MN20313 Human Resource Management 2

1. MN20313Human Resource Management 2 Nick Kinnie

2. Introduction to the course • Aims: combining theory and practice • Content and method: resourcing, performance management and negotiating and bargaining in three cycles of three weeks • Reading: text and readings • Assessment: paired assignment and exam • Pre-requisites/prior knowledge: HRM 1 or equivalent

3. Where does this course fit in? Sociology OB ER HRM1 HRM2 HRM in Service Sector Pay and Rewards OCD Law SHRM TLD Leadership

4. The course in its organisational context: aims • Identify the links between HR practices and organisational performance • Understand the difference between HR strategy, practice and implementation • Recognise the key role of line (and HR) managers’ skills in the implementation of HR practices • Identify the some of the key line manager skills involved in implementing HR practices – especially in face-to-face interactions

5. HR practices and organisational performance: the role of line managers • Extensive research which has established clear links between various HR practices and the performance of the organisation – the Human Resource Advantage • HRA - comprised of the Human Capital Advantage – developing superior practices – but these can be imitated • Organisational Process Advantage – the way these practices are actually implemented in practice – these processes are more difficult to copy

6. Need to understand how this OPA is gained – hence the key role of line managers as implementers of practices • Implementation especially important in organisations which rely heavily on their human capital for their success

7. HR practices and organisational performance: unlocking the ‘black box’ Organisational performance HR practices Black box – how and why do these practices influence performance? Performance as measured in a variety of ways including financial, markets, sustainability etc Resourcing, training and development, performance management, rewards Implementation of HR practices – the role of line managers is key

8. HRM Strategy, practice and implementation

9. Line manager skill and the implementation of HR strategy and practices: an example HR Strategy HR practice HR implementation

10. Line managers and the implementation of HR practices • Differences between intended practices, actual practices and practices as experienced by employees • Line managers implementation is critical: lack of time, commitment, training – doubt the benefits or lack understanding of what is expected of them

11. Links between HR practices, employee experiences and various outcomes Experienced practices Actual practices Employee outcomes Unit outcomes Intended practices Employee reactions (Kinnie et al (2005))

12. Line manager implementation: face-to-face interactions • Forms of communication – verbal and non-verbal • Barriers to effective interactions • Types of interaction: enquiry, exposition, joint problem solving and conflict resolution

13. Types of interaction Torrington et al (2005: 71)

14. Face-to-face skills • Defining the situation – setting the tone • Listening skills – tone of voice, giving attention • Questioning skills – types of questions, multiple questions, forbidden questions • Feedback skills – summarising, empathising and non verbal communication