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Unit 2 Human resource management

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  1. 2.1 Introduction to human resource management

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

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

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

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

  3. 2.3 Leadership and management

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

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

    2. • 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

    3. • 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

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

  5. 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