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STRATEGIC
HUMAN RESOURCE MANAGEMENT
MGMT 950
Lecture 1
Lecture Outline
What is HRM? What do you expect from
HRM?
What are the contributions of HRM to
organizations?
Whose responsibility is HRM?
The legal and cultural context for HRM.
The reasons for negative attitudes towards
HRM.
HRM:
What is it & What to
expect from it?
Stretch Your Expectation
What should you expect from a high-performing
HR department?
Scoring:
1. Low score: Standard expectation; expected
from an average HR dpt
2. Medium score: expected from a developed HR
dpt
3. High score: expected from an HR dpt that is a
strategic partner
“For many years it has been said that capital is the
bottleneck for a developing industry. I don’t think
this any longer holds true. I think it’s the
work force and a company’s inability to recruit
and maintain a good work force that does
constitute the bottleneck….” F. K. Foulkes
The Management Process
Planning
Organizing
Staffing
Leading
Controlling
Management Process
Planning
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Goals and standards
Rules and procedures
Plans and forecasting.
Organizing
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Tasks
Departments
Delegating
Authority and communication
Coordinating
Management Process
Staffing
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Hiring
Recruiting
Selecting
Performance standards
Compensation
Evaluating performance
Counseling
Training and developing
Management Process
Leading
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Getting the job done
Morale
Motivation
Controlling
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Setting standards
Comparing actual performance to standards
Corrective action
HRM Function
Human Resource Management is the process of
acquiring, training, appraising, and
compensating employees and attending to their
labor relations, health and safety, and fairness
concerns.
Why fairness? Classroom notes
Motivation
Loyalty & Turnover
Quality of output of product
Trust
Legal concerns
Team environment destroyed
Reputation
Harm to the organization
HRM People Functions Include:
Job analysis
Labor needs
Recruitment
Select candidates
Orient and train
Wages and salaries
Incentives and
benefits
Performance
Communicate
Train and develop
Employee
commitment
Equal opportunity
Health and safety
Grievances/labor
relations
HRM is Important to all Managers.
Don’t Let These Happen to You!
Hiring the wrong person
High turnover
Poor performance results
Court actions
Safety citations
Salaries appear unfair
Poor training
Unfair labor practices
Why strategic HRM Perspective
since 1990s?
The competitive environment today:
Problems with investments in process technology:
Little of process technology is proprietary: same software,
robots are also sold to competitors. It is more a matter of
how you implement it effectively-> PEOPLE
Investment in technology inevitably calls for more skilled
workforce– IT IS NOT A SUBSTITUTE FOR PEOPLE.
- Within 4 years of their introduction, 60% of the patented
successful innovations were imitated.
What is sustainable competitive advantage?
Acts like a shield to the weaknesses of and
threats towards the organization.
 Does not exist in the competitors
 Cannot be easily imitated by the competitors
 Cannot be easily replaced by other factors
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Excellence in HRM practices can be the only
sustainable competitive advantage in today’s
business environment.
Does HRM have any contribution?
Is HRM only a fad?
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Is HRM an empty trend that has been created
to cover the mistakes of organizations,
motivate employees, and overrate HR
departments?
Can HRM be not be an empty fad?
Scientific Findings
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A study of MTI conducted in automobile industry showed that
HR focused applications doubled the quality and efficiency.
(Similar findings are seen in the industries of iron and steel,
confection, oil refinery, and semiconductor products).
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It has been found that HR focused applications in 136 publiclyheld corporations increased the long-term survival of firms by
42 %.
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The founder of Stanford Entrepreneurs Projects created HRM
plans. These plans were found to be the determining factor of
performance and success.
Firms with managers who appraise the performance of
employees appropriately and accurately have lower
expenses and higher productivity, compared to firms with
managers who conduct inappropriate or inaccurate
performance appraisals.
Employees who are satisfied with attitudes towards
themselves have better relations with their colleagues and
supervisors, and show lower tendency to quit, compared to
employees who are less satisfied.
Employees, who think that they have been treated unfairly,
show more tendency to act deviant and reject company
policies, compared to employees who think they have
been treated fairly.
Employees who have been treated badly by their
managers, are more prone to psychological and
physiological disorders, compared to employees who
have been treated politely and respectfully .
Companies that have been rated as superior in terms of
payments / benefits, facilities, job security, collegiality,
and felt pride towards the company profit twice as much
as 500 companies of Standart & Poors.
Similar results were found outside the
U.S.A:
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For example, data collected from 138 large
corporations in South Korea (local or
international) showed that HR focused
organizations had higher performance.
Turkey?
CFOs’ opinions about the impact of HR
HRM:
Whose responsibility is it?
Internal Environment
• Top management’s
goals and values
• Organizational strategy
• Organizational culture
• Technology
• Structure
• Size
Scanning, Analyzing and
Planning
• Internal environment
• External environment
• Human resource planning
• Job analysis
Human
Resource
Management
Staffing
• Recruiting
• Selecting
Appraising
• Gathering data
• Using data
Compensating
• Total compensation
• Performance based
• Indirect
External Environment
• Economy/ market
• Demographics
• Values
• Laws
• Competitors
Who’s Responsible?
• Top management
• Line managers
• PHRM department
• Employees
General Goals
• Attract
• Retain
• Motivate
• Develop
Improving
• Training and development
• Organizational
improvement
•Research
Establishing and
Maintaining
• Employee rights
• Safety and health
• Union-management
relationships
Management Systems
• Motivation
• Leadership
• Team work
• Communication
Specific Goals
• Productivity
• Quality of work
life
• Legal
compliance
• Gaining
competitive
advantage
• Work force
flexibility
Bottom Line
• Survival
• Competitiveness
• Growth
• Profitability
• Adaptability
Whose responsibility is HRM?
Activity
Attraction
Selection
Retention
Development
Assessment
Adjustment
Line management
responsibility
HR department responsibility
Activity
Line management responsibility
HR department responsibility
Attraction
Providing data for job analyses, job
descriptions; integrating strategic plans
with HR plans
Job analysis, human resource
recruitment, and employment equity
concerns
Selection
Interviewing candidates, integrating
information collected by HR
department, and making final decisions
Development of application blanks,
development and validation of written
tests, performance tests, interviews,
background investigation, reference
checks
Retention
Fair treatment of employees, open
communication, promotion of
teamwork, pay increases on the basis
of merit.
Compensation and benefits, labour
relations, health and safety, and
employee services
Development
On-the-job training, job enrichment,
coaching, applied motivational
strategies, feedback to subordinates
Technical training, career planning, and
counseling
Assessment
Performance appraisals and morale
surveys, giving feedback
Development of performance appraisal
systems and morale surveys.
Adjustment
Discipline, discharge, promotions, and
transfers
Layoffs, retirement counseling, and
outplacement services
HRM Line Manager’s Jobs
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth
working relationships
6. Interpreting the company’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
HRM:
Cultural & Legal Context
… China
… Australia
… Havaii
… India
… Teksas
… Colombia
… London
… Caribean
… USA
What is Culture?
Historically-transmitted and interrelated web of values,
assumptions, norms, belief systems and behavioral
patterns that differentiate one human group from another.
Artefacts
Religion
Values,
Assumptions
Belief systems
Legal and
political system
Language,
Caveats:
- Culture at
multiple levels
- Cultural
heterogeneity
- Cultural
change
Cousine,
folklore
Culture is like an illusion…
The thing that one sees is not the same thing the other sees.
There is no one way of looking at things and there are no absolute truths.
Hofstede, 1980
HRM in Cultural Context (Aycan, 2005)
Maintain Good Interpersonal
Relationships & In-group Harmony
Improve Performance
1. Individualism vs. Collectivism
Collectivism
1
4
2. Performance-orientation
1
Low
7
4
Individualism
7
High
3. Attitudes towards work
Work to live
1
4
7
Live to work
4. Attitudes towards rules
Particularism
1
4
7
Universalism
5. Nature of work relationships
Emotional
1
4
7
Contractual
6. Attitudes towards criticisms
Negative
1
4
7
4
7
Positive
7. Communication style
Indirect, subtle
1
Direct, assertive
8. Problem-solving approach
Avoidance
1
4
Third-party involvement
7
Confrontation
Maintain good interpersonal
relationships and in-group harmony
Improve performance
 Preference for internal or network-based
recruitment
 Criteria used in recruitment, selection, and
performance appraisal emphasize ability to
maintain good interpersonal relationships and
work in harmony with others.
 Subjective evaluations in recruitment, selection,
and performance appraisal; indirect, subtle and
non-confrontational feedback.
 Preference for formal, structured and
widespread use of recruitment channels
 Criteria used in recruitment, selection, and
performance appraisal emphasize job-related
and technical competencies
 Criteria used in need assessment for training,
career planning, and compensation and reward
management emphasize loyalty
 Criteria used in need assessment for training,
career planning, and compensation and reward
management emphasize performance outcomes
and merit
 Awards, recognition, and bonuses for good
performance
 Strong emphasis on employee welfare
programs and intrinsic rewards
 Objective and systematic evaluations in
recruitment, selection, and performance
appraisal; direct and explicit feedback.
Maintain Status Hierarchy
1. Societal & Organizational Structure (Power Distance)
Hierarchical
1
4
Promote egalitarianism
& participation
7
Egalitarian
2. Decision making process
Centralized
1
4
7
4
7
4
7
Consultative
Participative
3. Attitudes towards rules
Particularism
1
Universalism
4. Most common leadership Style
1
Autocratic
Paternalistic
Participative
Maintain status hierarchy
Promote
egalitarianism & participation
 Differential criteria and methods used in
recruitment, selection and performance appraisal
 Uniform criteria and methods used in
recruitment, selection and performance
appraisal
 Criteria used in recruitment, selection,
performance appraisal, training and development
need assessment, and compensation and reward
management emphasize good interpersonal
relationships with higher management, social
class, seniority, and age
 Criteria used in recruitment, selection,
performance appraisal, training and
development need assessment, and
compensation and reward management
emphasize job-related competencies and merit.
Equal employment opportunity is encouraged
 Top-down performance appraisal
 Multiple assessors and multiple criteria in
performance appraisal
 Non-participative decision making in training
need assessment, job analysis, and human
resource and career planning
 Participative decision making in training
need assessment, job analysis, and human
resource and career planning
 One-way lecturing; role-modeling of superiors
 Participative, interactive training
Characteristics of High
Performing Organizations
 Decentralized organizational structure
 Flexibility and mobility in technology and
workforce use
 Quality orientation
 Teamwork
 Importance of training and development
 Participation and empowerment
 Workplace security
 Trust (social capital)
A model of change
HRM Practices
Leadership
Organizational
Culture
HRM in Legal Context:
The new Labor Law
 15 Ağustos 2002 yılında Resmi Gazetede
yayınlanan 4773 no’lu kanun 15 Mart 2003 tarihi
itibarı ile yürürlüğe giriyor.
Temel Amaç ve Etkileri
 İşverenin GEÇERLİ bir nedene dayanmaksızın
işçiyi işten çıkartamaması
 Personel alımında ve performans
değerlendirmelerinde sistematik olmak, fesih
işlemlerini disipline etmek, işe alırken ve fesih
esnasında duygusal yaklaşımlardan uzak
durmak,KURUMSALLAŞMAK.
Uygulama Alanı
İşyeri bazında,
10 veya üstü işçi çalıştıran işyerlerinde
uygulanacak.
Personel bazında,
 İşyerindeki kıdemi 6 ayı aşan,
 Belirli süreli hizmet akti ile çalışmayan,
personel yasa kapsamında olacaktır.
İŞVEREN
YASADAN ÖNCE ;
 İhbar öneline uyduğu
ve Kıdem Tazminatını
ödediği durumlarda
işçinin iş akdini,
herhangi bir sebep
göstermeksizin de
feshedebilirdi.
YENİ YASA İLE ;
 İş akdini fesih
sebebini işçiye yazılı
ve net olarak
bildirilecektir.
 Belirtilen sebep
geçerli olacaktır.
 İspat yükümlülüğü
işverene ait olacaktır.
GEÇERLİ SEBEPLER
İşyeri/İş ile ilgili
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İşyeri dışından kaynaklanan sebepler
İşyeri içi sebepler
İşçi ile ilgili
 İşçinin yetersizliğinden kaynaklanan sebepler
 İşçinin davranışlarından doğan sebepler
İŞYERİ/İŞ İLE İLGİLİ SEBEPLER
İşyeri dışından kaynaklanan sebepler
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Sürüm ve satış olanaklarının azalması
Talep ve siparişin azalması
Enerji sıkıntısı
Ülkede yaşanan ekonomik kriz
Piyasada genel durgunluk
Dış Pazar kaybı
Hammadde sıkıntısı gibi sebeplerle işyerinde işin sürdürülmesinin
olanaksız hale gelmesi
İşyeri içi sebepler
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Yeni çalışma yöntemlerinin uygulanması
İşyerinin daraltılması
Teknolojik değişimlerin işyerinde kullanılması
İşyerinin bazı bölümlerinin kapatılması
Bazı iş türlerinin işyerinde kaldırılması
İŞÇİ İLE İLGİLİ SEBEPLER
İşçinin yetersizliğinden kaynaklanan sebepler
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Ortalama olarak benzer işi görenlerden daha az verimli
çalışma
Gösterdiği (işe alınırken bildirdiği) niteliklere uygun
performanstan daha düşük performans sergilemesi veya
işe yatkın olmaması
İşe konsantrasyonunun giderek azalması
Öğrenme ve kendini yetiştirme yetersizliği
Çalışamaz hale getirmese bile işini gerektiği gibi
yapmasını önleyen bir hastalığa yakalanması ( sık sık
hastalanma )
Uyum yeterliliğinin azlığı
Emeklilik yaşına gelmiş olma
İşçinin davranışlarından
kaynaklanan sebepler
İşverene zarar vermek yada zararın tekrarı tedirginliğini yaratmak,
İşyerinde rahatsızlık yaratacak şekilde çalışmak,
Arkadaşlarından borç para istemek,
Arkadaşlarını işverene karşı kışkırtmak,
İşini uyarılara rağmen eksik, kötü veya yetersiz olarak yerine
getirmek,
İşyerinde iş akışını ve iş ortamını olumsuz etkileyebilecek bir biçimde
diğer kişilerle ilişkilere girmek,
İşin akışını durduracak şekilde uzun telefon görüşmesi yapmak,
Sık sık işe geç gelmek,
İşini aksatarak işyerinde dolaşmak, Gibi.....
GEÇERLİ OLMAYAN SEBEPLER
• Sendika üyeliği veya çalışma saatleri dışında veya işverenin rızası ile
çalışma saatleri içinde sendikal faaliyetlere katılmak
• İşyeri sendika temsilciliği veya işçi temsilciliği yapmış olmak, yapmak veya
temsilciliğe aday olmak
• Mevzuattan veya sözleşmeden doğan haklarını takip için işveren aleyhine
idari veya adli makamlara başvurmak veya bu hususta başlatılmış sürece
katılmak
• Irk, renk, din, cinsiyet, medeni hal, aile yükümlülükleri, hamilelik, siyasi
görüş, etnik ve sosyal köken
• İş kanunu madde 70 gereği kadın işçilerin çalıştırılmalarının yasak olduğu
sürelerde işe gelmemek (doğum izni kullanmak)
• Hastalık veya Kaza nedeniyle İş kanununun 17/I (b) fıkrasında öngörülen
bekleme süresinde işe geçici olarak devam etmemek
İSPAT KÜLFETİ
Feshin GEÇERLİ bir sebebe dayandığını ispat
külfeti işverene ait.
AKDİN FESHİNDE USUL
Feshi düşünmeden önce işveren, işçinin
yetersizliği veya davranışları ile ilgili
probleme ilişkin olarak açık ve net bir dille işçiye
yazılı uyarı vermek ve bu işçiden, yazılı
savunmasını almak zorundadır.
Savunma alındıktan sonra, işçinin iş akdinin
feshine karar verildiği takdirde,işveren fesih
bildirimini yazılı olarak ve geçerli sebebi açık ve
net bir dille bu bildirimde belirterek yapmak
zorundadır.
FESHE İTİRAZ
Konunun özel hakeme intikali
(Sözleşmelerde belirtildiği takdirde )
İşçinin yargı yolunu kullanması
TOPLU İŞÇİ ÇIKARMA
İşveren ancak, ekonomik, teknolojik,yapısal vb. sebeplerle
toplu işçi çıkartımında bulunabilir.
Bir ay içinde toplam 10 işçinin iş akdinin feshi halinde toplu
işçi çıkarımı söz konusu olur.
İşveren-işçi temsilcisi/temsilcileri arasında toplu feshe ilişkin
toplantı yapılarak durum belirlenmelidir.(toplantı
belgelendirilmelidir)
En az 30 gün önceden işyeri işçi temsilcisine, ilgili Bölge
Müdürlüğüne ve Türkiye İş Kurumuna bildirim yapılması
gerekir.
• YENİ YASA İLE;
• İNSAN KAYNAKLARINA BAKIŞ VE BAĞLI
OLARAK İNSAN KAYNAKLARI
POLİTİKALARININ GÖZDEN GEÇİRİLMESİ
• ÜST YÖNETİMİN BAKIŞ AÇISI
• İK’ NIN KENDİNE BAKIŞ AÇISI
• ÇALIŞANLARIN İK’ YA BAKIŞ AÇISI
• SENDİKALARIN BAKIŞ AÇISI
• YARGININ BAKIŞ AÇISI
İnsan Kaynakları Yönetimine Modüler
Bazda Bakarak Hazırlık Yapmak
İnsan
Kaynakları
Planlama
İş Tanımı
İş Profilleri
Sözleşmeler
Yasal Hazırlık
El Kitabı
Yönetmelikler
Eleman
Seçimi ve
Yerleştirme
Ücret
Sistemi
Oryantasyon
Yönetimi
İşin İzlenmesi
Disiplin
Ödül&Ceza
Eğitim
Yönetimi
Performans
Yönetimi
Yeterlilik
Analizleri
SEÇME VE YERLEŞTİRME SİSTEMİNE
YANSIMASI
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PERFORMANS GÖSTERECEK ELEMANI SEÇMEK
GİRİŞ ÇIKIŞI AZALTACAK KALİTEDE ELEMAN SEÇMEK
YÖNETİCİLERİ SEÇİM KONUSUNDA EĞİTMEK
İŞ TANIMLARINI EK OLARAK HAZIRLAMAK
HER POZİSYON İÇİN YETERLİLİK ANALİZLERİ
İŞ NİTELİKLERİNİ NETLEŞTİRMEK
BAŞVURU FORMLARINI REVİZE ETMEK
SEÇME SÜRECİ DAHA SİSTEMATİK VE BİLİMSEL VE
DOKÜMANTE
EŞİTLİK İLKESİ
PSİKOMETRİK TESTLER
SÖZLEŞME
PERFORMANS HEDEFLERİ / BEKLENTİLER
ORYANTASYON PROGRAMI
PERFORMANS YÖNETİMİNE YANSIMALARI
Performansın Etki Alanları
ELEMAN
SEÇİMİ
ÜCRET
YÖNETİMİ
EĞİTİMYÖNETİMİ
İMAJ
MOTİVASYON
KARİYER
PLANLAMA
ORGANİZAS
YONEL
YEDEKLEME
Performans
Yönetimi
İK
PLANLAMA
ÖDÜL
KÜÇÜLME
İŞ TANIMI
YÖNETİMİ
BÜYÜME
YETKİ
SORUMLULUK
ESOP
ÇALIŞAN
LARA
HİSSE
İÇ
İLETİŞİM
TAKIM
OLMAK
KALİTE
YÖNETİMİ
İDARİ
İŞLER
ÖZLÜK İŞLERİ
MALİYET YÖNETİMİ
KURUM
KÜLTÜRÜ
ENDÜST
RİYEL
İLİŞKİLER
YENİ YASAYA GÖRE
PERFORMANS SİSTEMİNDE
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YETERLİLİK ANALİZLERİ
İŞ DEĞERLERİ
STANDART DEĞERLER
ÖLÇÜLEBİLİR PERFORMANS DEĞERLERİ
EĞİTİM BAĞLANTISI
KARİYER BAĞLANTISI
ŞİRKET KÜLTÜRÜ VE KİMLİĞİ BAĞLANTISI YER
ALMALIDIR
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PERFORMANS SİSTEMİ KARŞILIKLI YAPILMALI
ÇALIŞAN TARAFINDAN ÖNCESİNDE İMZALANMALI
BAŞARISIZLIK ÇALIŞANA KANITLANMALI
EŞİTLİK İLKESİNE AYKIRI OLMAMALI
İŞ GÜVENCESİ YASASINA HAZIRLIKTA
DİĞER NOKTALAR
OLMAZSA OLMAZLAR
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İŞ TANIMLARI
PERFORMANS SİSTEMİ
YETERLİLİK ANALİZLERİ VE TABLOSU
EĞİTİM SİSTEMİ
DİSİPLİN SİSTEMİ
PERSONEL EL KİTABI/ŞİRKET ANAYASASI
İLETİŞİM PANOLARI
İŞÇİ TEMSİLCİSİ
HİZMET AKTİ
DİKKAT EDİLMESİ GEREKENLER
 Yazılı iş akitlerinin ekine çalışanın başvuru formu, özgeçmişi, pozisyonu
için gerekli yetkinlikleri, iş tanımları eklenmeli,belirlenen iş tanımında
belirlenen görevleri yerine getirebileceğine dair yetkinlik alınmalı, tüm
bunlarda işçinin imzası ve tarih bulunmalı.
 İşçiye yapılacak tüm bildirimler imzası karşılığı yapılmalı
 Doğru elemanla çalışmak için kadro planlaması yapılmalı ve eleman
alımı sistematik olmalı.
 Şirketteki her pozisyon için iş tanımları hazırlanmalı
 Pozisyonlar itibariyle gerekirse dönemler itibariyle performans
değerlendirilmesi yapılmalı performans düşüklükleri halinde buna ilişkin
olarak işçinin beyanı (savunması halinde) alınmalı.
 Performansta ölçülemeyen verimin ölçülebilir hale getirilmesi gerekli.
 Etkin bir disiplin (yönetmeliği) sistemi kurulmalı,imza karşılığı işçilere
verilmeli.
 Tüm bu dokümantasyon korunmalı
 Duygusal ve ilişkisel yönetimden, kurumsal ve sistematik yönetime
geçilmeli
DİKKAT EDİLMESİ GEREKENLER
 Fesihlerde muhakkak savunma alınmalı, savunma işçinin el yazısıyla
olmalı bu mümkün olmadığında imzası ve tarih bulunmalı.
 İşçiye yapılacak tüm bildirimler imzası karşılığı yapılmalı bu doğrultuda
fesih bildirimi de aynı şekilde yapılmalı.
 İşçinin tebellüğden imtina ettiği durumlarda bildirim Noter kanalıyla
yapılmalı, bu doğrultuda savunma vermeyen işçide savunma vermeye
gerekirse Noter kanalı ile davet edilmeli.
 İşyerinde düzenlenecek tutanaklarda gerekli görüldüğünde işyeri
temsilcisinin şahitliğine müracaat edilmeli.
 Feshe yetkin bir birim belirlenmeli bunun dışında yöneticilerin şahsi
olarak bireysel bazda feshi gerçekleştirme yetkisi kaldırılarak bu birime
bağlanmalı, durum işçilere bildirilmeli.
 Süreler söz konusu olduğu için işçi-işveren arasındaki yazışmalara
tarih konmalı tebligatlar bildirimler imza karşılığı yapılmalı ve
tebligatları tek elde toplamak için yetkili bir birim belirleyerek bunu
çalışanlara bildirmeli.
Development of HRM in the
Turkish Context
In the last 20 years, Human Resource Management (HRM) has
been increasingly recognized as a key in maintaining
competitive advantage in Turkish business organizations. There
are a number of important forces behind this development:
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Turkey’s adoption of liberal economy,
Shift from predominantly agricultural-based economy to an increasingly
industrialized and service-based economy
decrease in government intervention and increase in privatization,
legal and economic changes that are geared towards EU membership,
globalization,
change in workforce characteristics as well as societal values.
Until 1950s, personnel-related issues were limited to fulfilling legallyrequired practices that were taking place under the finance
departments of organizations.
Around 1960s, personnel departments emerged as a subdivision within
finance departments.
With the rapid growth of organizations after 1970s, personnel
departments were officially formed to carry out personnel-related tasks,
and the Personnel Management Association was formed in 1971.
However, the scope was still limited to compensation, tax and social
security, premiums.
In 1980s, with the liberalization movement, organizations found
themselves at the heart of the global competition and recognized the
importance of human resources (HR) as a competitive advantage. The
term "human resources management” was adopted at the beginning of
1990s. HRM as a term became synonymous with “modern
management” that organizations were embracing.
In 2000 the percentage of organizations with HRM departments has
increased dramatically. However, the recent large-scale downsizings
following the February 2001 economic crises disturbed the positive
sentiments towards HRM departments.
According to the Arthur Andersen’s (2000) survey of HRM in
307 private sector organizations in Turkey:
“Human Resource Management Departments” exist in 65
% of the participating organizations. These are usually
large-size firms in finance, IT, and service industries.
In 12.2 % of the firms, HR manager is also one of the VPs
in the organization.
In half of the organizations, there are written HRM
strategies which are in line with the firm’s overall business
strategies.
The main functions of HR departments include (in
descending order) staffing, wage determination and
compensation, training and development, employee
health and safety, performance evaluation, pay-roll
administration, employee transfers and promotions,
catering services, transportation services, job security and
career planning.
HRM Challenges in Turkey
Unemployment
Qualified people at all levels.
Motivating underemployed people.
HR departments’ reputation and credibility.
Downsizing or cuts from the HR budget.
SMEs – many of them are family owned.
SMEs – demand for HR, but not enough resources (i.e., expertise in
HR and budget)
Increased demand for good HR by SMEs and big corporations in order
to attract big “international” partners
HR departments must understand the basics of HR and catch up with
recent developments at the same time.
EU integration – European vs. American management traditions. In
Europe:
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Egalitarian work relationships
Intellectual autonomy
Powerful public sector
Powerful Unions
Equality based pay
HRM:
Why doesn’t it see the
respect it deserves?
CASE: Why doesn’t this HR department get
any respect?
Characters: Robinson joins Loft. Washington is the former
CEO; Shargall is the current CEO.
Problems:
- Lack of company culture
- Loss of key personnel
- Inability to attract and retain talent
- New establishment of the HR department
- Top execs dissonance with HR functions
- HR’s mistakes in administrative execution
Proposed solutions
- Gather data to show problems with recruitment and morale.
- Decentralize the HR dept to educate, counsel and guide line managers. This will
help build the company culture.
- Prevent the occurrence of administrative mistakes at all cost.
- Return to the role of consultant and educate the executives.
- Renegotiate his contract with senior mgmt team and get their formal commitment
to his plans.
- Present his plans and get feedback from senior mgmt.
- Forget about the consultant mind-set and adopt the mgmt mind-set: get your
hands dirty.
- To keep people, change the compensation scheme.
- Find out ways to attract and retain key talent other than compensation
- To do recruitment right, identify desirable competencies and other hiring criteria.
- If morale problem is related to stress due to work overload in the HR department,
outsource the routine administrative duties.
- Help CEO to clarify and articulate the firm’s vision and strategy.
- Communicate strategy to the employees.
- Create systems to implement strategy.
- Learn Loft’s business: Quit the attitude of ‘let’s talk about you; how do you feel
about me?’
- Involve line to develop his plans for Loft.
- Learn more about the binding forces in the former company culture; conduct exit
interviews.
- Do things concurrently, not sequentially.
- Find out ways to attract and retain key talent other than compensation.
Why doesn’t HR get respect? Classroom Notes
They don’t respect / trust themselves
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Little HR expertise & competencies
Low in the power hierarchy
Perceived as “outsourceable function”
Perceived as money spender
ROI is difficult to measure
Teaming up with top management
Bad wp! (??)
Inability to market themselves
No HR audit!
Key take aways from Lecture 1
HRM is a business function that is not only nice
to have, but must to have:
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Link with business results
Legal compliance
Professionalization & Institutionalization
HRM is everybody’s responsibility
HRM practices should be aligned with the legal
and cultural context
HR departments do not get the respect they
deserve