class 11 evaluating hrm performance111課評估人力績效

Class11:

EvaluatingHRMPerformanceReadingRequiredreadingStone,R.(2014).HumanResourceManagement,8thed.,Wiley:Sydney,Ch21,pp.822-841,onmeasuringHROtherhelpfularticles:Boxall,P.,&Macky,K.(2009).ResearchandTheoryonHigh-PerformanceWorkSystems:Progressingthehigh-involvementstream.HumanResourceManagementJournal,19(1),3-23.Wall,T.andS.Wood(2005)Theromanceofhumanresourcemanagementandbusinessperformance,andthecaseforbigscience.HumanRelations58(4):429-462Exercise:

EvaluatingHRMperformance

Forthefollowingexamples,nominateappropriatemeasuresofperformanceusingamixof‘lead’andlagindicatorsA‘lead’indicatorreflectslikelyfuturedevelopmentsA‘lag’indicatormeasuresesIndicatorsusinginternalandexternaldataEffectivenessofseniormanagersincommunicatingstrategicgoals/operationalprioritiesImplementationofamajororganisationalchangeOverallannualperformanceoftheHRdepartmentImplementationofadrugandalcoholpolicyNB.Youmayfindithelpfultothinkaboutaparticularorganisation/industryasyouanswerthesequestions.3HRMandperformanceWecanevaluatemanyormostHRMactivitiesIncreasinglyHRmanagersarebeingaskedtodemonstratethecontributionofHRactivitiestoperformanceSubjectingeachHRactivitytoscrutinyhelpsidentifygapsinperformanceandtargetareasrequiringimprovementItisalsoarguedthatHRM,donewelloverall,canmakeasignificantandmeasurablecontributiontooverallorganisationalperformance…BUToftenHRManagersarenotsufficientlyconfident/capabletoanalysereturnsontheorganisation’sHRexpenditure4TheHRauditTheHRauditInvolvesasystematicanalysisandevaluationoftheefficiencyandeffectivenessoftheHRMfunctionanditscontributiontotheachievementoftheorganisation’sstrategicbusinessobjectives.ProvidesfeedbacktobothmanagementandHRspecialistsonthevalueofthecontributionoftheHRfunctiontotheorganisation’sstrategicbusinessobjectives.7SampleSatisfactionSurveyApproachestotheHRauditThecomparativeapproachTheoutsideauthorityapproachThestatisticalapproachThecomplianceapproachThemanagementbyobjective(MBO)approach.Whatdoyouunderstandbythesedifferentapproaches?ExamplesofHRactivitiesthatcanbedollarcostedRemunerationPayrollcostsBenefitcosts(e.g.sickleave,maternityleave)HRDTrainingprogramexpensesTrainingconsultant’sfeesTrainingmaterialexpenses(e.g.books,DVDs)HealthandsafetyWorkerinsuranceEffectsonproductivityChangeManagementChangeoccursontime,inbudgetSubsequentperformanceexpectationsaremetOTHERS?Employeeturnover–a‘lag’indicatorEmployeeturnoveriswhenemployeesleavetheorganisation.Usuallycalculatedasapercentageofemployeeswholeavepermonthorperannum;maydifferbylevel,typeofwork/workerIncludesunavoidableandavoidableturnoverUnavoidableturnoverincludesterminationsoftemporaryemployment,promotions,transfersandseparationsduetoillness,failuretoreturnaftermaternityleaveandsimilarAvoidableturnoveroccursbecause???Howwouldyoufindoutthecauses?Howwouldyouevaluatethecostsofavoidableturnover?NBCanconductsimilaranalysisofabsenteeism11MeasuresofHResMeasuresofHResMeasuresofHResRemember‘strategic’HRM?Differentapproachestostrategy=>differentunderstandingsofstrategicHRMBestpracticeBestfit(insideoutormarketbasedview)–butfittowhat?Insideout(orresourcebasedviewofstrategy)InstitutionalviewsCriticalviewsEachapproachhasadifferentanswertohow(orwhether)thereisalinkbetween‘strategic’HRMandperformance…15HighPerformanceWorkSystems(HPWS)

Threerelatedconceptsperformance:“..conceivedinavarietyofways,incorporatingshort-andlong-runeconomicesandwidernotionsofsociallegitimacyorcorporatesocialresponsibility”(BoxallandMacky2009:5)butrelyingonapositiveresponsefromemployeesworkpractices:differentforeverystudy,butoverallfocusonpracticesthat:Improveemployeeskills,andknowledgeabouttheorganisationalcontextIncreaseopportunitiestousethoseskillsIncreaseopportunitiestomakedecisionsaffectingworkProviderewardsforincreasedeffortEnsureequityatworksystemiceffects:“Itisthecombinationofpracticesintoabundle,ratherthanindividualpractices,whichshapesthepatternofinteractionsbetweenandamongmanagersandemployees”(MacDuffie1995:200,inBoxallandMacky,2009:4-5)BestpracticewhenitisarguedthatthesewillalwaysworkesbestfitwhenitisarguedthatHPWSonlyworkinsomeorganisations,withsomestrategies,orinsomecontextsHighPerformanceWorkPracticesExamplesofpracticeswhichmustFITwitheachotherHarmonizedtermsandconditionsbetweenmanagementandothersInternalpromotionthenormforappointmentsabovethebasiclevelsTrainabilityasamajorselectioncriteriaUseofpsychologicaltestsasthenormfortheselectionofallstaffAformalsystemforcommunicatingthevaluesandsystemsinthecompanytonewstaffDeliberatedevelopmentofalearningorganizationAllstaffspendaspecifiedminimumperiodannuallyinformaltrainingFlexiblejobdescriptionsthatarenotlinkedtoonespecifictaskWorkorganizedaroundteam-workingforthemajorityofstaffStaffinvolvementinsettingperformancetargetsAsystemofregular,plannedteambriefingorcascadeofinformationfromseniormanagementtothelowergrades/shopfloorduringwhichworkstopsAllstaffareinformedaboutthemarketposition,competitivepressuresandestablishmentandcompanyperformanceAmeritelementinthepayofstaffatalllevelsHoque1999

Figure1-4:SETTheory[Brown,1993

Security

Training

EmployeeInvolvement

Bothemployerandemployeearemorewillingtoinvestintraining

Employeesarenotafraidoflosingjobsbecauseofimprovementinworkprocess

Demandforsituatedlearningesmoreevidentandincreasesworkers’interestintraining

WorkershavemoretoofferMoreskilledworkersaremoreadaptableandmoreproductive

Moreproductivityandqualitymakecompanymorecompetitive

AnexampleofinternalfitbetweenpracticesConceptualmodel

HighPerformanceWorkSystemsBoxallandMacky2009:12StudiesoftheeffectofHPWSOnemployees,mixedevidenceonfactorsincluding:workintensificationwagesjobsecurityOnorganisations,goodevidenceonImprovedproductivity,quality,salesReducedturnover,absenteeismAlsoonhigherlevel/longertermmeasureseg.profitConclusionLotsoftheresearchinthisareaisnormative/unconvincing,andtheeffectsonemployeesaremixed,butthereiscertainlyevidencethatHRMcontributestoimprovedorganisationalperformance.Twoverydifferentquestions:Howtoquantifythecontribution?Leadstomoreresources,morerespect,improvedabilitytodeliverpositive/constructiveinitiativesCanthecontributionalwaysbequantified?Arethererisksingoingtoofardownthispath?ReferencesArthur,J.(1994)'EffectsofHumanResourceSystemsonManufacturingPerformanceandTurnover',AcademyofManagementJournal37(3):670-687.Bailey,T.,P.BergandC.Sandy(2001)'TheEffectofHigh-PerformanceWorkPracticesonEmployeeEarningsintheSteel,Apparel,andMedicalElectronicsandImagingIndustries',IndustrialandlaborRelationsReview:525-543.Boxall,P.,&Macky,K.(2009).ResearchandTheoryonHigh-PerformanceWorkSystems:Progressingthehigh-involvementstream.HumanResourceManagementJournal,19(1),3-23.Harley,B.,B.C.AllenandL.D.Sargent(2007)'HighPerformanceWorkSystemsandEmployeeExperienceofWorkintheServiceSector:TheCaseofAgedCare',BritishJournalofIndustrialRelations45(3):607-633.Hoque,K.(1999)'HumanResourceManagementandPerformanceintheUKHotelIndustry',BritishJournalofIndustrialRelations37(3):419-443.Huselid,M.A.,S.E.JacksonandR.S.Sch