This document discusses various topics related to human resource management. It covers Cileingh's model of HRM which focuses on linking HR strategies to practices, results, and organizational performance. It also discusses flexibility in the workplace, including different forms of flexibility and their impact on managers and workers. The document then covers equal opportunity and managing diversity, comparing those concepts. It analyzes techniques for performance management and assessing employee welfare. Application of health and safety laws to HR is discussed, as well as how topical issues impact HR practices. Overall, the document provides an overview of strategic HRM approaches and how they are implemented in organizations.

1. An Assignment On
Managing Human
Resource
Submitted by:
Name:
Id:
Submitted to:
Date of submission:

2. Table of content
Contents
page
Executive Summary:
iii
Task- 1
1.1 Cileingh’s model for HRM:
4
1.2 Dissimilarity between Story’s HRM, personnel and industrial relations definition:
5
1.3 Developing a strategic method to HRM and effect of line managers and staffs:
5
Task- 2
2.1 Flexibility model theory and practice:
6
2.2 Forms of flexibility in organizations:
7
2.3 Flexible workplace practices from manager and worker perspective:
7
2.4 Effect of fluctuations in labor market on flexible working practice:
8
Task- 3
3.1 Discrimination in workplace:
8
3.2 Application of equal opportunity legislation for organization:
9
3.3 Dissimilarities between equal opportunity and diversity management:
10
Task- 4
4.1 Comparing techniques of performance management:
11
4.2 Assessment of employee welfare management:
12
4.3 Application of health and safety law on HR:
12
4.4 Outcome of topical issue on HR practices:
13
References:
14
i

3. EXECUTIVE SUMMARY:
Human resource management includes the activities related to supervise, maintain, and
improve and effective utilization of available human resource available at workplace. It can
be considered as the brain of any organization as it ensures effective and efficient utilization
of workforce which is the most important asset of any organization. HRM activities are
carried out in almost every section of an organization including hiring new employees,
monitoring, controlling and improving their performance through inspiring and rewarding
them, mitigating discrimination at workplace and providing sufficient safety and security to
the workers. Developing flexibility and employee welfare management are policies to ensure
equality at workplace. It is the task of HRM to recruit best fit employees in order to cope with
the continuously changing labor market. Throughout these activities, HRM maintains a
healthy relationship among employers and employees which ensures upholding
organizational structure and obtaining organizational objectives.
ii

4. TASK- 1
VARIOUS PERSPECTIVE OF HUMAN RESOURCE MANAGEMENT
1.1Cileingh’s model for HRM:
In 1997 David Cileingh introduced an HR model which is considered as superior to other
existing HR models. The main concept of this model is that an HR manager has to take
initiatives with several strategies which require particular practices that result in managerial
output.This model constitutes of six components which are shown in sequence in the figure
below.
-
.
HR Strategies
HR Practices
HR Results
Financial
Consequences
Performance
Outcome
Behavioral
Output
Unilever is one of the biggest producers of consumer merchandise which always aims at
achieving consistent growth, keeping the environmental impact of their operation to half and
doubling the revenue. The relation between the Cileingh’s model and the HR policies of
Unilever is stated belowHR policies of Unilever are established in such a way that they are associated with the
organizational basic structure and its objectives.
Motivation and satisfaction among the staffs of the organization is ensured by A
discrimination free working environment with equal right of each employee, long term
commitment via controlled supply chain management and strictly maintaining child labor
policy.
3

5. Staffs always perform focusing on organizational structural objectives and values.
Employee involvement, co-operation and customer-focused actions resulted in increased
profit and attainment of more customer and market share.
1.2Dissimilarity between Story’s HRM, personnel and industrial relations definition:
HRM
Personnel management
Industrial Relations
HRM deals with the utilization It is defined as a directional IR means the communication
and improvement of available function which attempts and and
relation
human resources and achieve aims to bring operational employers,
organizational
objectives
via efficiency.
outside
maintaining quality and delivery
between
workers
and
influencers
like
Government.
commitment.
Health and hygieneimprovement Unileverincludes
programs
are
arranged
by like
training,
activities It
includes
advice, relationshipperspective
Unilever that include supplier and knowledge and keep records Human
Resource
expert suggestion. This creates an of performance to develop communication
effective supply-chain relation.
the
the personnel.
with
labor-union.
1.3Developing a strategic method to HRM and effect of line managers and staffs:
The process and system of hiring, training and developing the available human resource is
known as HRM.Unilever aims at selecting and developing skilled candidates to help them
giving desired performance output in order to change with the continuously changing
environmental situation. It is the responsibility of HR line managers to carry out the HR
requirements for the changing corporate environment. The following tactics can be effective
and appropriate for the line managers and staffs of Unilever:
 Developing Skills: Training programs can be arranged to improve HR competency
and skills. This will improve their effectiveness in performing HR activities.s
4
of
and
the

6.  Desire Creation:It is important to motivate the line managers properly so that they
actually can feel the desire and importance of HR activity. This helps in implementing
more effective and practical HR approach in workplace.
 Providing support: It is necessary to provide continuous support to the HR line
managers.
 HR responsibility: Strong HR model, policies, rules, strategies and responsibilities
will be useful for the line managers to absolutely understand the prominence of HR
activities.
 Developing capacity: Line managers have to perform enormous amount of
operational duties which may demotivate their HR responsibility. So, their capacity in
HR activity needs to be concurrently increased along with their operational duties.
TASK- 2
DEVELOPING FLEXIBILITY IN PLACE OF WORK.
2.1 Flexibility model theory and practice:
Denial’s core and peripheral workforce model:According to this model the stability
between the peripheral and core workforce variesas a result of the unstructured use of
peripheral workers among the managers. It is necessary that managers maintain a suitable
core-periphery approach for workers, to make sure that they don’t make inconsistent worker
selection.
Core workforce:Employeesthat aredexterous, capable of providing quality performance and
enjoy job security lies in the core workforce. Flexibility functional form can explain the
appropriate strategy for core workforce. Core workforce is known as high commitment
workforce according to Cileingh (1987).
Peripheral workforce: Workforce that performs the regular activities of the firm is known
as peripheral workforce. They accomplish tasks which are important but not vital for an
organization.
5

7. 2.2 Forms of flexibility in organizations:
How swiftly the workers can adapt to any change or oscillation in the demand-supply curve
of the labor market defines the workforce flexibility. Denial defined the most appropriate
approach in defining flexibility type which can be useful for Unilever for attaining
equilibrium in flexibility in personnel work environment.
 Functional flexibility: It indicates to the flexibility in movement of the workers
within the organization from one function to another. It mainly deals with outsourcing
and training of activities.
 External numerical flexibility:It involves that organization can adapt with the labor
entry from external labor source. It implements the actions like hiring temporary
workers, relaxing the employee security legislation so that it is possible to lay off
permanent workers if necessary.
 Financial flexibility: This pattern means undertaking variant in wage level among
different individuals but not collectively fixed. This flexibility can be obtained by
performance payment or assessment-based.
 Locational flexibility: Another form of flexibility that can be obtained by the
activities of workers outside the typical workplace.
 Temporal flexibility: This includes flexible working shifts, flexible time, flexible
schedule and overtime for the present workers.
2.3 Flexible workplace practices from manager and worker perspective:
The followings are the existing flexibility practices in workplace considering both employer
and employee perspective:
 Part-time:Workers have to usually work not more than 30-35 hours per week.
 Teleworking:Workers can perform the task from outside or home through the
telecommunication with being physically present at the workplace.
 Homeworking:These types of workers perform specific tasks from their home.
 Job sharing:Minimum two workers share a job which is actually one person’s job.
Payment is minimized through job sharing.
6

8.  Zero hour contract:In this type of arrangement, there is no time specification for
accomplishing a task. Employer can offer a job or not and in the same way employee
can accept the job or not according to his wish. The payment is made according to the
worked hours.
 Staggered hours:When all employees don’t enter or leave the work at same time but
create huge overlaps, then this working system is applicable.
 Compressed hours:A total targeted week hours is fixed for each employee.
Employees can overtime to reach that targeted week hours to enjoy an off day per
week.
2.4 Effect of fluctuations in labor market on flexible working practice:
Labor market is changing continuously as a result of economic, social and environmental
change.Organization needs to ensure that employees with appropriate and necessary skills
that suit their role are hired. Without this it is impossible to achieve organizational objectives.
Work environmental flexibilities should be adapted as the labor market supply-demand curve
continuously changes.
Demography in labor market: Demography acts as a crucial factor behind the supply and
demand of labor market. If birthrate of a particular region reduces then market labor supply
automatically reduces. Increase in average lifetime of people increases the supply of older
people who work after their retirements. Increased participation of women in workplace has
changed the gender proportion and workplace policies. In these ways demographic stages are
altering the flexibility patterns that are mostly suitable. Diversified personnel and their
altering demographic stages require variety of flexibility strategies to achieve strategic
objectives.
TASK- 3
OUTCOME OF EQUAL OPPORTUNITIES IN PLACE OF WORK
3.1 Discrimination in workplace:
There are differences in background, race, age, gender and characteristics of each individual
worker which can act as impediment for equal opportunity at work. So, ILO defined
7

9. discrimination at workplace. When a firm experiences discriminations in workers, human
development process is constrained and humiliation, violations will take place and as a result
the workers lose their motivation and standard. It creates a unhealthy workplace environment
which may result in failing to achieve organizational objective.
 Gender Discrimination:Often women workers face discrimination in workplace as
the male workers enjoy better facilities and assigned with opportunity of
accomplishing most important tasks.As a become women become demoralized to
participate in corporate world and economic process. It is the duty of the firm to
ensure equal rights in promotion, recognition and responsibility to both male and
female workers as they have feelings of pride and motivation.
 Discrimination of age:In this kind, discrimination occurs due to age variance.HRM
managers should provide equal opportunity of reward, promotion and transfer to all
the workers based on their performances and achievements rather than their age.
 Discrimination of religion: People coming from a minority religious group face
numerous adversities to cope up with other workers, corporate structure, culture,
policy and behavior. Corporate policies should be set as per as to prevail no
communal or religion discrimination.
 Discrimination of disability: Physically disable people are often handled with
disgrace. But these people can do particular functions and work with excellence. Their
being disable must be undermined during selection process and their performance
should be equally assessed.
 Discrimination of background: Workers may come from different family or
educational background experience. It is a common scenario that people from
particular family legacy or institute receive more attention and benefits in their
professional life than the other staffs. All the staffs must be treated equally depending
on their skills and expertise; background should not be considered.
3.2 Application of equal opportunity legislation for organization:
Firms develop equal opportunity rules to minimize discrimination in workplace environment
and assure equal rights. Employee’s right is secured in HR and managements and all other
sectors of operations including job structure, recruitment, reward, promotion, transfer and
financial benefits after retirement. Two types of discrimination are discussed below.
8

10. 1. Direct:Providing any kind of benefitsor more opportunities to employees from
desired background.
2. Indirect:Rules state equal rights for all staffs .But it is difficult or even may be
impossible to imply those rules because of particular restrictions and culture.
A firm should comply with some crucial factors to introduce and improve equality in all
sectors of firm’s structure and activities,
 Comply with the workplace legislation act.
 Assisting employees to communicate between those who enjoy favor and those who
don’t.
 Adapt facilities for staffs that don’t carry particular characteristics.
 Equal salary and promotional opportunities.
 Eliminate anyillegal acts or workplace harassment.
3.3 Dissimilarities between equal opportunity and diversity management:
Diversity management is a model which is called as the development of equal opportunity
attitude. Equal opportunity is arranged to minimize discriminations. But diversified
workforce benefits a firm and requires a strategic management of the diversity.
Aspects
Managing equal opportunity
Managing diversity
Method structure
Operational structure
Strategic structure
Situation is measured as
A problematic situation
Assets for the firm
Driver aspects
External factors
Internal factors
Suggested effort
Integration
Mainstream adaptation
Focus base
Group discrimination
Individual dissimilarities
Understanding base
Narrower
Broader
9

11. TASK- 4
METHODS TO HUMAN RESOURCE PRACTICES
4.1 Comparing techniques of performance management:
To improve the performance of its staffs, a firm needs to make required adjustments through
performance evaluation. Different assessment techniques are used for the evaluation of
performance. The useful techniques in evaluating quantity and quality of performance are:
 Assessment centers: Managers join assessment centers to take part in exercise
associated with work and their performance is measured by trainers. Virtual work
scenario,group mission, the communiqué aptitudeare common techniquesto evaluate
planning proficiency, leadership excellence, creativity, tolerance range etc. This
technique is more reliable and effective to evaluate the future development of
performance and requirements than the other evaluation methods.
 360 degree feedback: Assessment is determined from supervisors, team-members
and customers, own-self in this technique. It is a very effective technique to get
greater self-development, multiple evaluation, and appropriate response.
 MBO:Achieving structural goal through performance is the main concept of
performance grading in this technique. Actual performance is compared with preestablished standards to find new policies or introduce any modification in the
existing policies.
 Psychological assessment: This system is used to give insight about potentialities
and future performance. Emotional test, knowledge profoundness conversation and
other in-depth assessments are used for psychological assessment. This evaluation is
used to judge the emotional and motivational aspects.
10

12. 4.2 Assessment of employee welfare management:
 The activities that simplify employee life and make lives more comfortable lies under
employee welfare management. Managers must offer assistances, services,
inspiration, safety, medical facilities and cultural events to achieve long term
commitment from the workers. Employee welfare management comprises of
following purposes:
 Developing desire toward job for more effective employment.
 To achieve constructive employee relation in the most efficient manner.
 Ensuring healthy workplace environment.
 To attaindevelop established labor force and abate labor turnover.
 To protectthe workers from trade and labor unions.
Regularlyanalyzing the financial paybacks and expenses is necessary to asses applied
employee welfare.The specific principles that need to be assessed are:
 The financial method must be well-structuredand the cost of welfares should be
balanced.
 Regular evaluation will explain the achievement of the accomplishments based on the
criticism.
 Whether the undertakingsfulfill the actual needs of workforces needs to be
determined.
 Amenities and rewards must be adapted complying with the personal heterogeneity.
This is also known as cafeteria approach.
4.3 Application of health and safety law on HR:
Health and safety standard must be followed in the workplace. This is required to provide
workers sufficient safety and security and prevent any accident or violence to happen. Work
rate and productivity from the workers will substantially drive down if they feel
unsecured.Firm might fail to attract thecapable and talentedstaffs which are a huge
competitive disadvantage. So, to maintain the goodwill and image of the firm to the
prospective labor market, achieve sustainable workforces and improve efficiency a firm
should maintain health and safety standards.
11

13. Health and Safety at work act (1974) describesessentialethics of workplace security, health
and welfare concern and the responsibilities of the managers, workers and those investors
who possess control in working structure.
4.4 Outcome of topical issue on HR practices:
In HR the topical issues break out during the effort of improved productivity, effective
recruitment process, training and mitigating discriminations. Some critical and crucial topical
issues are Effective recruitment process.
 Safety at workplace.
 Arranging training programs.
 Conflicts resolution.
 Mitigation of discriminations.
 Maintaining workforce diversity.
 Improving productivity.
Employers have to be prepared and alert to adapt with changes in such HR related issues to
contain and improve the HR activities.
12

14. REFERENCES:
Cileingh, D E (1987) Human resource management and industrial relations, Journal of
Management Studies, 24 (5), pp. 503–21
Cintwood, C.R. (2012) Strategy and Human Resources. Englewood Cliffs, NJ: Prentice-Hall.
Denial, 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.
Henry, L. (2013) Similarities and Differences in Human Resource Management in the
European Union. Thunderbird International Business Review, 45: 729–756.
Herder, J.E. (2009) Issues of Fit in Strategic Human Resource Management: Implications for
research. Human Resource Management Review, 8: 289–309.
Story,
D.J. and Johnson,
S. (1987) Are
Small
Unemployment? London: Employment Institute.
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Firms
the
Answer
to