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MGT 235

Human Resource Management and Technology

TU BBA · Semester 4 · BBA curriculum effective from 2021

Requirement
required
Credits
3
Study Guide
8 units available

Chapter notes

Authoritative study guide across 8 syllabus units

Open a unit to read its study notes.

Unit 1: Introduction to HRM and Technology· 5 LHs· ~6 marks

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Difficulty: ★★★ | High-yield focus: Learn the 4 objectives of HRM, personnel management vs HRM, and Dave Ulrich’s 4 HR roles. Key exam mastery: Master the Harvard 4Cs analytical model and evaluate how AI analytics transform talent strategy.

Part 1: Core Concepts (2 Marks)

  • Human Resource Management (HRM) (★): The strategic, integrated approach to the employment, development, and well-being of the people working in organizations to gain a sustained competitive advantage.
  • Strategic Partner Role (Dave Ulrich) (★): The role where HR executives work alongside senior line leaders to align human capital strategies directly with enterprise business goals and market competition.
  • The Harvard 4Cs Framework: Key human resource policy outcomes: Commitment, Competence, Cost-effectiveness, and Higher-order Congruence between employees and management.

Part 2: Structural Frameworks (10 Marks)

Dave Ulrich’s Human Resource Role Model

  1. Strategic Partner (Strategic / People Focus):
    • Aligns HR architecture with corporate business strategy; executes organizational diagnosis and capability building.
  2. Change Agent (Strategic / Process Focus):
    • Leads organizational transformation, builds cultural agility, and manages resistance to new technological implementations.
  3. Administrative Expert (Operational / Process Focus):
    • Re-engineers HR administrative workflows; delivers efficient payroll, benefits, and statutory compliance via shared service portals.
  4. Employee Champion (Operational / People Focus):
    • Listens to frontline employee grievances, champions workplace psychological safety, and enhances employee engagement and morale.

Part 3: Distinction Tables

Dimension Traditional Personnel Management Strategic Human Resource Management (SHRM)
Philosophical View Employees viewed as an operational cost to be controlled. Employees viewed as valuable human capital and strategic assets.
Focus & Horizon Short-term, reactive, compliance-oriented, record-keeping. Long-term, proactive, integrated with competitive corporate strategy.
Role of Technology Manual paperwork, physical filing, paper punch cards. Cloud HRIS, automated self-service, AI predictive analytics.
Union Relations Adversarial, collective bargaining compliance. Collaborative, high-involvement employee partnerships.

Part 4: Worked Problems & Exam Traps

Solved Archetype: Analyzing Paradigm Shifts in Human Resource Architecture (5 Marks) (★)

Problem (TU Past Board): Explain how cloud-based Human Resource Information Systems (HRIS) have transformed the daily workload of HR managers from transactional clerks to strategic business partners.

Solution:

  1. Elimination of Transactional Clerical Burden:
    • Cloud HRIS automates repetitive administrative tasks (leave approvals, attendance tracking, tax deduction certificates, benefits enrollment) through employee self-service (ESS) apps.
  2. Activation of Strategic Decision-Making:
    • By freeing up to 60% of administrative time, HR professionals can focus on workforce planning, succession mapping, leadership coaching, and organizational design, directly impacting corporate growth.

Students lose marks here because they describe software features without linking them to Dave Ulrich’s strategic role transformation.