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Mhr 1


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Mhr 1

  1. 1. Assignment on Managing Human Resource Submitted by: Name: Id:
  2. 2. Table of content: Contents page Executive Summary: 2 Task- 1 1.1 HRM model for a firm: 3 1.2 Different definition of HRM, personnel and industrial relations: 4 1.3 Introducing HRM strategic method: 5 Task- 2 2.1 Practice of flexibility: 6 2.2Different types of flexibilities in workplace: 6 2.3 Practices of flexible workplace: 7 2.4 Changing scenario and organization’ adaptation: 8 Task- 3 3.1Workplace: Discrimination of the personnel: 9 3.2Legislative opportunity for organization: 10 3.3 Some differences between diversity management and equality: 11 Task- 4 4.1 Finding different techniques of managing performance: 12 4.2The techniques of managing employee health and welfare: 12 4.3 The health and safety law maintained by HR: 12 4.4 The positives of HR practices in organization: 13 References: 15 1
  3. 3. Executive Summary: Most of the organizations in this competitive business world have a particular HR segment to perform the task of stuff management and work related activities. With the definition of HRM the activities including recruitment process, personnel management, maintaining high scale of performance by motivating employees with facilities, reaching a firm’s goal and keeping its image with efficient workers, all are under the HRM process. Besides, HRM ensures the firm’s safety measurements in working environment, and investigates employee performance to improve their working capacity as well. An organization’s success mostly relies on how its HR manager deals with different labor market scenarios. Sometimes, HR activities are in need of some changes to cope up with those conditions and bring those issues in favor of the organization. But the first and foremost task which an organization needs is to recruit proficient personnel and assure itself expected performance. 2
  4. 4. Task-01 Different aspects of managing Human Resource 1.1 HRM model for a firm In comparing to other models, this model is known as the superior one given by David Guest in 1997. This model indoctrinates the task of HR manager that different sorts of strategies has to be developed by a HR manager to obtain expected results. Therefore, an organization should be going with this process sequentially. HR strategies HR practices HR results Behavioral output Performance outcomes Financial Consequence There are a lot of organizations who concentrate on consumer product; Unilever can be an example of them. This organization has been operating their tasks all over the world for a long period of time. They just want to attain a certain level of growth which will be stationed and eventually they come by their revenue for long last. Unilever maintains some policies which have a relation to Guest’s model. They are In accordance with the objectives and structure of the organization, Unilever introduces some HR policies with their strategies. 3
  5. 5.  Unilever motivates its employees by providing more working facilities. It maintains a controlled management. It promises a flexible and suitable working environment to its workers.  Consequently, employees deliver what the organization want from them.  A well-formed management body who always looks after the expectation of the consumer. As a result, they constantly get increased revenue from the market. 1.2 Different definition of HRM, personnel and industrial relations: HRM Personnel Management Industrial relations It is the process of acquiring, It deals with the functions by IR deals with the link and training, appraising and which a firm gets some efficient acquaintation among the compensating employees, and and skilled workers for the sake staffs, management, attending to their labor of firm’s operation. consumers and governments. relations, health and safety concerns with a view to achieving the ultimate result. 4
  6. 6. 1.3 Introducing HRM strategic method In all organizational levels, HRM gets through the procedures of recruiting, selecting candidates, and makes the employee adept in the perspective of working environment along with capability.Being adapted with the different working conditions, Unilever looks for those who will be capable of meeting the expectation and assist the organization to reach the apex of success. And to make these tasks fruitful, HR line managers carry out great responsibilities with caution. Here Unilever can step forward with some approaches to make their line managers appeased. Those can be Training can enhance a line manager’s competencies and efficiencies. If they are well organized while carrying out their responsibilities they can take their performance on a high.  Improving the line manager’s capacity as if they can concentrate on their duties. And the process of magnifying their skills needs to be continued so that they deliver their best outcomes in the workplace.  Implementingsome HR approaches to create aspiration in their mind. It will help doing work even more interesting. This task has to be done by the HR department.  Rewarding the line managers for their performance can be an effective approach. They will be motivated to do the task cautiously.  Figuring out the responsibility of the line managers will aid them to know how much activities they have to work with. It is important to make them understand regarding the concepts, policies, rules, procedures of HRM. 5
  7. 7. Task- 2 Providing suitable workplace 2.1 Practice of flexibility:  A model of core and peripheral workforce by Atkinson: Due to the unstructured use of peripheral workers among the managers, thestability differences between the peripheral and core workforce are shown in this model. A flexible and suitable core-periphery strategy should be kept by the managers, to assure that candidate selection process is in the right way.  Core workforce: Core workforce is high commitment workforce- David Guest (1987). An efficient group of workforce is existed in this area. Their level of performance is quite high and eventually they get the facilities of secured job. Flexibility functional form can explain the appropriate strategy for core workforce.  Peripheral workforce: This involves the workforce who performs the routine duties for the organization. Their task is considered as less important duties from the workforce for the organization. 2.2 Different types of flexibilities in workplace: A firm has to ensure all possible flexibilities in its workplace. Flexibility helps the workers to cope up with ups and downs curve of the demand. Besides, a flexible workplace encourages the worker to work with tension free. However, it is considered that Atkinson has given the best definition of flexibility approach. Unilever follows some flexible measures for being in equilibrium position which they consider useful and applicable. That are External labor sourcing flexibility: The process by which external labor sources can be utilized. It includes the activities of bringing new worker for shortest term by giving rest to some permanent workers. In addition, labor legislation against the workers can be flexible by this.  Functional flexibility: It includes the freedom of movements of the workers within the organization.  Financial flexibility: financial flexibility provides the opportunity to get wages according to the work. A worker can get more wages than the other similar workers by working more. 6
  8. 8. Moreover, the workers can get overtime, bonus and allowance under this sort of flexibility. That is why, the amount of wages of every worker is not the same rather it’s different from one another.  Temporal flexibility: workers get the opportunity of overtime, work shifting adaptation, flexible time, etc.  Location flexibility: workers can work outside of his boundary. Locational flexibility allows him to work anywhere according to his wishes. 2.3 Practices of flexible workplace: Some flexibility practices are done by both employee and employer. These practices help both of them to work with favorable environment. Those practices are Less-time: workers spend less time at workplace. Generally, they do not work more than 6-7 hours a day.  Technology: Workers even perform their task outside of the organization. They just keep communication with telecommunication system.  Joint task:Sometimes, two employees perform a task together. This process lessens the amount of payment.  Zero hour contract:In this type of practice, there is no need of mentioning any specific time limitation. Employee and employer are free to take any decision whether they will perform the task or not. The advantage of this type of practice is, no binding exists here.  Staggered hours:It means without any entry or departure, huge overlaps happen.  Compressed hours: Workershave the right to work extra hours to make a full day off leave 7
  9. 9. 2.4 changing scenario and organization’ adaptation: Today’s labor market is changed repeatedly, it happens because of some social, economic and environmental changes. Each and every organization needs to inspect whether they have hired the efficient, skilled personnel or not (Knight 2007). Recruiting skilled personnel is a prerequisite to meet the organization’s objectives. After hiring those personnel the firm needs to have regular investigation to measure their performance. Moreover, many adaptation procedures should be taken by the organization. Scenario in labor market: Labormarket demography has been changing because of the fluctuating supply and demand. And many organizations face difficulties while recruiting workforce from labor market. It has been a tough task to find out competent, proficient and high scaled performer. Since the birthrate is going down day by day, this can be a reason for having less number of competent and adept personnel in the labor market. 8
  10. 10. Task- 3 Results of equal opportunities in working environment 3.1 Workplace: Discrimination of the personnel: Workers are being deprived of having facilities because of their age, gender, race, background, education, social prestige, social position etc. A firm cannot be succeeded without giving equal rights to all (Cavanaugh 1956). When a worker experiences discrimination he loses motivation to continue the work. And the organization will be losing its brand image gradually because standard form of product will not be produced. Ultimately, the firm will lose its market share and cannot touch its ultimate purpose.  Background discrimination: Many people face background discrimination because of their lower class attitudes, languages, speaking style, family legacy etc. They are just not able get more response from the people while talking to them. In the organization, every worker should get equal right to perform their task effectively. Otherwise, they will be demotivated and obviously their performance level will be going down.  Gender discrimination: From the time immemorial, women are mostly being discriminated in the society and family life. Sometimes, women are neglected in the workplace and their same categories men get hi-fi salary. But this practice is detrimental to an organization. Therefore, organizations should provide equal right to both men and women without discriminating gender.  Age discrimination: Workers are deprived of getting promotion only because of their age variation. But an organization should provide reward to the right staff disregarding their age differences. Based on their performance, everyone should be evaluated  Religion discrimination: different religious workers work in the same company and every individual has different identity, skill, experience, capability etc. Therefore, workers should be evaluated according to their performance not their religion  Disability discrimination: In the recruitment process, HRM manager should have an eye with positives like skill, experience, education etc. And the recruitment should be done as like as a fit candidate. 9
  11. 11. 3.2 Legislative opportunity for organization: Firms have some rules of equal right of the workers which is free from discrimination. Organizations preserve the security issue of the employee in various sectors. Employees have the complete right to enjoy the facilities an organization offers. But even after all these, a worker can be discriminated. There are two types of discrimination- direct and indirect.  Direct discrimination: In spite of having all the background when an individual is discriminated by the organization then it is called direct discrimination.  Indirect discrimination: Indirect discrimination occurs when organization provides equal right and maintains the same rule on everyone but it is tough to comply with those rules. A firm’s structure should be built on having similar facilities in all sectors. But some key factors have to be maintained by that firm Having equality in all sectors.  Legislation act needs to be kept.  Wage and remuneration opportunities should be equal.  Any unethical activity will be protested..  Provide facilities to the workers with no discrimination. 10
  12. 12. 3.3 Some differences between diversity management and equality: A firm practices to manage diversification within its workplace to make sure worker’s improvement through providing equality. The firm does not want to discriminate among its workers.Equal opportunity system will motivate the workers to make the best effort to gain attraction of the management. They will emphasize on how the output can be magnified because this can provide the highest opportunity for them. The differences areParticulars Managing diversity Managing equality Operationalinfluences Internalinfluences Externalinfluences Field to look at Individual dissimilarities Group discrimination Considering each issue as opportunities for the firm An awkward situation Thought about Wide spread Smaller understanding area understanding Policy Mainstream adaptation Integrated adaptation Structural form Strategy based structure Functional structure 11 of
  13. 13. Task- 4 Forms to exercise HR 4.1 Finding different techniques of managing performance: Performance can be led up in a higher scale through assessing the worker’s activities. An organization intensifies its personnel performance by operating different type assessment techniques (Gordon 2012). These techniques can be beneficial in order to increase the performance quantity and quality of the workers.  MBO: evaluation of the workers is made by the performance quality and quantity of the workers. The organization determines the standard of the performance before it is done.  Assessing centers: performance measurement is completed by the adept trainers of the firm. To make them efficient, the workers are assigned to complete some task related with the work. Through conducting some tests like group study, virtual task, aptitude test, leading capability measurement, adaptation ability with different unfavorable working environment, are assessed step by step (Aragon 2013).  Psychological assessment: To measure the potentials of personnel, the firm conducts some psychological tests such as knowledge store, pressure situation handling capability, emotional test etc. Afterwards, the workers are given some motivational aspects.  360 degree feedback/Result of the assessment: After getting through all the procedures of testing the workers, feedback is given to the workers according to their performance. 4.2 The techniques of managing employee health and welfare: The activities consisting of simplifying employee life and giving value to the worker’s life are called worker welfare management. To keep the workforce inspired, managers need to organize some cultural events. The firm pursues some purposes while assuring worker welfare. The followings are some of the purposes To make the working environment risk free and flexible to the workers.  To create job attractions for the sake of getting highest possible efficient workers. 12
  14. 14.  To establish more efficient and constructive employee relation.  To keep enough preserve against trade and labor unions. A continuous inspection is needed to determine the firm’s paybacks and expenditures. Particular techniques should be applied with a view to assessing the principles of welfare management The firm needs to look for whether the need of workforce is fulfilled or not.  The welfare expenditure should be equally balanced. 4.3 The health and safety law maintained by HR: Every firm has some safety measures for their personnel in the working environment. Any sort unexpected occurrence can harm the workers (Hardre 2009). HR department assists to make sure the safety for the workers. Besides, dangerous working set up wavers the worker’s mind which impact reflects on their performance. But a suitable workplace encourages them to work freely. Consequently, performance quality and quantity sedates the firm. Health and Safety at work act (1974) definesthe essentiality of maintaining ethics regarding working environment security, and the concern of health and the duties of the managers, investors, and workers who authorizes control in working structure. 4.4 The positives of HR practices in organization: In HR the topical issues break out during the effort of effective recruitment process, improved productivity, training and mitigating discriminations. Some vital and concerned topical issues are Ensuring Safe environment for the workers at workplace  Increasing productivity of the workers as well as the organization  Organizing training facilities for the workers.  Effective recruitment process.  Existing conflicts among the personnel can be solved  Diversifying workforce to make them well-organized.  Decreasing the practices of discriminations. 13
  15. 15. Conclusion: A business firm has to have a well organized Human Resource Management. In order to run a firm workers are crying needed (Inglis 2012). To continue the work the HR department looks after the performance of the personnel and sorts out the problem deriving from workplace. On the other side, to adapt with the fluctuated labor market HR managers apply some important techniques by which the firm is able to find the way continuing its activities. By implementing a firm’s plan HR department helps the firm to reach its desired position. 14
  16. 16. References: Aragon, I, & Valle, R 2013, 'Does training managers pay off?', International Journal Of Human Resource Management, 24, 8, pp. 1671-1684, Education Research Complete, EBSCOhost, viewed 20 March 2013. Cavanaugh, RM 1956, 'Development of Managers--Training in a Research Division', Administrative Science Quarterly, 1, 3, pp. 373-381, Business Source Complete, EBSCOhost, viewed 20 March 2013. Gordon, G, Shepherd, C, Lambert, B, Ridnour, R, & Weilbaker, D 2012, 'The training of sales managers: current practices', Journal Of Business & Industrial Marketing, 27, 8, pp. 659-672, Business Source Complete, EBSCOhost, viewed 20 March 2013. Hardre, P, & Reeve, J 2009, 'Training Corporate Managers to Adopt a More AutonomySupportive Motivating Style toward Employees: An Intervention Study', International Journal Of Training And Development, 13, 3, pp. 165-184, ERIC, EBSCOhost, viewed 20 March 2013. Inglis, L, & Cray, D 2012, 'Career Paths for Managers in the Arts', Australian Journal Of Career Development, 21, 3, pp. 23-32, ERIC, EBSCOhost, viewed 20 March 2013. Knight, C 2007, Building Resilience In Learning Managers [Electronic Resource] / Cecily Knight, n.p.: Frenchs Forest, NSW : Pearson Education Australia, 2007., CQUniversity Library Catalogue, EBSCOhost, viewed 20 March 2013. 15