SHRM chap01

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CHAPTER Theories, issues and influences in human resource management Session objectives Define the purposes and scope of human resource management (HRM) in Australia  Trace the development of HRM in Australia  Understand the influences, issues and underlying theories of HRM  Assess the relevance of critiques of HRM  Describe the principal roles, functions and outcomes of Australian HRM  Discuss the professional and ethical principles guiding HRM  Personnel management vs human resource management Personnel management: A set of functions or activities Human resource management: An integrated set of personnel activities, linked strategically with organisational objectives History and origins of HRM HRM has existed since the beginning of time  Developed formally as a result of the Industrial Revolution  Working conditions became a social and industrial issue  Growth of trade unions and IR systems  Management theories and influences on HRM Classical management theory Classical organisation theory Contingency approaches Excellence studies Behavioural school Transitional theorists HRM TQM Systems theorists Management science Stages in the development of HRM Welfare and administration (1900– 1940s)   Staffing and training (1940s–mid-1970s) Human resource management (mid1970s–1990s)  Strategic and global HRM (2000 and beyond)  Concepts and models Harvard model  ‘Hard’ and ‘soft’ HRM  Unitarist and pluralist perspectives  Relationship of HRM to IR  Criticisms of HRM theory  HRM – roles, functions and strategies Strategic Operational Functional Strategic HRM Responsiveness to competition and globalisation  Alignment to business strategy  Quality HRM practices  Management of change  HRM issues Quantity and quality of employees  Strategic recruitment and selection practices  Retention  Productivity and motivation  Job design  Integration and accountability of functions  Evaluation  HRM – the future  Devolution  Automation  Outsourcing
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