2. Table of content:
Contents
page
Executive Summary:
iii
Task- 1
1.1 Guest’s model of HRM:
4
1.2 Dissimilarities between Story’s definition on HRM, personnel and industrial 5
relations:
1.3 Developing a strategic method to HRM and effect of line managers and workers:
6
Task- 2
2.1 Flexibility model in exercise:
7
2.2 Types of flexibility for organizations:
7
2.3 Flexible practices from employer and worker perspective:
8
2.4 Impact of fluctuations in labor market on flexible working practice:
8
Task- 3
3.1 Discrimination in workplace:
9
3.2 Application of equal opportunity legislation for business:
10
3.3 Dissimilarities between management of equal opportunity and diversity:
10
Task- 4
4.1 Comparing approaches of performance management:
11
4.2 Assessment of employee welfare management:
11
4.3 Application of health and safety legislation on HR:
12
4.4 Effect of topical issue on HR practices:
12
References:
13
ii
3. Executive Summary:
HR management is the most vital and critical part of a firm which involves the activities of
managing staffs, development and improvement of skills and fulfilling structural
requirements and mission. To achieve the firm’s objective, HR managers need to control and
develop an effective employee management system. The activities and responsibilities of HR
managers are the arrangement of effective and successful recruitment and training, managing
and developing performance and controland guidance of workplace behavior. The workers
are provided with numerous facilities like flexibility, security, motivational reward and
discrimination free workplace. A firm must consider applying appropriate HR strategies for
its employees in order to create a value of the firm which will attract the future talents and
skilled workers from the labor market. There are some discriminatory factors like age,
gender, belief which need to be fixed in the HR development process. The demographic
stages of labor market are the drivers of HR policy modification and development. all the
related people in a firm possess a responsibility to contribute in the successful HR strategy
implementation and result. The managers of other sectors need the support and guidance from
the HR management to perform HR tasks in their own operations.
iii
4. Task- 1
Different perspective of Human resource management
1.1 Guest’s model of HRM:
An appropriate HR strategic model was first introduced by David Guest (1997) which is
considered a better model than any other HR models exist. He introduced several approaches
which state a manager should apply some basic approaches as to gain a desired output. The
application is a sequential approach of six stages
Strategies to human resource.
Behavioral outcome.
Practices of human resource.
Result in performance.
HR outcome.
Economic benefits.
Unilever is a huge and one of the largest consumer goods manufacturing companies in the
world. The objective and mission of Unilever is to gain a sustainable growth, make the
environmental impact half and make their profit double. The Guest’s HR model is useful tool
for Unilever in setting successful HR policiesUnilever forms HR strategies following their core organizational policy and mission.
More settled workforce in supply chain, discrimination-free environment, increased job
duration, equality in service and maintained policy on child labor.
Workers get enthusiasm and become more objective-oriented and get satisfied in activities.
The performance of personnel is improved and become more corporate value and goal
oriented.
Employee co-ordination, commitment and job place motivation results in positive economic
impact, more revenue, increasing market and customer share.
4
5. 1.2 Dissimilarities between Story’s definition on HRM, personnel and
industrial relations:
HRM
Personnel Management
HR management is the most Personnel
vital and critical part of a thus
firm
which
involves
basically
the administrative
activities of managing staffs, keeping
development
Management
Industrial Relationship
is Relationship and co-ordination
an among the management and the
record- employees.
function,
at
the
and operational level. Personnel
improvement of skills and Management
fulfilling
structural maintain
requirements and mission.
attempts
fair
terms
to
and
conditions of employment,
while at the same time,
efficiently
personnel
managing
activities
for
individual departments etc.
(Boxall, P.F,1992)
The sustainable living plan Unilever conducts various Unilever maintains a better
was initiated by Unilever types of training facilities, relation
which
entails
the seminars
and
appropriate with the labor union and each
for
performance and every employee in order to
suppliers
and improvement.
advice from experts to bring
productivity
communication
including guideline
stakeholders
customers,
and
and
motivate them and make them
perform as the firm requires.
smooth
relationship with customers.
5
6. 1.3 Developing a strategic method to HRM and effect of line managers and
workers:
HRM is an extensive set of activities that includes the process of recruitment, skill
development and management of personnel. To find a better and fast way to achieve the
firm’s core value and objectives, Unilever HR management tries to recruit and train
appropriate and competent staffs and to change structure and policies with the revolving
surrounding. As the internal and external factors are changing continuously, HR management
faces challenges accomplishing their HR responsibility. The given approaches can aid the
line managers and staffs in performing the HR tasks-
a. Create desire:The HR managers must try to create an aspiration and feeling of
importance in the mind of line managers. The desire for HR responsibility will make
the implementation a successful one.
b. Provide support: The HR executives should support the line managers in
understanding the importance and requirements of HR tasks as they can set vision and
utilization of HR knowledge.
c. Develop capacity:Line managers have to perform their operational tasks and they are
not motivated to extend their capacity. If their HR capacity is improved and
identified, line managers will be able to perform HR task effectively addition to their
operational responsibility.
d. HR responsibility: The line manager should understand the HR responsibility criteria
and the rules and strategies should be clarified and justified to the line managers to
enhance their HR knowledge.
e. Develop competency: The HR competency of the line managers can be developed by
training them. This will encourage them to perform HR tasks.
6
7. Task- 2
Developing flexibility within workplace.
2.1 Flexibility model in exercise:
Atkinson’s model of core and peripheral workforce:The core and peripheral workforces
need to be in balance in an organizational setting. This balance might fluctuate if the use of
peripheral workers in top management level. To maintain a perfect core-periphery workforce
ratio, make appropriate staff selection at all organizational level is a crucial and significant
role of HR managers.
Core workforce:these workers are highly competent provide high level of performance,
carry high responsibility and enjoy a more secured job. The most perfect approach for core
workforces can be explained by the flexibility function. In tough changing situations core
workers face greater challenges and responsibilities.
Peripheral workforce: These workers perform continuous and small types of operations
which is less significant than the core responsibility. According to Atkinson the context of
peripheral workforce is much more complex than previously thought.
2.2 Types of flexibility for organizations:
Flexibility is the capacity of a firm to adapt to environmental changes and structural pressures
by adjusting the composition, pattern, cost and receptiveness of personnel. By the definition
of Atkinson (1984) there exist four kinds of flexibility that can help Unilever to build a
balanced workforce.
a. External numerical flexibility:it is the change in number of labor inflow from the
external source. It includes the actions and strategies like employing temporary
workers, contractual agreement with employees, easing the employment safety
legislation to discharge permanent staffs as firm require.
b. Functional flexibility:This explains the movement of workforces from one task to
other tasks within the organizational setting. It includes the worker training and
outsourcing of tasks.
7
8. c. Financial flexibility: Financial flexibility defines the difference in salary level
depending on the position and performance but not fixed as a whole. The
compensation is determined by performance evaluation.
d. Temporal flexibility: This flexibility pattern entails adaptation of working schedule,
hour shift, and overtime opportunity of presently working employees.
Locational flexibility: Locational flexibility means the working of staffs outside of
typical workplace.
2.3 Flexible practices from employer and worker perspective:
There are some flexibility patterns that are useful and presented by organizations to build
satisfaction and security at workplace for the employers and employees
Job sharing: Two workers share a job and split the time among themselves to
complete the work at shared compensation rate.
Part-time: Staffs work normally less than the permanent workers and spend less than
the full time.
Zero hour contract: Work schedule, duties are not predetermined by the managers.
This is an agreement between the employers and staffs where both the parties are free
to offer admit or reject a project.
Tele-workers: Workers complete their tasks operating from their home through telecommunication.
Home-workers: Employees work their tasks away from the usual workplace but
don’t attend at the working zone.
2.4 Impact of fluctuations in labor market on flexible working practice:
In present times a more frequent change can be observed in labor market largely because of
the changes in economic and market condition. Management tend to hire employees in the
most effective manner and select the most appropriate candidates. The flexibility patterns for
workplace changes due to the fluctuations in labor market.
8
9. Labor marketDemography:The demographic stages affect and determine the labor market
conditions. The supply and demand ratio needs to be adjusted with the transition in
demographic stages. Women’s more involvement in the workplaces changing the
contribution ratio and organization’s HR policies. Drop in birthrates reduces the fresh labor
supply to the market. Moreover an increase in life expectancy increases the availability of old
workers even working after retirements. For such demographic transitions the flexibility
patterns in practice are always restructured and adjusted with the market demand and
condition.
Task- 3
Effect of equal opportunities in workplace
3.1 Discrimination in workplace:
International Labor Organization defines ‘discrimination’ as the imbalanced treatment. There
is some basic characteristics discrimination that can happen at workplaces like age, gender,
background, racial differences among the workers.
Systemic Discrimination
This is a long-term based and extensive discrimination. It takes place for a specific group due
to their common characteristic like race, sex, color. It’s a vital part of workplace practice,
policy or corporate culture.
Direct Discrimination
Direct discrimination means when manager considers an individual less favorably because of
his/her difference in age, color, race or sex. In this way an individual is solely separated from
other working people. If a person with adequate caliber is rejected due to his/her different
characteristic will be considered as discrimination and illegal.
Indirect Discrimination
This is a kind of discrimination where rules, provisions are applicable for all but which in fact
affect a particular group adversely and unethical for them to comply with the law. For
instance, unnecessary obligation of age or gender might discriminate women or fresh
candidates.
9
10. 3.2 Application of equal opportunity legislation for business:
To meet the expected and predetermined organizational goal more or less all the
organizations try to build a workplace with equal opportunities for all the staffs and with no
discriminatory behavior and policies. Employees get motivation and their performance is
increased which will in turn reach the job standard. The following tasks can be very helpful
to maintain equal opportunity:
Introduce and maintain EEO policy and regulations to handle harassment and make
all the employees understand the context.
Equal compensation and opportunity of getting promoted.
Provide a comfortable and flexible environment.
Adjustment of facilities for those who don’t possess certain characteristic.
3.3 Dissimilarities between managementof equal opportunity and diversity:
Diversity exists when groups of people bring their own backgrounds and experiences to an
organization or workplace. Managing diversity involves using these resources and
experiences for the benefit of the organization.
When an organization hires people, they also hire diversified characteristic, background,
personality and other factors. Diversified personnel are considered as an asset and
organization utilize the diversity to get the best outputs of it.
Factors
Managing
Equal Managing Diversities
Opportunities
Concentration
processing
output
Driver
Peripheral
Internal
Approach Structure
Operational
Strategic
Emphases on
Group Discrimination
Individual differences
Knowledge base
Narrower base
Wider base
Suitable for
Integration
Conventional Adaption
Task- 4
Methods to human resource practices.
10
11. 4.1 Comparing approaches of performance management:
Management of performance is an essential part of workplace through which management
team and supervisors can identify the performance level and determine how much
improvement is required to fulfill firm’s expectation. The measurement techniques are of
different patterns suitable for different organizational setting.
360-Degree Feedback:360-degree feedback means the assessment of individual performance
derived from all other related parties including peer group, managers, supervisors, colleagues
and self.
Management by Objective (MBO):This method is called as the objective based assessment
process. In this method managers and staffs are given specified and practical goals with a
preset deadline. The appraiser can detect the performance deviation and problems by
comparing it with the standard performance level.
Assessment Centers:In an assessment center managers and employees participate in a
performance based exercise and the activity is judged and assessed by expert observers.
Physiological Appraisal:The assessment technique identifies the skills, tolerance level,
rationality and other characteristics. Managers can identify which employee is best suited to a
position and responsibility.
4.2 Assessment of employee welfare management:
The procedure of improving the employee life, safety issues and benefits is widely
recognized as employee welfare management. The EWM activities involve safety, facilities
and motivational rewards which improve the job conditions. The causes of applying EWM at
workplace are
Enhance value and image of the firm.
Enhance productivity.
Maintaining a healthy work environment.
Minimize employee turnover.
Build job satisfaction.
Good relation and liaison with labor unions.
11
12. Managers have to identify and analyze the benefit-cost ratio and the actual outcome to decide
whether the EWM has positive impact on the performance.
Detect whether the system fulfilled the staff and organizational needs.
The effect on profit should be clarified with proper reasoning.
Cafeteria approach which provides varied facilities for diversified work group.
Feedback can be very helpful to identify the success and requirements of welfare
management.
4.3 Application of health and safety legislation on HR:
Health and safety legislation controls and sets the workplace health and safety standard
aiming at preventing accident, injuries and harassments taking place at the work environment.
It explains the responsibilities of supervisors, employers and staffs to successfully manage
workplace behavior. Actually the legislation indicates that an employer should be ready to
take any actions necessary to protect the safety and health of the staffs at work environment.
The law of health and safety in UK is recognized as “HASWA” is a formation that explains
ultimate structure to motivate, enforce and regulate the health, welfare and safety issues
within firm’s work environment.
4.4 Effect of topical issue on HR practices:
The topical and critical issues in HR arise during the process of enhancing productivity,
reducing discrimination and employing in a effective way. The most common topical issues
in HR are
Safety and security of workers.
Appropriate employment.
Solving violations and conflict.
Enhanced productivity.
Training facilities.
Management of discrimination.
Benefit and services for the employees.
12
13. References:
Atkinson, J. and Meager, N. (1986) Changing Working Patterns: How companies achieve
flexibility to meet new needs, Institute of Manpower Studies, National Economic
Development Office, London.
Boxall, P.F. (1992) Strategic Human Resource Management: Beginning of a new theoretical
sophistication? Human Resource Management Journal, 2(3): 60–79.
Delery, J.E. (1998) Issues of Fit in Strategic Human Resource Management: Implications for
research. Human Resource Management Review, 8: 289–309
Fowler, A (1987) when chief executives discover HRM, Personnel Management, January, p 3
Guest, D.E. (1999). Human Resource Management: The Workers’ Verdict, Human
ResourceManagement Journal, Vol. 9, No. 2, pp. 5-25
Guest, D.E. (2001) Human Resource Management: When research confronts theory.
International Journal of Human Resource Management, 12: 1092–1106.
Hayton, J.C. (2005), Promoting Corporate Entrepreneurship through Human Resource
Management Practices: A Review of Empirical Research, Human Resource
Management Review, 15(1), pp-21-41.
Kay, J. (1993) Foundations of Corporate Success: How Business Strategies Add Value. New
York: Oxford University Press
Legge, K. (1989). Human Resource Management: A Critical Analysis, in J. Storey (ed.)
EwPerspectives in Human Resource Management, Routledge, London
Storey,J (1995).Is HRM catching on?International journal of manpower.Vol,16.No.4
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