HRM - reflection paper
...ould be regarded as resources. Off course there was support and opposition to this idea. Support include Adam Smith comparing humans as expensive machines and opposition including Mill Schultz asserting that to treat people like assets demeaned them. Practical Issues: This relate o the difficulty in measuring something as abstract as human motivation and participation. Heinrich and Peterson illustrate this with an iceberg of which the lump of ice is below the surface and immeasurable. Costing human resources Recruitment and turnover: The first barrier we have in this area is what actually is meant by recruitment and turnover, what exactly does it include. Here we distinguish between cost of: exit of employees, recruitment and selection, and introduction and training. This total cost can further be divided between direct cost and indirect costs. An alternative to this approach is to base calculations on an alternative cost principal. Choice of recruitment strategy: choice of recruitment strategy includes the organisational decisions between recruitment and further training, and the cost of rapid recruitment compared to finding temporaries. Competence Development: Calculating the cost of competence development is problematic in terms of both delimitation and measurement. In many jobs most learning takes place threw work itself and this is nearly impossible to measure accurately. Calculating the financial benefits of competence: Benefits of competence development include improved quality and fewer production stops. Costing and the problem of causality: This relate to the question of how we can be certain that the competence development is responsible for increase productivity and quality. The answer is that we can never be certain but there is methods we can follow to increase captaincy. Firstly is the use if control groups and secondly is to attempt to arrive at an estimate of the relationship between investment and effe...