2 - HRM
Human resource management (HRM) is about the personnel of an organization. This topic covers a range of content regarding the people of an organization, such as recruitment, training, motivation, and management or leadership.
Human resources (employees, managers, executives and entrepreneurs) are vital to the success of an organization, yet human resource management is one of the most difficult and challenging roles for any manager or leader.
The IB recommended teaching hours for this Unit 2 of the IB Business Management syllabus are as follows:
- SL = 20 hours
- HL = 35 hours
The IB Business Management syllabus content for Unit 2 is outlined below. There are seven topics in Unit 2:
The topics in this section of the IB Business Management syllabus can be looked at through the four key concepts of change, ethics, sustainability, and creativity.
Human resource management and conceptual understandings (from the guide):
People play a major role in driving organizational change
Creative employees could be essential for business success
Ethical human resource systems may positively affect employee performance
Sustainable human behaviour can bring positive change in a business.
Unit 2.1 - Introduction to human resource management
This section of the syllabus covers the following assessment objectives:
Internal and external factors that influence human resource planning (for example, demographic change, change in labour mobility, immigration, flexi-time, gig economy) (AO2)
Human resource strategies for reducing the impact of change and resistance to change (AO3).
Unit 2.2 - Organizational structure
This section of the syllabus covers the following assessment objectives:
The following terminology in relation to different types of organizational structures: (i) Delegation, (ii) Span of control, (iii) Levels of the hierarchy, (iv) Chain of command, (v) Bureaucracy, (vi) Centralization, (vii) Decentralization, (viii) Delayering, and (ix) Matrix structure.
The following types of organization charts: (i) Flat or horizontal, (ii) Tall or vertical, and (iii) By product, by function or by region (AO2, AO4)
Appropriateness of different organizational structures given a change in external factors (AO3)
Changes in organizational structures (for example, project-based organization, Charles Handy’s “Shamrock Organization”) (HL only) (AO3).
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Unit 2.3 - Leadership and management
This section of the syllabus covers the following assessment objectives:
Scientific and intuitive thinking/management (HL only) (AO2)
The following leadership styles: (i) Autocratic, (ii) Paternalistic, (iii) Democratic, (iv) Laissez-faire, and (v) Situational (AO3).
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Unit 2.4 - Motivation and demotivation
This section of the syllabus covers the following assessment objectives:
The following motivation theories: Taylor, Maslow, and Herzberg (AO3)
The following motivation theories (HL only): (i) McClelland’s acquired needs theory (HL only), (ii) Deci and Ryan’s self-determination theory (HL only), and (iii) Equity and expectancy theory (HL only) (AO3)
Labour turnover (HL only) AO2, AO4
The following types of appraisal (HL only): (i) Formative, (ii) Summative, (iii) 360-degree feedback, and (iv) Self-appraisal (AO2)
The following types of financial rewards: (i) Salary, (ii) Wages (time and piece rates), (iii) Commission, (iv) Performance-related pay (PRP), (v) Profit-related pay, (vi) Employee share ownership schemes, and (vii) Fringe payments (AO2)
The following types of non-financial rewards: (i) Job enrichment, (ii) Job rotation, (iii) Job enlargement, (iv) Empowerment, (v) Purpose/the opportunity to make a difference, and (vi) Teamwork (AO2)
The following types of training: (i) Induction, (ii) On the job, and (iii) Off the job (AO2).
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Unit 2.5 - Organizational (corporate) culture (HL only)
This section of the syllabus covers the following assessment objectives:
Types of organizational culture, for example, Charles Handy's “Gods of management” (HL only) (AO2)
Cultural clashes when organizations change, including but not limited to, when organizations grow and merge and when leadership styles change (HL only) AO3.
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This section of the syllabus covers the following assessment objectives:
Formal and informal methods of communication for an organization in a given situation (AO3)
Barriers to communication (AO2).
Unit 2.7 Industrial/employee relations (HL only)
This section of the syllabus covers the following assessment objectives:
Approaches to conflict in the workplace by employees: (i) collective bargaining, (ii) work-to-rule, and (iii) strike action (AO3)
Approaches to conflict in the workplace by employers: (i) collective bargaining, (ii) threats of redundancies, (iii) changes of
contract, (iv) closure, and (v) lockouts (AO3)The following approaches to conflict resolution: (i) Conciliation and arbitration, (ii) Employee participation and industrial democracy, (iii) No-strike agreement, and (iv) Single-union agreement (AO3).
Selected Pages
2 - HRM
2.4 Motivation and demotivation Free
2.4 Motivation and demotivation“It always seems impossible until it’s done.”- Nelson Mandela (1918 - 2013), the first...
2 - HRM
2.3 Leadership and management Free
Learning outcomes"If your actions inspire others to dream more, learn more, do more, and become more, you are a leader."-...
2 - HRM
2.6 Communication Free
Unit 2.6 - Communication "The single biggest problem in communication is the illusion that it has taken place.”- George...
2 - HRM
2.5 Organizational (corporate) culture (HL) Free
Learning outcomes“Culture is the programming of the human mind by which one group of people distinguishes itself from...
2 - HRM
2.2 Organizational structure Free
Learning outcomesThe organizational structure of a business shows the interrelationships and hierarchical arrangements within...
2 - HRM
Approaches to conflict by employers (HL)
Approaches to conflict in the workplace by employers (HL only) (AO3)“Nothing in life is to be feared, it is only to be...