Human Resource Strategies; Unit 3 - Notes

Notes made from a combination of resources including the Malcolm Surridge text book and Philip Allan revision guide.

Covers the human reesources quarter of the course; HR Objectives, Workforce Plans, Organisational Strucutres and Employer - Employee Relations

Pages in this set

Page 1

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Human Resource Objectives and Strategies
Human Resources:
Department responsible for the use of labour within the firm
Activities relating to the workforce are integrated and vital in helping the firm achieve its corporate
objectives
Aims to make the best use of HR in relation to the firms overall growth
HRM…

Page 2

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Employment legislation

HR Strategies:
Medium-long term plan to achieve the HR objectives
Factors persuading implementation:
Japanese success in managing people using this approach
Changes in the organisational structure that leads to managers taking on responsibility to
manage people
Increasing popularity of psychological approaches to motivation

Hard HRM:
Treating employees as…

Page 3

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HR outcomes are a package, only if all 3 are achieved can a firm expect to see a change in behaviour

Skills Audit: A procedure used to identify the talents and abilities that employees have which may not
be fully used by the firm




Workforce Plan
Appropriate plans should be…

Page 4

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Components of Workforce Plans:
Stages:
1) Consider the corporate objectives of the firm
2) Consider how HR can be managed to assist in achieving the corporate objective
3) Set objectives
4) Make a judgment about the size and type of the workforce the firm will require
5) Compare the available…

Page 5

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Issues of Implementing Workforce Plans:
Employer-Employee Relations:
A damaged relationship may lead to the workforce resisting changes and taking industrial action
causing loses of sale and revenue
A good relationship can assist the process with good communication and commitment ensuring things
are done efficiently

Cost:
Expenditure:
Recruiting
Training
Redundancy
Redeployment…

Page 6

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Organisational Structure
The way in which a firm is organised
Sets out:
Routes of communication
What has authority and responsibility
Roles and titles of individuals

Page 7

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The people to whom individual employees are accountable and those whom they are
responsible

Types of Structure:
Formal / Traditional Hierarchy:
Shares decision making throughout the firm
Gives all employees a clearly defined role and establishes their relationship with other employees
A tall structure with a narrow span of control…

Page 8

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Clear lines of communication can also make managers overcautious in case a decision turns out badly

Choice of Structure:
Consider a number of factors:
Size of the firm
Nature of the product
Skills of the workforce
Culture
Firms strategic objectives
Environment the firm operates in

Adapting Structure in Improve Competitiveness:…

Page 9

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Delegation:
Passing of authority to a subordinate within a firm
Senior manager's still holds responsibility for making sure job is completed

Homeworking:
Works from home for a significant part of their working week
Allows employees greater responsibility for their own week
Reduces stress levels
Costs of firm can be reduced…

Page 10

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Formal communication is the exchange on information and ideas within and outside a firm using
official channels
Informal communication takes place outside the official channels of a firm
The role of managers is to communicate with all stakeholders
Great quality communication has benefits
Encouraging and listening to the views and…

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This is a summary of the first part of the AQA HRM syllabus. Well written and concise can be used for revision or to create your own revision resources.

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