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Unit 2 Human resource management

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  1. 2.1 Introduction to human resource management

    1. 2.1.1Role of human resource management

      • Analyse the role of human resource management • HRM manages workforce planning, recruitment, training, motivation, appraisal, communication, and employee relations

    2. 2.1.2Human resource planning factors

      • Analyse internal and external factors influencing human resource planning • Factors include demographic change, labour mobility, immigration, flexi-time, and the gig economy

    3. 2.1.3Resistance to change

      • Analyse reasons for resistance to change in the workplace • Resistance can arise from uncertainty, fear, poor communication, loss of status, workload, or culture

    4. 2.1.4Reducing change resistance

      • Evaluate HR strategies for reducing impact of change and resistance • Strategies include communication, training, participation, support, negotiation, and leadership

  2. 2.2 Organizational structure

    1. 2.2.1Organizational structure terminology

      • Apply delegation, span of control, levels of hierarchy, chain of command, bureaucracy, centralization, decentralization, delayering, and matrix structure • These terms describe authority, communication, responsibility, and coordination inside organizations

    2. 2.2.2Organization charts

      • Interpret flat or horizontal, tall or vertical, and product/function/region organization charts • Charts show formal reporting lines, hierarchy, departments, and spans of control

    3. 2.2.3Suitability of organizational structures

      • Evaluate appropriateness of organizational structures when external factors change • Structure should fit size, strategy, culture, technology, environment, and communication needs

    4. 2.2.4(HL)—Changes in organizational structures

      • Evaluate changes such as project-based organization and Charles Handy's Shamrock Organization • Structural change can improve flexibility but may create uncertainty or coordination issues

  3. 2.3 Leadership and management

    1. 2.3.1(HL)—Scientific and intuitive management

      • Analyse scientific and intuitive thinking or management • Scientific management emphasizes data and method; intuitive management emphasizes judgement and experience

    2. 2.3.2Management and leadership

      • Distinguish management and leadership • Management focuses on planning and control; leadership focuses on influence, vision, and motivation

    3. 2.3.3Leadership styles

      • Evaluate autocratic, paternalistic, democratic, laissez-faire, and situational leadership • Leadership style suitability depends on task, workforce, culture, urgency, and organizational context

  4. 2.4 Motivation and demotivation

    1. 2.4.1SL motivation theories

      • Evaluate Taylor, Maslow, and Herzberg's motivation-hygiene theory • Motivation theories explain how pay, needs, job design, and recognition affect employee behaviour

    2. 2.4.2(HL)—HL motivation theories

      • Evaluate McClelland's acquired needs theory, Deci and Ryan's self-determination theory, and equity and expectancy theory • HL theories consider needs, autonomy, fairness, expectations, and perceived rewards

    3. 2.4.3(HL)—Labour turnover

      • Analyse labour turnover • Labour turnover measures the rate at which employees leave and are replaced

    4. 2.4.4(HL)—Appraisal

      • Apply formative, summative, 360-degree feedback, and self-appraisal • Appraisal supports performance review, feedback, training, and target setting

    5. 2.4.5(HL)—Recruitment

      • Apply methods of recruitment • Evaluate internal and external recruitment • Recruitment methods differ in cost, speed, quality of applicants, motivation, and organizational knowledge

    6. 2.4.6Financial rewards

      • Apply salary, wages, commission, performance-related pay, profit-related pay, employee share ownership schemes, and fringe payments • Financial rewards can motivate but may not address all employee needs

    7. 2.4.7Non-financial rewards

      • Apply job enrichment, job rotation, job enlargement, empowerment, purpose, teamwork, and opportunity to make a difference • Non-financial rewards can improve intrinsic motivation, engagement, and retention

    8. 2.4.8Training

      • Apply induction, on-the-job training, and off-the-job training • Training develops skills, supports change, and improves performance

  5. 2.5 Organizational (corporate) culture

    1. 2.5.1(HL)—Organizational culture

      • Define organizational culture • Culture includes shared values, assumptions, beliefs, norms, symbols, and ways of working

    2. 2.5.2(HL)—Types of organizational culture

      • Apply types of organizational culture, including Charles Handy's Gods of management • Cultural types influence leadership, motivation, communication, and change

    3. 2.5.3(HL)—Cultural clashes

      • Evaluate cultural clashes when organizations change, grow, merge, or change leadership style • Cultural clashes can reduce trust, productivity, communication, and integration success

  6. 2.6 Communication

    1. 2.6.1Formal and informal communication

      • Evaluate formal and informal communication methods for an organization in a given situation • Method choice depends on urgency, audience, confidentiality, cost, complexity, and feedback needs

    2. 2.6.2Barriers to communication

      • Analyse barriers to communication • Barriers include noise, language, culture, hierarchy, technology, overload, filtering, and poor feedback

  7. 2.7 Industrial/employee relations

    1. 2.7.1(HL)—Sources of workplace conflict

      • Analyse sources of conflict in the workplace • Conflict may arise from pay, working conditions, management style, redundancies, contracts, culture, or communication

    2. 2.7.2(HL)—Employee and employer approaches to conflict

      • Evaluate employee approaches including collective bargaining, work-to-rule, and strike action • Evaluate employer approaches including collective bargaining, redundancy threats, contract changes, closure, and lockouts

    3. 2.7.3(HL)—Conflict resolution

      • Evaluate conciliation, arbitration, employee participation, industrial democracy, no-strike agreements, and single-union agreements • Conflict resolution aims to reduce disruption while balancing stakeholder interests