The Promotion and Marketing of Human Resource Management

By Dr. Arbab Akanda

Human resource management as an applied support business discipline is responsible for the people management to contribute to the effectiveness of an enterprise and is also responsible for social change through organizations that act upon society, and this is the core theme of the book. HR must be seen as a partner to the social change, from a perspective that is wider than oneself and the organization. From the conventional wisdom, HR exists to serve the best interest of the organization, which cannot be argued. But the time has come where the HR professionals have matured with the passage of time, recognized as a key player, and acknowledged justly. The practitioner of this discipline has a responsibility toward the society, and as core socio-organizational function it is about time, to look at the big picture: society.

• Language: English
• Publisher: AuthorHouse UK
• Release date: Feb 27, 2016
• ISBN: 9781524628499

Dr. Arbab Akanda

In 2007, Arbab became a fellow of the Institute: CIPD (Charter Institute of Personnel and Development, London). Arbab was awarded a Phd in personnel management. Arbab is also one of the first Bangladeshi to graduate in HR from CIPD and become a member of CIPD and eventually became a fellow of the Institute: CIPD, London. He has a postgraduate degree in HR, diploma in personnel management, a law degree, and a master’s in international relations.

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© 2016 Dr. Arbab Akanda. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse 02/25/2016

ISBN: 978-1-5246-2850-5 (sc)

ISBN: 978-1-5246-2851-2 (hc)

ISBN: 978-1-5246-2849-9 (e)

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and such images are being used for illustrative purposes only.

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Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

Contents

Dedication

Acknowledgements

Author's responsibility

Preface

1 Tracing the history of Human Resource Management

2 The Human Resource Management as a Functional Discipline

3 The marketing perspective of Human Resource Management

4 The difference between HR service promotion and HR service marketing in the context of service: The features and principles of Service Marketing in the context of Human Resource Management:

5 HR Strategic Marketing

6 Customer Focus Approach

7 The importance of Customer Service Strategy and Policy for SMEs

8 Governance, Human Resource Management and Marketing: Projecting a positive image of the organisation

9 What is 'acculturation'? How does it help to understand organisational culture, from the perspective of HR and how can the concept 'acculturation' contribute to market HR

10 Leading The HR Way

11 What Changes Can HRM Bring To The Workforce: The Silent Workforce

12 HR Marketing Communication: an integrated approach

13 The Barriers And Challenges The Hr Function Faces From The Perspective Of Marketing

14 Workshop: Hr Dialectic Marketing Model (Corresponds to chapter 3)

15 Workshop: Hr Service Marketing And Hr Service Promotion (Corresponds to chapter 4 and 5)

16 Workshop: The Tape Approach To Culture (Corresponds to chapter 9)

17 Workshop: The Acculturation Process (Corresponds to chapter 9)

18 Workshop: Leading The Hr Way (Corresponds to chapter 10)

19 Workshop: The Barriers and Challenges the HR Function faces from the marketing Perspective (Corresponds to chapter 13)

20 Workshop: The History of HR, HR Thinking Style And HR Functions (Corresponds to chapter 1 and 2)

21 Workshop: The Customer Focus Approach (Corresponds to chapter 6)

22 Conclusion

About the Author

The time has come for HR professionals to contribute to social change, look beyond the organisation, and try to reach the real audience through well designed promotion and marketing of HR services.

DEDICATION

• Late Dr. Zaminuddin Akanda

• Jhuma

• Parisa

• Alisa

ACKNOWLEDGEMENTS

The author humbly acknowledges the support of the members of the publisher: Authorhouse. Also, my acknowledgement goes to all those who have encouraged the initiative. And a special acknowledgement is for Dr. H.M. Wasiul Islam for his constant encouragement, Altamas Pasha for giving me the inspiration and last but not least, a very special thanks to Ashraf (DGM, PALMAL GARMENTS) who always believed in me.

AUTHOR'S RESPONSIBILITY

The author accepts all responsibilities for the contents of the book and any errors made which is unintentional.

Contact details: [e-mail]

Website: www.arbabakanda.com

PREFACE

Human Resource Management as an applied support business discipline is responsible for the people management to contribute to the effectiveness of an enterprise and is also responsible for social change through organisations that act upon society and this is the core theme of the book. HR must be seen as a partner to the social change, from a perspective which is wider than the one self and the organisation. From the conventional wisdom, HR exists to serve the best interest of the organisation which cannot be argued. But the time has come, where the HR professionals have matured with the passage of time, recognized as a key player and acknowledged justly. The practitioner of this discipline has a responsibility towards the society and as core socio-organisational function it is about time, to look at the big picture: society.

Now the question is: how can we promote and market the HR services to the society at large?

This book will focus on what Human Resource Professionals should be able to do to promote and market the Human Resource Service.

I strongly opine that it is the responsibility of HR professionals to take the lead role in trying to come up with ideas as how to promote and market the HR service and HR products. The reason behind the thinking is quite understandable from the very name of the discipline: Human Resource Management. The HR professionals spend enough time to obtain the academic endorsement accompanied with years of practical people management experience to understand employment, employees and the society at large. It is from this perspective, I believe the HR professionals are suitably qualified and placed to take the lead role in the promotion and marketing the HR service and product as the core service providers of people management.

We must try to make HR not only appealing and attractive but also convey the message that sustainable development, economic progression and social change cannot be fully realized without the intervention of Human Resource Management discipline.

How to read the book: The Promotion and Marketing of Human Resource Management:

Each chapter of this book deals with an HR concept. The reader can actually select a topic and read through the chapter. It does not have to be from page one. But ideally, reading from page one will give perspective of HR from the author's point of view in an understandable fashion. Although each chapter takes on individual HR concepts, the linkage is clear: all the concepts emerge and deal wtih Human Resource Management and the HR problems. The ideas in the book are refreshing and give some new light or way of thinking about HR issues.

The English used is simple and I have tried my level best to keep jargon to a minimum.

'I WILL TELL YOU THE BEGINNING, AND IF IT PLEASE...YOU MAY SEE THE END'

(As You Like It Act 1, Scene 2)

William Shakespear

The reasons for writing this book:

The main reason for writing this book is to bring a new kind of thinking for the dedicated HR professionals for them to bring HR close to the business by correctly marketing HR not as an academic discipline but as a core function and speaking the language of the business. This approach I am convinced will appeal to the audience.

Our audience is the wider organisation: the SOCIETY whom we are there to serve.

Entrepreneurs are looking for practical answers from professionals

This book is about giving a clear message to the entrepreneurs that PEOPLE MANAGEMENT cannot be left to chance. For this realization to happen, HR must be marketed in the right manner for HR to be accepted in the true spirit. The days of lip service seem to be over. As entrepreneurs want answers, so do the members of the society who not only want answers but authentic and trustworthy answers.

What will the reader gain from this book?

• The practical side of Human Resource Management

• New concepts and approaches

• Entrepreneurial perspective

• A fresh way of looking at People Management

• Ways to provide a more articulate value added service

Who is this book for?

• Entrepreneurs

• The top management

• HR Practitioners

• HR Researchers

• Anybody interested about People Management and cares for People, Work, Workplace and the Society

1

Tracing the history of Human Resource Management

T he Development of Human Resource Management has been different in different countries. Social needs, economic needs, political pressures, pressures from international organisations, legal obligations, influence of the trade unions, just to name a few, have all played their part in the development of Human Resource Management. But it will not be incorrect to state that the traceable origin of Human Resource Management was in the United States and historically, from the United Kingdom, to be followed by other countries, from a Western perspective. Much of the research into the history of Human Resource Management has been undertaken by Western scholars, at least at the initial stage. This is the reason why whenever to trace the history of Human Resource Management, we start off in the United Kingdom from where the basic idea behind Human Resource Management emerged and developed through various forms and stages. When I am referring United Kingdom as the starting point of Human Resource Management, I am essentially taking a Western perspective. I will start off with elaborating the Western Perspective of Human Resource Management. After discussion of the Western Perspective, I shall concentrate on the Eastern Perspective with particular emphasis on the Indian perspective of Human Resource Management. China has also made valuable contribution to the thinking of Human Resource Management.Also; from the Middle East significant ideas have emerged to influence the HR practice. Actually each continent has significant contributors to the concept and development of Human Resource Management. Trying to trace the history of Human Resource Management is not only focusing on some individual philosophers but also the global power politics of the day accompanied with ideological demarcation of the world has also significant interventions into HR thinking.

Tracing the history will be unfolded under the following headings:

• The Middle East and HRM

• The Western Perspective of HRM

• The Indian Perspective of HRM

• The Far Eastern Perspective of HRM

Devoting time to understand the historical development of a concept is helpful to market a concept. This is the reason why I shall focus at length with the historical development of HRM. Knowing the history of HR should provide greater understanding of the subject matter which adds overall value at the practitioner level and marketing level.

The Middle East Perspective of Human Resource Management:

From the Middle East context, HRM can be traced to ancient times, for example, the Chaldean period, where a sound incentive wage plan was in place. The Chaldea was a small Semitic nation and was people who resided in the southern Babylonia and today it would be the Southern part of Iraq. The Chaldeans lived during the 10th and early 9th century and survived until the mid 6th century when the Cheldean tribes became a part of Babylonia. The people were known to be intelligent and history tells us that they developed a radical incentive wage plan. The Semitic Nation was Jews living in Europe and speaking the Semitic languages which are one of the branches of the Afroasiatic language family and originated in the Middle East. Human Resource Management from the historical perspective can be very much linked to the Middle East.

The Western Perspective

Another notable period of the development of HRM can be linked to the Pre-Industrial revolution which was characterized by Slavery, Seldom and the Guild System.

Slavery was a form of trade where human beings were sold in the market like any other item, for example rice, sugar, coffee etc and were subject to torture, sexual exploitation and most importantly, had no human rights whatsoever. They were captive. The Europeans started the trade where slaves were brought from Africa and sold as any other commercial commodity. All the great European Powers like the Portuguese, the Dutch and the British Empire engaged in this very profitable business. America was one of the places where such inhuman trading took place. The plantation owners bought the slaves and were used to produce agricultural products like sugar, coffee, cotton, tobacco etc. The slaves were held captive and had no say in anything.

Of the many causes of the civil war in America (1861-1865), one was the slavery which divided the country into the North and South (the Confederate and the Union). The President, Abraham Lincoln who won the presidential election in 1860, represented the North (Union). Abraham Lincoln termed this as 'a house divided.' The South seceded from the North. And the civil war started. The Civil War ended in 1865 with a victory for the Union and collapse for the Confederacy. As a result, slavery was abolished under the able leadership of Abraham Lincoln (Republican), the 16th President of United States (1861-1865).

The horrific tales of the slave trade and through the passage of time emerged four basic concepts that have influenced the world:

• Freedom

• Equality

• Security

• Dignity

And innumerable Acts have emerged to protect the Human Rights like the Human Rights Act 1998 in United Kingdom, The British Institute of Human Rights (BIHR), Universal Declaration of Human Rights, The European Convention on Human Rights, The European Court of Human Rights etc.

As Human Resource Practitioners, it is important to understand the roots of Human Rights because as a profession we are devoted to protect people in the context of work and this is the reason why I have discussed briefly about slavery. What needs to be understood is that the dignity of the people must be upheld.

The slavery was gradually disappearing and emerged the seldom stage where positive incentives was noticed. It was during this time that the people providing the labour were neither slaves nor labourers but received positive incentives. The quality of work also became better because people who provided the labour had dignity restored.

Gradually, the seldom disappeared giving way to the Guild System: this was characterized by: owners, journeymen and the apprentice. It was during this time that we come across wage policies and working conditions.

With the advent of the Industrial Revolution, the Guild System was disappearing. The industrial revolution was characterised by factories, industries and power generated machines and we also notice the deplorable working conditions that led to entrepreneurs like David Owen to come up with ideas to improve the working conditions of the workplace. He is one of those radical thinkers who understood that productivity is definitely linked to the working conditions, how workers are viewed and realized that organisations need people as well as people need organisations. David Owen was an 18th century mercantilist who owned spinning mills throughout Scotland.

And during the 50s and 60s we really come across some outstanding theories related to HR or People Management

• The Principles of Administration by Henry Fayol

• The Human Needs Theory by Abraham Maslow (1954)

• The Worker-Structure Conflict by Chris Argyris (1957)

• The Hygiene and Motivators by Frederick Herzberg (1959)

• Manager's assumptions about people by Douglas McGregor (1960)

• And in contemporary times, David Ulrich, Demming's, Peter Drucker, Peter Senge, Charles Handy, Senge, David Kolb etc

All these outstanding thinkers have contributed towards the development of HR as a business discipline worth taking into consideration.

The Indian Perspective

HR in India has a very strong legacy. We can trace HR to ARTHASHASTRA written by Kautilya, sometimes in the 4th century BC. HR procedures and systems were developed. Kautilya was a great philosopher, scholar and intellect and was also a radical thinker for his time. He wrote the Arthashastra as a guideline to good governance and concentrated on three main issues:

• International trade

• Taxation

• Labour theory of Value

It is his Labour Theory of Value which can be very much linked to todays' Human Resource Management thinking.

The scholarly book, 'Arthashastra' was written two millennium before Adam Smith wrote his The Wealth of Nations, 1776.

Kautilya clearly stated that wages must be 'just' and depend on:

• Level of skills

• Labour hours worked

• Units of output produced

And should not be the other way round. The HR legacy does not end with Kautilya. HRM has also its roots during the Mughal period and British Rule of India which includes the Indian Subcontinent.

It was during the Mughal rule that we come across a very systematic administration accompanied with the establishment of Karchanas that meant literally factories and also included stores and administrative units and a method of workshop management that mainly started in the Northern India which was the seat of power at that time. These workshops were owned by courtiers and those close to the court and where we notice a new sort of Karkhans: imperial karkhanas. At this time unwritten rules were developed to manage the master-apprenticeship relations.

The products of the karkhanas were for the Royal use. And the bazaar was not the normal marketing venue for the products of the karkhanas. The Karkhanas hired experts and master of the trade who were the best.

One point must be made clear: Karkhanas were often urban based commercial workshops and the products were for the royal family and the court, in most cases. The products were also exported to the European countries through the court.

Gradually a new class of people developed who were known as the Karkhanders who managed and administered the administration, products, and finance and managed the workshop. In today's context, this class of people would be the managers who were also responsible for the recruitment and training and industrial relations, basically in a very informal manner. With the passage of time, the karkhanders disintegrated into various professional areas like, production management, finance management, HR management, quality and general administration.

I have to mention a few significant legal interventions in India that have influenced the way HR was being practiced:

• Plantation Act of 1863

• Factory Act of 1881

• Factories Act 1948

• Trade Union Act 1926

• The Workman Compensation Act of 1923

• The ILO (International Labour Organisation) 1919

• Trade Dispute Act 1929

• Industrial Employment (Standing Orders) Act 1946

Another influential theory has been the Ghandian approach which is: exercise right in a peaceful and non-violent manner. According to the approach, disagreements in the industrial relations should be settled in a peaceful and non-violent manner. No need for violence or adversarial situation.

These Acts influenced and shaped the thinking of Human Resource Practice by initially focussing on Industrial Relations matters.

It must be understood that today's HR has been initially driven by Industrial Relations. The Chartered Institute of Personnel and Development, London (CIPD) prefer the usage of Employee Relations instead of Industrial Relations. The subject matter remains to some extent the same.

Starting from the Mughal rule to the British Period and the Independence of India, 1947 and the creation of Pakistan in 1947 and in 1971, the independence of Bangladesh: in all these periods, we see the development of several Acts to respond to the social needs of the time. Particular attention was made on the following issues:

• Protection of employee rights

• Health and safety

• Work environment

• Trade dispute

• Terms and conditions of employment

• Etc

All these Acts and legislations have influenced the way HR is practiced in the Sub-Continent.

The Far East Perspective

Also, the legacy of Human Resource Management can be linked to the teachings of the great Chinese philosopher: Confucius (551BC-470BC). The teachings have greatly influenced Asian countries like China, Taiwan, Vietnam, Japan, Singapore and South Korea, from the perspective of running family, society and leadership.

The Australian-American media tycoon once said in the 90s, 'The world is changing very fast. Big will not beat small anymore. It will be fast beating the slow.' (BBL 2011)

Far Eastern countries and many Asian countries are historically linked to the teachings of the great philosopher Confucius (551BC-479BC). He was an outstanding Chinese thinker and social philosopher.

Confucius teaches how to embrace business code of ethics and be socially responsible.

With the passage of time, the principles of ethics are changing. Yet the debate between the two below mentioned concepts remain the same:

The means may justify the ends (how did you reach?)

End justifies means (results matter)

Confucius has made explicit statements about leadership in his: Analects of Confucius. The teachings on leadership are still valid and universal.

According to Confucius, leaders must be upright and act with integrity. By being upright is meant to be ethical in having virtuous characters and attitudes.

Confucius has also mentioned leaders need a value which is a quality and way of behaving.

According to Confucius: 'unending strength, resoluteness, simplicity and reticence are close to benevolence.' These can be achieved through self-cultivation, education and performance or code of behaviour. (Storey 2007, cited in Low, 2010c). Recitance means to be reserved, restrained, keeping feelings to oneself, quiet and not to be confused with reluctance which means unwillingness.

Confucius always advocated in simplifying things. He also stressed the importance of what is right.

One should treat others as one would like others to treat oneself. This is the reciprocity of Confucius.

Confucius explained the value of prudence. Prudence is care and good sense when making decisions. Being prudent is being wise in practical matters.

Resilience is another aspect which means having the courage and patience and refusing to give up. It is this quality of character to carry on and come back from misfortune that is very important to leaders.

Bhuddist saying: If we are facing in the right direction, all we have to do is keep on walking.

Chinese saying: not being afraid of going slow but be very careful of standing still.

Confucius has said leaders must understand the value of personal commitment. It is the responsibility to keep the promise to do something or not to do something.

Leaders must understand the value of sincerity and integrity which is being truthful to oneself.

Also leaders must understand the virtue in thinking and doing what is right and avoiding what is wrong. Likes and dislikes must not affect judgement.

Referring to ethics, Solzhenitsyn (1918-2008), Russian novelist said: 'Even the most rational approach to ethics is defenceless if there is not the will to do what is right.'

According to Confucius: 'Love all and serve all, without discrimination.'

Just imagine, so many years ago, Confucius had the foresight and wisdom to mention about the value of continuous learning. He attached tremendous importance to learning which should be continuous. Education opens the mind. It has profound influence on behaviour, attitude, performance and move forward. Education is about long-terminism. It creates positive thinking.

In order for organisations to succeed and move forward, the realization that human capital is the most important factor was discussed by Confucius. This human capital may be referred to as Talent, the common phrase used these days.

The education Confucius was referring to was Morale Education which will lead to ethical behaviour, virtuous leadership and harmony within the society, by way of which the society will also benefit. In fact, Confucius strongly opines that it is the duty of every entrepreneur to contribute to the well-being of the society.

The features of traditional Chinese culture have been greatly influenced by the teachings of Confucius:

• Obedience to authority

• Understanding the importance of structure

• Rules and regulations

• Status in hierarchy

• Formal communication

• Logical thinking

• Cause and effect

• Patience

• Group membership

Todays' Human Resource Management

Human Resource as a function today occupies a central role within organisations in every sense to provide support and take on the leadership role to manage People within the organisation. Todays' HR themes include talent management, performance management, ethics, culture, HR strategy, organisational communication, retention, accoutability, transperancy and dealing with the ever-changing complex world of work. It is no longer an issue of just sustainability but surving and knowing how to survive in the market is what HR is about at the moment. The role of HR, as I would like to see, to be more focused on society

Conclusion:

The principles of contemporary Human Resource Management have been greatly influence by the Middle East where HRM can be traced to ancient times, for example, the Chaldean period where historians have traced sound incentive wage plan. Then I have discussed briefly the Western thinkings on HR that have been greatly influenced by Henry Fayol, Adam Smith, Maslow, Herzberz, David Owen, Frederick Tayler (Scientific Managment) and many more. From the Far East perspective, the teachings of Confucius mostly from the perspective of Far East and Asia along with the teachings of Taoism and Bhuddism and last but not least, from the Indian soil came Kautilya's Arthasastra, Mughol rule and the British rule.

Human Resource Management has not only strong historical ties, but at the same time, the discipline is contextual and situational which means, it is dynamic in nature.

Bibliography:

• Chen, J. (1990). Confucius as a teacher: philosophy of Confucius with special reference to its educational implications. Beijing, Chine: Foreign Language Press

• Lin Y. (ed.) (1994). The wisdom of Confucius, The Modern Library, New York

• Low, K.C.P. (2010d) 'Talent Management, the Confucius Way', Leadership and Organisational Management Journal, Volume 2010 Issue 3, p. 28-37

• Mullins, L.J. (2010) Management and organizational behaviour. 9th Edition. Harlow FT Prentice Hall

• Buddy, D, (2007) Management: An introduction. 3rd edition, Prentice Hall

• Cash et al, (1994) Journal of Small Business Enterprise

• Rosen H. Robert and Wilson C. David 'Managing Organization', 2nd Edition, McGraw Hill, 1999

• Torrignton, D. et al. (2007) Human Resource Management. 7th edition, Harlow FT Prentice Hall

2

The Human Resource Management as a Functional Discipline

H uman Resource Management is a functional discipline in the sense that it supports the organisational activities through various functions that derives its strength from the academia filtered through core disciplines like management, philosophy, economics, sociology, history, political science, international relations, law etc and dictated by the business needs. All these subjects and business needs have contributed to the development of Human Resource Management as a core function.

This chapter will explain and analsyse the various functions of human resource management taking into account various perspectives. But first, what is meant by functions?

Function simply means the role one plays. Or I can also state the function as the deliverables of an action. From the perspective of Human Resource Management, function means the output of the actions that are designed to support the organisation achieve its aims and objectives. With function come role clarity, responsibility and knowing ones boundary. The main function or core function of human resource management is to ensure people are doing what is expected of them to do, in the right environment and with the right knowledge, skills and attitude to support the organisation. We also need the right people environment. This is what human resource is meant to do: to ensure that the organisation has the right people with the right role and working in the right working environment with the right skills knowledge, experience and attitude. These are the core functions to be ensured through the various deliverables.

One point must be understood, differences in organisational size (workforce), size of the organisation, product, services, employment sector, location, demographics of the workforce and receivers of the product or services and local culture and legislation: all these influence the way HR is used and practiced. Also, I would point out that the attitude of the entrepreneurs and the top management towards human resources and how they perceive human resources plays a very significant role in adopting HR for the greater benefit of the organisation. Human Resource as an occupational discipline is there to be used. And it can be used if only the concept is well received and understood in the true sense and spirit.

For better understanding of the functions of HR, I will view and study the functions under different headings mentioned below. The headings will indicate the approaches. In fact, the functions of HR will be examined under 13 approaches as mentioned below.

But before understanding the functions, we must get the thinking right. By thinking, I am referring to the HR thinking. The HR thinking will emerge from disciplined academic study accompanied with experience and exposure aimed to understand People at workplace.

In the below mentioned table, I have tried to place each HR function under different styles of thinking. Getting the HR thinking right in the right context, is an ideal starting point to understand the different HR functions. Take for example: trying to statistically represent Labour Turnover which may come under the heading: Concrete Thinking Style. Here we are referring to hard HR that means figures.

No doubt figures are important. But all answers may not reside in the figures. Figures will have to be justified by using thinking styles