MGB131

Introducing Human Resource Management

Week 1
Introduction to HRM

CRICOS No.00213J

CRICOS No.00213J
MGB131 Professor Lisa Bradley

• Introduction to teaching team and

Teaching Team Unit Co-Ordinator
Email: lm.bradley@qut.edu.au
unit Semester 1 2023 Phone: 3138 5397
• CANVAS Room: Z915
• How to succeed in the unit
Today • What is HRM? What are the
functions and activities?
Tutors

• Evolution of HRM to become more Rebecca Langdon

strategic Jacqueline Greentree Lecturers
• Theoretical bases for HRM Email: Jacqueline.Greentree@qut.edu.au
Prof Lisa Bradley
Dr Rebecca Langdon
Email: r2.Langdon@qut.edu.au

Roles – Who do I see about what?

Demonstrate and apply knowledge of HRM strategies and
Unit Co-ordinator:
Lisa Bradley • Questions or concerns about the unit, your participation or other issues functions
• Questions about the content
• Assignment problems & marks Develop technical and technological knowledge of HRM
• Canvas content questions/issues analytics
• Anything else you aren’t sure of.
Unit Overview: Evaluate effectiveness and contributions of HRM strategies
Tutors
Tutors: Learning Outcomes and functions
• Questions about the tutorials
Lecturers Rebecca Langdon • Tutorial attendance issues Effective and professional oral communication of knowledge
Jacqueline Greentree • Group formation and group work
Rebecca & Lisa and ideas
• Help with the content
• Questions about assignments
Lecturer: Apply teamwork knowledge and skills for effective
• Help with the content collaboration mirroring real world teamwork requirements
• Attendance at lectures
 Assessments overview
CANVAS site – everything you need is on the MGB131 Sem 1 Assessment Item Covers Lectures Due Week Due Date
Canvas site
Group Oral Presentation
All information about assessment is here 1 – Strategic HRM Weeks 1-4 Week 7
Monday April 15th,23:59
(applying theories & Brisbane Time.
All contact information is here frameworks)

Groups are here Group Oral Presentation Tuesday April 16th, 23:59
Peer Review Survey Participation in Group Work Week 7
Links to lecture slides and lecture recordings are here (Team work)
Brisbane time

Etc etc
Case Study Analysis Wednesday May 29th,
Please look at each week’s announcement (set up your notifications) - HR Activities
2 Weeks 4-12 Week 13 23:59
(demonstrating knowledge off
specific HR activities) Brisbane time

Textbook Stone et. al., (2024)

Required text:

Unit expectations:
Human Resource Management 11th Edition (2024). Authors: Raymond J Stone, Anne Cox, Mihajla
Gavin and Joseph Carpini, John Wiley and Sons, Australia Resources
Resources and and Everything else you need is on

Responsibilitie
Responsibilities CANVAS and QUT Readings.

s
Any recent previous version of the textbook will be fine
Participate, contribute, think.
Respect your peers & teaching team

When are classes? Thursdays. Both the lecture and the

• Take ownership of your learning
tutorials are 1.5 hours long. You need to attend both your
assigned tutorial and the lecture each week. Learning • Ask questions, answer questions, have a go
Responsibilities
Lectures: Tutorials:
5:00 – 6:30 • Engage in the unit and interact with your fellow
pm
Recorded and Not recorded – they
• Check Canvas each week livestreamed are interactive students
• UC Announcements Monday
• Questions to UC via email
• Questions in person during In Person In Person Thursday
• Take time to consolidate the concepts that you have
Recorded &
tutorials or lectures 6.30 – 8pm
• One on one consults
Posted after
On Campus On Campus and Friday learned each week
the lecture
available by appointment in each week 11 – 12.30
person or on Zoom. • Know what is on when & plan ahead for assessments
Virtual Online
(must be an
online student to Thursday • Contribute to a positive learning environment that
attend) 6.30 – 8pm
benefits everyone
 Tutorial Participation We are here to help

• Regular attendance useful, ESSENTIAL for

Assessment 1
• Actively participate in tutorials v It is ok to email the tutor, lecturer or the UC – we encourage it
• Share your own ideas or thoughts – no v Make use of booking a one-on-one consultation – that’s one of the
judgement
• Reflect on unit learning outcomes, and think of
REMEMBER things we are here for

questions that you can ask during the tutorial v If you are not sure – ask your tutor, lecturer or the UC – not just
your peers
• Avoid ghosting
• Ask if you don’t understand. Suggest if you v Check Canvas and the lecture material for the answer first
have an idea. Ask if you think related to
assessment v Keep up to date with the materials – every week is something new.
We cover a lot of topics in this unit.
• Your tutor is there to help your learning

OBJECTIVES
Define human resource management (HRM)
01
Trace the evolution of HRM

Introduction to Understand the major functions of HRM within organisations

Human Resource Management 02

Describe the principal roles of HR within organisations
Understand the concept of HR as strategic partner

03 Understand different theoretical approaches to, and models of HRM

Human Resource Management

Human Resource Management
[…] the productive use of people in achieving the organization’s strategic business “HRM recasts employees as human resources who are vital organisational assets
objectives and the satisfaction of individual employee needs, […] by designing and possessing knowledge, skills, aptitudes and future potential; and who therefore
implementing HR policies and practices that motivates employees to translate require integrated and complementary management strategies (through for
their know-how into productive behavior (Wright & McMahan, 2011) example, human resource planning, job design, effective attrition and retention
techniques, performance management and rewards programs and workplace
A distinctive approach to employment management which seeks to achieve health and safety systems), in order to assure their individual and collective
competitive advantage through the strategic deployment of a highly committed contributions to the achievement of organisational goals and objectives.”
and capable workforce, using an array of cultural, structural and personnel
(Nankervis et al., 2016, p.10)
techniques (Storey, 1995).
 The Problem – or
Planning
oppor tunity….. You are the founder of a small startup. Your
business helps small-medium sized
companies create tailored Apps to manage
their administrative processes and improve
their productivity. The business has been The 4 Functions of
Controlling Management Organising
run by you and 2 friends. You have just
Management
secured some venture capital from your
uncle to scale the business up and expand.
You’ve already identified new customers,
and you have a premises. Now what?
Leading

HR planning
Planning Planning
Job Analysis
&Job Design

Health and Safety

Recruitment &
Reward Technology Selection
Retaining Acquiring Retaining
Management
Analytics Acquiring
Human Resource Human Resource Industrial & Employee Ethics & Legal
Development Relations Obligations

Management HRM HRM

EEO, Diversity and
Inclusion
Organisational
Culture
Performance & Human Resource
Reward, Development
Remuneration,
Developin Developin
Rewarding
Employee Performance
Rewarding g
Management
g Benefits,
Career
Development Career Planning

HRM Activities and Topics in MGB131 Why is HRM important for the Business?
Definitions adapted from Stone (2017), pages 15-17
HRM Practices or Functions Definition

Alignment of HR policies and practices with organisational strategy and the use of data to inform strategy and What
Customers
Strategic HRM and Analytics measure HRM effectiveness. Employees Have
What Employees Do Outcomes
Skills
Human Resource Planning (HRP) The process undertaken to ensure the right people are in the right jobs at the right time. Abilities
Task behaviour
Analyses and defines the specific tasks and responsibilities of a job and the qualifications, knowledge, skills and Competencies
Job Analysis and Job Design attributes required to do the job.
Recruitment The process of seeking and attracting a pool of applicants from which to fill job vacancies. Discretionary
Selection The process of choosing the ‘right’ candidate from the pool. behaviour
Financial
HR Strategy
Outcomes
Performance Management An assessment of how well employees are doing in their jobs, and a plan to ensure they perform effectively. Counterproductive
The remuneration (cash rewards) and benefits (non-cash) designed to compensate and/or incentivise employees behaviour
Rewards for working in the organisation.
What
Learning and Development Activities designed to improve employee knowledge, skills, abilities and performance on the job. Attendance
Programs and policies to support the physical and mental wellbeing of employees, and maintain a safe work
Employees Feel
Employee Health and Safety environment. Motivation
Turnover Operational
International HRM The policies and practices to manage human resources in a globally competitive environment. Commitment
Outcomes
The use of technology in the management of employees. Engagement
Technology and HRM

(Wright, 2008, p. 7)
 Evolution of HRM
Personnel
Personnel Human Resource
Management Strategic HRM
Administration Management
Industrial Relations

Welfare Staffing, Training Integrated activities Integration with Business strategy

Administrative function Reactive, Compliance, Proactive, Micro Proactive, long-term, macro focus
Specialist function Devolved function Strategic function

Cost Resource Competitive Advantage

Transactional Transformational

HR Positioning (Ulrich 2017)

Strategic Focus

Role of HR
On the table At t h e t a b l e
§ Not on the executive team § Representation on executive team
Strategic Partner Change Agent
§ Report to finance (or operation) § Report to the CEO
Processes People
§ Overhead cost § Added value
Other Roles (Stone et. al., 2024)
§ Short-term decision-making § Long-term decision-making
Ø Talent manager
Ø Organisation ambassador
Ø Board and senior executive
resource
(Hopkins, 2014; SHRM, 2016) Administrative Employee Ø Legal advisor
Expert Champion

Operational Focus

Instrumental (Hard HRM)

• Administrative efficiency Stresses the rational, quantitative and strategic aspects.
• A link between the delivery Managerial focus. Performance improvement and competitive
of HR practices for the
STRATEGIC
advantage are highlighted. Human Resources must be utilised
PARTNERSHIP
development of individual to achieve organisational goals.
FUNCTIONAL and organizational capability
EXPERTISE
E-HRM can Approaches to HRM
enhance the Humanistic (Soft HRM)
• Business partnership and strategic
value of HRM Recognises the integration of HR policies and practices with
change agent responsibility
strategic business objectives but also emphasises employee
• Involvement in strategic
development, collaboration, participation and trust. Human
planning, making management
Resources are “involved” in the achievement of goals
decisions, organizational design
through collaboration, consultation, empowerment.

(Lemmergaard, 2009; Sheehan & Cieri, 2012)

 Approaches to HRM
Resource based view

• Human resources are valuable, rare, inimitable, and non-substitutable resources that can be potential
sources of sustainable competitive advantage

Do you think that HR Best Practice (universalistic)

is about being hard OR • Certain HR practices are ‘best’ – universally positive

• “One-size fits all”

soft Best Fit (contingency)

• HR practices are ‘best’ when they are derived from business strategy
Pause for thought • HR is contingent on the organizational and environmental context

Bundles (configurational)

• Different HR practices should be bundled or configured to achieve desired approach/strategy

Commitment Model
• Broadly defined jobs
• High levels of employee participation
•
•
Highly skilled workers
Extensive training The Harvard Model of HRM
• High wages

Models of HRM
Configurational
• High benefits

approaches
(Bundles) Control Model
(Wright, 2008) • Narrowly defined jobs
• Low participation
• Low skill requirements
• Intense supervision or control
• Limited training
• Low wages
• Low benefits

(Beer, Spector, Lawrence, Mills and Walton, 1984)

The Problem – or
oppor tunity…..
The Harvard Model of HRM
You are the founder of a small startup. Your
business helps small-medium sized
companies create tailored Apps to manage
their administrative processes and improve
their productivity. The business has been
run by you and 2 friends. You have just
secured some venture capital to scale the
business up and expand. You’ve already
identified new customers, and you have a
premises. Now what?
(Beer, Spector, Lawrence, Mills and Walton, 1984)
 Bibliography

Australian HR Institute. (n.d.). AHRI’s model of excellence. https://www.ahri.com.au/about-us/model-of-excellence/

Next week
Beer, M., Spector, B. A., Lawrence, P. R., Mills, D. Q., & Walton, R. E. (1984). Managing human assets. Simon and Schuster.

Boxall, P., & Purcell, J. (2000). Strategic human resource management: where have we come from and where should we be going?. International journal of
management reviews, 2(2), 183-203.

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.

Caldwell, R. (2003). The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties. Journal of Management Studies, 40(4), 983–1004.

§Strategic HRM Dessler, G. (2015). Human Resource Management, Global Edition.

Fombrun, C.J., Tichy, N.M. and Devanna, M.A. (1984), Strategic Human Resource Management, John Wiley, New York, NY.

§Assessment 1 Grimard, C. M., Cossette, M. (2020). Introducing HRM through problem-based learning. Developments in Business Simulation and Experiential Learning, 47, 96-113.

Hopkins, I. (2014). Form follows function: HR models in the spotlight. Human Resources Director. https://www.hcamag.com/au/archived/form-follows-function-hr-
models-in-the-spotlight/141047

Lemmergaard, J. (2009). From administrative expert to strategic partner. Employee Relations, 31(2), 182–196

Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Cengage AU.

37

Bibliography

Ployhart, R., & Hale, D. (2014). The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage. 1(1), 145–172.

Wright, P. M. (2008). Human resource strategy: Adapting to the age of globalization. Alexandria, VA: SHRM Foundation.

Wright, P., & McMahan, G. (2011). Exploring human capital: putting “human” back into strategic human resource management. Human Resource Management
Journal, 21(2), 93–104.

Ulrich, D. (2017). HR is not about HR. LinkedIn. https://www.linkedin.com/pulse/hr-dave-ulrich/

Ulrich, D., Kryscynski, D., Brockbank, W., & Ulrich, M. (2017). Victory through organization: Why the war for talent is failing your company and what you can do
about it. McGraw Hill Professional.

Schuler, R. S. (1992). Strategic human resources management: Linking the people with the strategic needs of the business. Organizational dynamics, 21(1), 18-32.

Sheehan, C., & De Cieri, H. (2012). Charting the strategic trajectory of the Australian HR professional. Asia Pacific Journal of Human Resources, 50(2), 151–168.

SHRM. (2016). Does having HR report to finance influence investments in HR?. https://www.shrm.org/ResourcesAndTools/business-
solutions/Documents/Workforce%20Analytics%20Report,%20March%202016.pdf

Storey, J. (Ed.). (1995).Human resource management: A critical text. London: Routledge

Slides without citations are from the required reading for this week