2008), Chapter 1: The world of human resource management.???In the following reading the authors identify the relationship of SHRM to culture, structure, strategy and competency and clinical outcomes. This reading complements the information presented in your text, and also identifies some of the unique characteristics of health service organizations that are relevant to the HR strategy process.????Reading ??Khatri, N., Wells, J., McCune, J. & Brewer, M. (2006). Strategic human resource issues in hospitals: A study of a university and a community based hospital. Hospital Topics, 84 (4), 9-20.?http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2009481203&site=ehost-live????Optional reading??The following reading presents a review of the literature concerned with the relationship between Human Resource Management and organizational performance. You may find some relevant links in this article to studies that may be useful for your assignments.??Harris, C., Cortvriend, P.,&Hyde, P. (2007). Human resource management and performance in healthcare organizations. Journal of Health Organization and Management. 21, 4-5, 448-459.??http://ezproxy.csu.edu.au/login?url=http://dx.doi.org/10.1108/14777260710778961??Reflect??What have you learned from your study of this topic? Enter key learning points into your journal. Review your learning in view of the learning outcomes.
Bookmark it! | My Bookmarks?Human resource planning?The Strategic Human Resource Planning process??There are four (4) phases to the planning process:??Forecasting- determining supply and demand?Goal setting- from supply and demand analysis?Strategic planning- to consider options for reducing labour surplus or avoid labour shortage?Program implementation and evaluation- focus on goal achievement and measurement against expected outcomes (De Cieri & Kramar, 2003).?????Barriers and limitations??Despite numerous benefits afforded by HR planning, there are a variety of barriers to its effective implementation. General resistance both to centralised planning and to changing what seems to have worked in the past is one; top managers giving HRM issues and staff relatively low priority is another; another barrier is adequate resourcing of knowledge and skilled staff; suitable data methods for forecasting not being available is an issue and finally, the impact of human resource planning programs being difficult to quantify.??It is in a context of change that HR planning is likely to be most worthwhile for the organisation. Circumstances in which this may be the case would be where the organisation”s environment is complex and/or rapidly changing as in health. HR planning provides a basis for assessing and prioritising HR needs which would otherwise be impossible. Another situation would be where labour shortages or surpluses are likely – to enable these to be corrected before they become unmanageable or expensive such as reduction of massive redundancies and/or scheduling these over a longer time period.????Achieving a strategic fit between organisational strategy and appropriate human resourcing may be impaired by a number of factors:??dehumanising effect of equating human with material resources.?lack of top management support;?lack of line management involvement in the forecasting or lack of understanding of the importance;?lack of control over external events;?inaccuracies in forecasts –particularly over longer time frames.??Whether HR planning is worth undertaking may depend on a number of factors:??top management understanding and commitment;?flexibility of staffing (internally);?flexibility in the labour force (externally);?understanding the links between strategy and planning;?provision of adequate staff, time and resources for HRP;?accuracy and accessibility of data from the HRIS,??and other contingency variables such as:??the size of the organisation;?its position in the business cycle (new, in a high growth period, a mature organisation, or declining in its ‘life cycle”).??We have identified that HR planning is an integrating and prioritising mechanism for all human resource functions in organisations.??Think about…??Can you now see the links in a chain developing???Strategy determines the plan and identifies ‘what business are we in”. HR planning addresses the question ‘what skills and how many skills are needed for success in this business”.??HR planning and strategic planning become more effective when there is a reciprocal and interdependent relationship between the two and when there is recognition by top management that HR activities are just as credible and as important as other management functions such as finance, clinical services, hotel services and so on.?Reading??Nankervis et al. (2014), Chapter 4: Human resource planning in a changing environment, 133- 160.??You may choose to skim through the sections on labor demand forecasting and supply analysis- simply aim to gain a general understanding of the concepts and how they relate to the planning process.??Belcourt, Bohlander & Snell (2008), Chapter 2: Strategy and human resource planning????Activity Forum??Nankervis et al.(2011) suggest the following debate topic: ??“Strategic HRP is impossible in the changing internal and external environments of organisations and with the short term perspectives of most Australian companies and their governments.”??Is this the case in health? or in your health service organisation? Is there any point to planning in the current climate? Find out whether SHRP occurs in your organisation, and the extent to which labour demand forecasting and labour supply analysis are carried out. You might choose to make notes in response to these questions in your journal, or share your findings with others on the forum. If you can”t find the answers, then make notes about the process of trying to find out as well!??Reading??O”Brien- Pallas, L. & Hayes, L. (2008). Challenges in getting workforce research in nursing used for decision-making in policy and practice: a Canadian perspective. Journal of Clinical Nursing, 17 (24), pp. 338- 346. http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2010135813&site=ehost-live???This Canadian study emphasises the need for research as an input into the HR Planning process. The article also highlights a number of issues in HR planning within health service organisations. Note the conceptual framework (Figure 1) that extends the focus of planning to include population health needs.
Human Resource Information Systems (HRIS)?Definition and purpose?A Human Resource Information Management System (HRIS) is “the composite of databases, computer applications and hardware and software necessary to collect/record, store, manage, deliver, present, and manipulate data for human resources” (Broderick & Boudreau, 1992, cited in Ngai & Wat 2005, p. 297). A HRIS includes tools that can be used for data analysis and decision making at all levels in the organisation.??Effective human resource management is dependent on access to a great deal of information. Whilst manual information systems (manual files) have always been a central element of personnel management, computer technology has significantly changed this to enable organisations to combine human resource information into a single database. A common computer-oriented information system used in the management of human resources if often referred to as a human resource information system (HRIS). Numerous software programs now grace the market, and many organisations now include self serve web based “kiosk” programs.??Compliance with legislation has been one of the most significant influences on the development and adoption of HRIS globally. However there are a number of other advantages that have been outlined in your text. Importantly, HRIS not only provide mechanism for greater efficiency and secure storage of large amounts of employee data, but are essential for strategic human resource management/ planning. Your text elaborates on this relationship.??Reading??Nankervis et al., (2014), Chapter 4: 160-171 Belcourt, Bohlander & Snell (2008), Chapter 1, 9-11???Reading??Ngai, E.W.T. & Wat, F.K.T, (2006). Human resource information systems: A review and empirical analysis. Personnel Review, 35 (3), 297-334. http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=/published/emeraldfulltextarticle/pdf/0140350304.pdf??Or??http://ezproxy.csu.edu.au/login?url=http://dx.doi.org/10.1108/00483480610656702?????This study, carried out in Hong Kong, provides additional insights into the advantages of HRIS and barriers to its implementation.?????Optional reading??The following reading presents a more detailed discussion on the different forms and application of HRIMS:??Hendrickson, A.R. (2003). Human resource information systems: backbone technology of contemporary human resources. Journal of Labor Research, 24 (3), 381-394.?http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=s3h&AN=10134127&site=ehost-live???Activity????To what extent does your organisation use HRIMS? Do you have access? In what way would your role, and your ability to make decisions, be enhanced by a HRIMS?
Job Analysis and Job Design?The job analysis debate?Job analysis and job design have been criticized for assuming that work is performed in a static context and that work itself is static. However, most organisations exist in a complex and dynamic environment, demanding flexibility in order to gain a competitive edge or indeed to survive. This is certainly the case in health service organisations.??Reading??The following reading presents some excellent insights into this debate and outlines a number of models that accommodate a strategic approach within a changing environment. It is a very interesting paper that includes historical aspects that are relevant to management practice, and so is well worth taking the time to read.??Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review. 18(2), 87-99.?http://linkinghub.elsevier.com/retrieve/pii/S1053482208000065?or?http://ezproxy.csu.edu.au/login?url=http://dx.doi.org/10.1016/j.hrmr.2008.03.004???Job analysis has a significant impact on other HRM activities and on an organisation”s equal opportunity considerations. The challenge is to find the best way but clearly to identify the purpose is foremost. The major benefit to an organisation is that it can start to establish its HR needs, develop its requirements through a staff establishment and allocation of a budget for staffing. The recruitment, selection and placement needs can now be determined.???Forum???According to Nelson, “When an individual has the skill to do a task, he or she is encouraged to do it, regardless of the title or position” ( 1997, p. 41). Do you agree with this? Is this possible in health services organisations?
Bookmark it! | My Bookmarks?Recruitment?Employers of choice?Nankervis et al. (2014) discuss the desire by employers to be regarded as employers of choice, a brand that aims to attract talent to their organisation. In healthcare the term ‘magnet hospitals” reflects this concept. The following reading explores this topic.??Reading??Middleton, S, Griffiths, R., Fernandez, R., & Smith, B. (2008). Nursing practice environment: How does one Australian hospital compare with magnet hospitals? International Journal of Nursing Practice, 14, 366-372.??http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2010040998&site=ehost-live????????ActivityThink about…??To what extent to which your own organisation can be considered an employer of choice?
Recruitment?Recruitment sources and trends?The internal and external sources or methods of obtaining candidates are explained in some depth in your prescribed texts. There are relative advantages and disadvantages of each.??There is no one best way to recruit; an effective HR manager will apply a contingent or situational approach. Your texts provide discussion on the benefits and limitations of both internal and external recruiting.??Recent trends in recruitment include recognising workforce diversity issues, the assessment of recruiting as a process – comparing the benefits of reduced turnover or enhanced performance against the cost of the program to recruit job applicants. Costs, sources and methods can be assessed against benefits such as ease of recruiting or number of qualified applicants obtained. Behaviourally based approaches to recruiting is another trend (the idea that a person”s past behaviour is a good predictor of their future behaviour) and applicant rejection management is another. Another recruitment trend is outsourcing (employer contracting out work functions). What impact does or would this have on health services? Which areas could be outsourced effectively and efficiently???Recruitment is closely related to the selection and placement functions of staffing. Do not get these functions mixed up. They are not interchangeable. Once a pool of applicants have applied for a job, a selection process gets underway to select who should be considered for interview or other selection assessment methods.?Reading??Nankervis et al. (2014) Chapter 6 pp. 221- 243: Talent attraction and selection ?Belcourt, Bohlander & Snell (2008), Chapter 5: Expanding the talent pool: Recruitment and careers.???Gillham, S. & Ristevski, E. (2007). Where do I go from here: We”ve got enough seniors? Australian Journal of Rural Health 15(5), 315-330.?http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2009668520&site=ehost-live??This article explores recruitment issues in a particular health service environment.??There are however a multitude of journals that deal with the issues studied in this topic, and you are encouraged to undertake your own exploration. Recruitment is not just about replacing employees who have left, it is also attracting people who are likely to stay and support the organisation. Health services struggle to attract and retain nurses, as well as other health professional including allied health and medical professional especially in rural areas. A number of innovative approaches have had some success but the problems of employee shortage in these areas extend far beyond the organisation.????Forum??What are some of the approaches to recruitment in your organisation? Is there a problem in recruiting health professionals? Explore the databases for innovative approaches to recruitment of health professionals and consider their implementation in your workplace. Share your findings on the forum.???Activity???Return also to exhibit 1.6 in Reading 1 and reacquaint yourself with the relationship of recruitment to strategic HRM and to other HR functions.
Selection and placement?Induction??The final phase of the staffing process entails facilitating the adjustment of the new employee to his/her new position. Some textbooks overlook this important aspect. Terms synonymous with adjustment are induction programs and socialisation, sometimes through mentoring programs.??Nankervis et al (2011, pp. 285- 293) provide useful information about induction programs. Through induction, new employees can be socialised to an organisation. As most new employees have a desire to fit in, not only to the organisation but to the immediate work area, induction programs becomes the initiator of socialisation process.???Reading??Price, S.L.(2009).Becoming a nurse: a meta-study of early professional socialization and career choice in nursing. Journal of Advanced Nursing, 65 (1) 11-19.?http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2010142601&site=ehost-live????Forum???Think about your experiences as a new employee, of workplace induction. What were the positives and negatives? Did you feel that the process was beneficial to your early performance? What improvements would you recommend? As you work through the sections on training and development, consider the literature in view of your experiences.??Feel free to share your experiences on the subject forum.
Legislative and legal aspects?Equal Employment Opportunity?Activity??Before proceeding, develop a definition of EEO in your journal.???The NSW Government provides a concise definition:??http://www.lawlink.nsw.gov.au/Lawlink/Corporate/ll_corporate.nsf/pages/attorney_generals_department_equal_employment_opportunity???Equal employment opportunity is based on the merit principle, which determines that, in the workplace, individuals should be employed in a fair and unbiased manner, based on merit.??Affirmative Action (AA) refers to the techniques and methods used to create EEO in respect to women and other disadvantaged groups within a particular society. The importance of EEO as an HR issue has been acknowledged gradually as a response to international standards (international labour organisation-ILO), government action, trade union policy and increasing participation of women in the workforce. In Australia the Affirmative Action (Equal Employment Opportunity for Women Act (1986) requires the removal of direct and indirect discrimination through the application of the merit principle in employment policies.??Equal employment opportunity (EEO) endeavours to counter various forms of discrimination including direct discrimination (exclusion of an individual or group because of a personal characteristic, which is irrelevant to the performance of the work tasks). Indirect discrimination (exclusion of an individual or group because of the application of conditions or requirements, disadvantaging individuals in some groups more than others), structural or systemic discrimination, reverse (positive) discrimination (to reverse the effects of positive discrimination as in the USA).??Equal opportunity legislation seeks to systematically remove discrimination from the labour market by requiring employers to take positive action to ensure their employment policies do not discriminate against women and other groups. Related to, and cited in EEO legislation, is anti-discrimination legislation, which seeks to prohibit discriminatory behaviour. In Australia Anti discrimination legislation includes:??The Equal Opportunity Employment (Commonwealth Authorities) Act 1987?The Workplace Relation Act 1996;?The Racial Discrimination Act 1975; ?The Sex Discrimination Act 1984;?The Disability Discrimination Act 2002;?The Age Discrimination Act 2004??The Australian Industrial Relations Commission is required in its award-making role to prevent and eliminate discrimination from the minimum conditions and wages contained in awards.??In North America the legislation is known as Equal Opportunity or employment equity. In Canada the legal framework stems from the Constitution Act of 1982 which contains the Canadian Charter of Rights and Freedoms – the cornerstone of equity legislation. The Canadian Human Rights Act (1977) proclaims that:??‘every individual should have an equal opportunity with other individuals to make for himself or herself the life that he or she is able and wishes to have…without being hindered …by discriminatory practices based on race, nation or ethnic origin, colour, religion, age, sex or marital status or conviction for an offence for which a pardon has been granted by discriminatory employment practices based on physical handicap”?[Canadian Human Rights Commission 1987 Paragraph 2 Subsection (a)].
Performance management?Performance appraisals and evaluation?Activity??Think back on your own experiences of performance appraisal i.e. of being appraised. What method was used, and which aspects were useful and which were not? What do you think is important for managers to know about performance appraisal????Reading??Nankervis et al. (2014), pp. 343-390.??Belcourt, Bohlander & Snell (2008) 350-386??The performance appraisal is probably the most widely used formal process. However within the concept of continuous performance management it is only one tool available for managing employee performance. Whilst the performance appraisal remains a central part of performance management, if the overall performance management process is effectively working, it should not be viewed as a once a year, stand alone, ordeal. The ongoing dialogue between employees and their managers that is at the centre of performance management should mean formal appraisals are merely an extension of daily practices and consequently should hold no fears or unexpected shocks for employees or managers.??The prescribed texts highlight many reasons why performance appraisals may, and have failed to achieve any real benefits for either organisations or employees. Many of these reasons relate to technical aspects e.g. poorly designed evaluation instruments, appraiser biases, poor interviewing skills, failure to link appraisals to the organisation”s strategic purpose, inadequate training for those involved etc. You may have captured some of these in your reflective activity at the start of this topic. However you need to also assess whether any identified failure within your workplace is related to some of the broader conceptual issues which are outlined in your text.???It is important for you (and managers in general) to appreciate that managing employee performance means addressing and managing both effective and ineffective employee performance. Whilst there will be a degree of commonality between how this is undertaken, there will also be different approaches and management tools needed to address the two. Personal and career development programs, performance maintenance programs, recognition and reward versus counselling processes, Employee Assistance Programs (EAP”s), discipline procedures, demotion and dismissal to name a few. These aspects are outlined in your text.???Finally, in relating the concept of performance management within the overall framework of Strategic Human Resource Management (HRM), it is essential you appreciate the two-way relationship that exists between performance management and all the other HRM functions and activities. Because of this critical interrelationship you need to assess whether it is possible for SHRM to achieve its strategic, operational and functional purpose without the existence of an effective performance management program. Refer to exhibit 1.6 in Nankervis, Compton & Baird (2008) and consider this relationship.??Activity ??Have a look at the strategic plan of your organisation and consider how the performance management system links to organisational strategy. If you are unable to access your plan (or you don”t have one!) you can either search the web or look at the following plan that has been developed by Ambulance Victoria:??http://www.ambulance.vic.gov.au/Media/docs/28336_Dec09_v2_COLOUR-51a3ac1e-b8e5-447c-bbb5-cf42ee589ad9-0.pdf
Training and development?Motivation?It seems relevant here to consider the links between motivation and SHRM. For those of you who have studied HSM404 you will recall some discussion on various models of motivation. The expectancy theory of motivation suggests that workers are motivated to perform not only by reward, but by the expectation of satisfaction that will follow performance and the receipt of a valued reward. Rewards that are valued by the employee are part of the process, and may be intrinsic (eg personal satisfaction) or extrinsic- (eg money, employee of the month etc.) however it is not the reward that motivates but the sense of satisfaction that follows.??To facilitate a situation where employees achieve satisfaction through effective performance employers must:??Maintain consistency with their reward system so that employees can trust that performance will be rewarded;?Ensure that the rewards are valued by the employee;?Provide opportunities for success/ achievement in the workplace;?Ensure that workers have the skills to perform their roles;?Ensure that employees know what is expected of them- job roles etc??From this brief description, you will identify the implications for employee recruitment, selection, induction and training. It is easy to see also from this list why employees may not be motivated. Perhaps you can relate this to your own experience.??For more information on motivation, consult any management/ organizational behaviour text that deals with this topic, or conduct a search for expectancy theory. Canadian students will find this topic is discussed in Chapter 9 of their text.???Activity??Consider the training and development program in your organisation. How well is it aligned with the strategic focus? Is training and development considered the responsibility of the organisation or of the employee? Which do you think is preferable?
Managing diversity?Diversity management?Diversity management aims to recognize that the diversity of the workforce mirrors that within the population. Diversity management has been defined as “ensuring that factors are in place to provide for and encourage the continued development of a diverse workforce by melding actual and perceived differences among workers to achieve maximum productivity”. (Mondy, 2008, p. 53)??Diversity management is about developing an inclusive and supportive culture where individual value and difference is recognized and encouraged. This can be achieved through strategic design, policies and practices and through diversity training (Bartol, Tein, Matthews & Sharma, 2008)???Bartol,Tein, Matthews & Sharma, (2008) outline the benefits of diversity management:?Increased opportunity to develop employee and organizational potential;?Enhanced recruitment and retention;?Successful interaction with clients/ market ;?Increased creativity and adaptation;??Proactive workplace diversity programs link into HR planning, recruitment and selection strategies. Advocates of proactive diversity programs, whilst claiming the inevitability of workplace diversity, also highlight the importance of managing diversity and that failure to do so can contribute to conflict and failure of the organization to achieve its full potential.??Reading??Nankervis et al. (2014), Chapter 5: Work Design Challenges in a Global Environment, pp. 210-213.??Belcourt, Bohlander & Snell (2008) Chapter 3 133-136; Chapter 1:27; Chapter 5: 225-226.???Reading???The following Canadian study presents some interesting observations within a hospital environment.??Sulman, J., Kanee,M., Stewart, P., Savage, D. (2007). Does difference matter? Diversity and human rights in a hospital workplace. Social Work in Health Care, 44, (3), pp. 145-159.?http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=sih&AN=25351659&site=ehost-live????Activity??With reference to the commentary at the start of this topic:??Diversity management has been defined as “ensuring that factors are in place to provide for and encourage the continued development of a diverse workforce by melding actual and perceived differences among workers to achieve maximum productivity”. (Mondy, 2008, p. 53).??To what extent is this achieved in your workplace
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