Human Resource Management For RQF April 2020

HUMAN RESOURCE
MANAGEMENT
By: Oguchi Martins Egbujor FCMI MBA

The Aim of HRM
The aim of this unit is to equip students with the
understanding, skills and techniques of
identifying, acquiring and retaining the right
workforce that is effective, productive and
competitive in meeting an organisation
objectives.
By: Oguchi Martins Egbujor 2

WEEKS LECTURE
SLIDE NOs:
TOPICS
(LEARNING OUTCOMES AND INDICATIVE CONTENTS)
Week 01 4 - 20 HRM Purpose, Functions and Scope
Week 02 22 - 32 HR Practices and Labour Market
Week 03 33 - 42 Recruitment/Selection Approaches
Week 04 44 - 59 HR Practices, Recruitment/Selection
Week 05 61 - 82 Learning, Training and Development
Week 06 84 - 112 Reward and Performance, Motivation, Organisational
Flexibility
Week 07 114 - 129 Performance and Reward, Employee Performance and
Payments
Week 08 131 - 141 Employee Relations, Ethics and Social Responsibility
Week 09 143 - 157 Trade Union, Grievance at Workplace and the Law
Week 10 159 - 168 Application Workforce Planning, Job Analysis
Week 11 169 - 175 Recruitment/Selection in Practice, Impact of
Technology

HIGHER NATIONALDIPLOMA
IN BUSINESS
Week: 01
(Slides 4 – 20)
HRM Purpose, Functions and Scope

Learning Outcome
Explain the purpose and scope of Human
Resource Management in terms of resourcing an
organisation with talent and skills appropriate to
fulfil business objectives

Human Resource Management
Human Resource Management is the process
of anticipating and identifying the human
requirements of an organisation to meets its
current and future corporate objectives.

Human Resource Management
Human Resource Management (HRM) is the
formal systems devised for the management
of people within an organization. The
responsibilities of a human resource manager
fall into three major areas:
 Staffing
 Employee compensation and benefits
 Defining and designing work.

The concepts of ‘best practice’ and
‘best fit
The concept of best practice is based on the
assumption that there is a set of best HRM
practices that are universal in the sense that
they are best in any situation, and that adopting
them will lead to superior organizational
performance. This concept of universality is
criticized because it takes no account of the
local context.

The Concept of Best Fit
The concept of best fit emphasizes that HR
strategies should be congruent (agreement.
Harmony or identical) with the context and
circumstances of the organization. Best fit can
be perceived in terms of vertical integration or
alignment between the organization’s business
and HR strategies.
• It is generally accepted that best fit is more
important than best practice.

Hard and Soft Model of HRM
Two of the most widely adopted models of human
resource management are the hard and soft versions.
These are based on opposing views of human nature and
managerial control strategies. The hard model is based on
notions of tight strategic control, and an economic model
of man according to Theory X, while the soft model is
based on control through commitment and Theory Y. We
argue that because these assumptions are so divergent,
they cannot both properly be incorporated within a single
model of human resource management.
(Storey, 1989)

Soft and Hard Model
The tenets of the soft, commitment model,
while the reality experienced by employees is
more concerned with strategic control, similar to
the hard model.

Assessment Criteria
Explain the purpose and functions of HRM,
applicable to workforce planning and resourcing
an organisation

HRM Goals
Staffing
HRM
Planning
Recruitment
Selection
Motivation
Motivation
theories & job
Design
Performance
appraisal
Rewards &
compensations
Employees
Benefits
Maintenance
Health & safety
Communications
Employee
relations
Training and
development
Orientation
Employee training
Employee
Development
Career Development

The Purpose of HRM
The purpose of HRM is to maximize the productivity
of an organization by optimizing the effectiveness
of its employees. Essentially therefore, the basic
mission of human resource management will
always be to acquire, develop, and retain talent;
align the workforce with the business; and be an
excellent contributor to the business
(Edward L. Gubman)
Journal of Business Strategy

The Function of HRM
The major function of human resource
management is to maximise the skills,
experience and knowledge of the workforce to
achieve organisational objectives. This will also
include the enhancement of human potentials
to meet corporate objectives.

Workforce Planning
Workforce Planning is process of getting the right number of people
with the right skills employed in the right place at the right time to
deliver an organisation’s short- and long-term objectives. It covers a
diverse range of activities, such as:
• Job Analysis
• Recruitment and selection
• Succession planning
• Flexible working
• Job design
• Training and development, etc.
Workforce planning should be linked to strategic business goals and
viewed as an important part of the strategic business planning process.
(CIPD, 2016)

Human Resource Planning
HR Planning is the process by which an
organisation ensures that it has the right
number and kind of people, at the right place, at
the right time, capable of effectively and
efficiently completing those tasks that will help
the organisation achieve its overall objectives.
(Decenzo and Robbins, 2010)

Succession Planning
Succession Planning is a process of identifying,
motivating and developing employees with
the required talents to be future leaders of an
organisation. The planning is usually for
medium and long terms in accordance with
the organisational needs. Succession planning
is relevant to a “learning organisation” that
pays particular attention to employee
development.

Functions and Scope of HRM
• Liaising with management to align human
requirement to its objectives
• Staffing
• Retention
• Induction, Training and development
• Motivating and Rewarding
• Discipline
• Appraisal
• Employee welfare, etc.

Staff Retention
Employee or Staff Retention is a process in which
the employees are encouraged to remain with the
organization for the maximum period of time or
until the completion of the project. Employee
retention is beneficial for the organization as well as
the employee.
(Robert L. Mathis, John H. Jackson)
http://www.whatishumanresource.com/employee-
retention

Legislations
• Data Protection Act 1998
• Employment Act 2008
• National Minimum Wage Act 1998
• Employment Relations 2004
• Sex Discrimination Act 1995/97
• Equality Act 2010
• Disability Discrimination Act 1995/2005
• DBS
• Working Time (Amendment) Regulations 2003
• Freedom of Information Act 2000

Week 2
Slides 22 – 31
HRM Practices and
The Labour Market

Assessment Criteria
Assess how the functions of HRM can provide
talent and skills appropriate to fulfil business
objectives

Process
• Aligning business objectives and HR strategy
• Analysing labour market trend/environment
• Attracting the best candidates
• Motivating workforce
• Training workforce
• Retaining workforce
• Rewarding workforce

Demand Forecast
Demand Forecast is a system with the process of
analysing the direction and the objectives of an
organisation, and establishing the skills, talent
and the required number of people to meet the
current and future needs.

Supply Forecast
Supply forecast is to determine whether the HR
department will be able to procure the required
skills and number of workforce needed at any
particular point in time to achieve business
objectives:
• Internal Sources of Supply
• External Sources of Supply
• Current Employees

Labour Market Trend
HR will be focusing on the behaviour of labour
market and what is driving the behaviour. The
should also look at what is obtainable within
their industry regarding the development of
skills and knowledge:
• PESTLE
• SWOT

Labour Market Individuals’ Decision
1. When to enter the labour market
2. How much education /training
3. Type/extent of job search
4. Occupational industry
5. Labour hours/household work
6. Accept/quit/relocate
7. Wage rate
8. Union/association

Labour Market
Organizations’ Decisions
1. The number of workers
2. Wages and benefits
3. Hours
4. Layoffs
5. Subcontracting
6. Pension/retirement policies

Labour Market
Governments’ Decision
Individual rights versus employee
competitiveness
1. Public support
2. Training and education
3. Insurance
4. Compensation
5. Pensions
6. Skills development

Characteristics of Labour Market
1. Stakeholders
2. Sociological
3. Institutional
4. Market Imperfection
• Labour, management,
and government (each
with different goals
• Family and community
ties, role of women, and
social norms
• unions and
multinational
corporations
• market uncertainties

Characteristics of Labour Market
5 Legislative constraints –
6 Complex wage rate
implications
• minimum wage laws,
health and safety
regulations,
employment insurance,
pensions
• ROI on education,
training and mobility,
union power,
productivity, standard
of living

Week 3
Slide 33 – 42
Strengths and Weaknesses of
Recruitment/Selection Approaches

P2
Explain the strengths and weaknesses of
different approaches to recruitment and
selection

Recruitment and Selection
HR Function
HRM
HR Planning
Job Analysis
Advertising
CV Matching
Shortlisting
Interview
Selection
Induction
Rules and Regulations
Onboarding
Sales
Department
Operations
Department
Finance
DepartmentMarketing
Department

Recruitment
Recruitment is the process of attracting the right
candidates to the right job and at the right time.
This involves following the job market trend, and
analysing the human resource needs of the
organisation and attracting suitable candidates
to meet the objectives.

Selection
Selection is the process of identifying and
choosing the right candidate with the right skills
at the right time to meet the organisational
objectives. The right candidate must be suitable
to the needs of the organisation

Approaches
• Identify and analysing job vacancies
• Prepare for Job Analysis
• Advertising the vacancy (the right channel)
• Managing Responses (CVs and Applications)
• Shortlisting the Suitable Candidates
• Arranging and Conducting Interviews
• Selecting the right candidates

Sources of Recruitment
Internal
• Current employees
• Former employee
• Database of applicants
• Referrals from employees
• Internal job vacancy
External
• Advertisement
• Job Centre Plus
• Employment Agencies
• Referrals from friends
• College recruitment
• Company’s website

Job Analysis
Job Analysis is the Process of studying and
collecting information relating to the operations
and responsibilities of a specific job. The
immediate products of job analysis are job
description and Person specification.

Job Analysis
Job Description
• Job Title
• Pay
• Location
• Summary
• Duties
• Machinery and Materials
• Supervision
• Working Conditions
• Hazards
Person Specification
• Education/Qualification
• Experience
• Training
• Skills
• Physical demand
• Initiative
• Responsibilities
• Communication skills
• Attitude
• Emotional Characteristics

Selection Approaches
• Application
• CV matching
• Shortlisting
• Aptitude tests/or Psychometric tests
• Telephone surveys
• E-Assessment
• Interviews
• Group selection techniques-panel, tasks, role
play, presentation, observation, etc.
• Assessment centres/or Assessment Agencies

Different Approaches
Strengths
• Organisational image
• Advertising widely
• Experience HRM
• Shortlisting the best
candidate
• Targeting the right
candidates
• Ability to ask the right
question at interviews
Weaknesses
• Advertising is expensive
• Using wrong channel of
communication
• CV and Applications forms
may be written by
professional
• Stereotyping
• Inexperience HRM analysing
the job wrongly

Week 4
Slide 44 – 59
Summary: HR Practices

Assessment Criteria
Evaluate the strengths and weaknesses of
different approaches to recruitment and
selection

Evaluate Approaches
• Draw on varied information
• Strengths and weaknesses
• Advantages and disadvantages
• The relevance or importance
• Make supported judgements

Assessment Criteria
Critically evaluate the strengths and weaknesses
of different approaches to recruitment and
selection, supported by specific examples

Critically Evaluate Approaches
• Make clear strengths and weaknesses
• Reflect P1, P2, M1 and M2
• Intelligent argument (pros and cons)
• Definite and Precise account
• Give examples
• Support your judgement
• Conclude possible outcomes
• Use variety of information

Employee Induction
Employee induction is the process used within
an organisation to welcome new employees and
to prepare them for their new role. Induction
training includes the development of theoretical
and practical skills, and also meet interaction
needs that exist among the new employees

Onboarding
This is a process of acclimatising and integrating
new employees into the organisational system.
Onboarding ensures that new hires feel
welcome and prepared in their new positions, in
turn giving them the confidence and resources
to make an impact within the organization, and
ultimately allowing the company to continue
carrying out its mission.

The 10 Commandments of
Onboarding
Thou shalt not bear false witness against thy
employee. Few things are more disappointing
than the realization that the job you thought
you were hired to do is sorely different than
what you're actually doing
• http://employer.careerbuilder.com/jobposter/
small-
business/article.aspx?articleid=atl_0192onboa
rdingtips_s

Socialisation
Socialization is the on-going process of learning
the social culture of the organization and how to
get along with others in the organization
O’Nell et al. (2001)

Onboarding and Socialisation
• Starting a new job can be stressful
• Newcomers are in an unfamiliar work
environment surrounded by people they do
not know
• New employee must establish relationships
and learn new behaviors, facts, procedures,
expectations, and values

Socialisation and Reorientation
• New employees can also expect surprises
• not anticipating the emotional impact of
greater responsibility
• underestimating the difficulty of adjusting to a
new work schedule
• New employees may also need to “unlearn”
things that helped them succeed in previous
settings

Learning Outcome
Evaluate the effectiveness of the key
elements of Human Resource
Management in an organisation

Assessment Criteria
Explain the benefits of different HRM practices
within an organisation for both the employer
and employee.

HRM Practices
• Articulation of Vision, Mission and Values
(VMV)
• Drawing up HRM Plan
• Manpower Planning
• Performance Management System
• Training and Development
• Service Quality Enhancement

Good HRM Practice
Managing people effectively for performance
through an open Performance Management
System (PMS) that will call for individual
objectives tied to departmental objectives,
regular coaching, and developing staff on the
job

Good HRM Practices
• Enhancing staff's competencies to perform
better through effectively training people to
achieve departmental objectives and results
• Delivering quality service through training
and engaging staff in developing a service
culture in addition to business process re-
engineering and work streamlining.

Key Elements of HRM
• Workforce Planning
• Recruitment and retention
• Health and Safety
• Organisational Culture
• Motivation and reward
• Performance Appraisal
• Employee relation, Complaint, Discipline

Week 5
Slides 61 – 82
Learning, Training and Development

Learning and Development
Learning, Training and Development
(Improving Skills, Competences and
Growth)

Learning and Development at Work
Learning and development in an organisation is
a system of identifying what capabilities, skills
and competencies are required to ensure a
sustainable successful organisation, and the
mechanism to deliver them:
• To ensure that employees have the necessary
skills to carry out and improve their work.
(SA Partners, 2020)
Oguchi Martins Egbujor 63

At the macro level, L&D is about understanding
the organisation strategy and its future
capability needs in order to identify learning
priorities across the organisation. On an
individual level, it’s about creating learning
environments where employees can
continuously develop to be their best.
(CIPD, 2020)

Learning is much more than just attending
courses. It is about identifying the current and
future skills requirements of an organisation,
and creates flexible learning interventions to
meet the diverse needs of the workforce.
• Specialists put in place learning initiatives that
enable organisations to constantly evolve and
develop. (CIPD, 2020)

Training and Development
Employee training and development implies a
programme in which specific knowledge, skills
and abilities are imparted to the employees,
with the aim of raising their performance level,
in their existing roles, as well as providing them
with learning opportunities, to further their
growth.

Training
Training implies a process of upgrading an
individual’s knowledge, skills and competencies.
When an employee joins the organization, he or
she is given job-related training to ensure
satisfactory performance of the tasks and duties
assigned, so that the employee can contribute
more to the organization.

Development
On the other hand, development has a long-
term view. It is all about preparing the employee
for the current as well as future jobs, by
providing them with learning opportunities to
increase their capacities, to undertake more
challenging and complex tasks.

Different Strategies
(Development of Individuals)
• PDP
• CPD
• On the job training
• Education and training
• Placement
• Mentoring/Coaching
• Conference
• MBO
• Meetings
• Workshop
• Secondment/Deputising for others/Shadowing
• Peer Assessment Review
• Skill Audit

L&D

Importance of Learning and
Development By SA Partners
• Understand what skills exist within the
organisation.
• Identify what is required from each role.
• Develop a mechanism that continually
assesses the opportunities to develop people
enabling them to be prepared for their
upcoming challenges.
• Create a process to ensure L&D is part of
work- it’s how we maintain our people asset.

The Roles of L&D Specialist
• Carrying out capability assessments across the organisation
• Designing blended learning solutions
• Using digital tools to create flexible and innovative learning
programmes
• Applying adult learning theories to ensure employees get the best
out of their development
• Designing a range of learning interventions, including technical,
behavioural and leadership programmes
• Driving a culture of continuous professional development (CPD)
• Facilitating learning interventions
• Creating a coaching culture in the organisation
• Monitoring how effectively learning has been transferred to
employees.

Types of L&D Specialists
• Learning Administrator
• Facilitator (face to face or online)
• Training Deliverer (face to face or online)
• Learning and Development Business Partner
• Learning and Development Manager
• Head of Learning and Development
• Director of Learning and Development.
• Instructional designer
• Digital learning designer
• Assessor
(CIPD, 2020)

The Importance of Training and
Development

Training Needs
A training programme allows organisations to
strengthen those skills that each employee
needs to improve. A development programme
brings all employees to a higher level so they all
have similar skills and knowledge. This helps
reduce any weak links within the company who
rely heavily on others to complete basic work
tasks.

Training Needs Analysis

Identifying Training and Development
Needs
• Succession Planning (Strategic Focus)
• Gap Analysis
• SWOT Analysis
• MBO
• Organisational Analysis
• Task Analysis
• Training Needs Analysis (TNA)
• Career Progression and Job Rotation
• Placement
• Personal Needs Analysis

Identifying Training Needs cont.
• Pair Rating
• Peer Rating
• Behavioural Anchored Rating Scale) (BARs)
• Forced-Choice Rating Scale
• Graphic Rating Scale
• Essay Rating method
• Skill Audit
• Critical Incident Rating

Assessment Criteria
Evaluate the effectiveness of different HRM
practices in terms of raising organisational profit
and productivity

Types of training
• On-the-job Training
• Job rotation
• Job Mentoring
• Shadowing
• Coaching

Types of Training
http://study.com/academy/lesson/methods-for-
training-employees-mentoring-on-the-job-job-
rotation.html

Own Development
Attributes
• Confidence
• Skills competency
• Knowledge
• Understanding
Achievements
• Qualifications
• Career development
• Ability to work with change

Management Approaches
• Leadership Style
• Motivation
• Mentoring
• Coaching
• Training
• Shadowing
• Task orientation
• Team orientation
• Individual orientations

Week 6
Slides 84 – 112
Reward Management
Motivation/Flexible Working

Reward Management
• Extrinsic and Intrinsic Reward
• Motivational Theory and Reward
• Job Design
• Flexible Organisation
• Flexible Working Practice
• Performance and Reward
• Payment and Reward System

Extrinsic Reward
Extrinsic motivation is based on tangible
rewards. Extrinsic motivation is external to the
individual and is typically offered by a supervisor
or manager who holds all the power in relation
to when extrinsic rewards are offered and in
what amount. Extrinsic rewards are usually
financial in nature, such as a raise in salary, a
bonus for reaching some quota or paid time off.

Extrinsic Reward
Extrinsic rewards, on the other hand, can also
be as simple as getting the better office, verbal
praise, public recognition or awards, promotions
and additional responsibility.

Intrinsic Reward
Intrinsic motivation is internal to the person in
that it is something that you have to offer
yourself and is driven by personal interest or
enjoyment in the work itself. Because intrinsic
motivation exists within the individual, achieving
it does not depend on others. Some people
believe that the most powerful rewards come
from inside a person.

Intrinsic Motivating Factors
• Provide meaningful work
• Allow workers to make choices through a high
Level of autonomy
• Provide opportunities for employees to show
their competence in areas of expertise
• Facilitate professional development so that
employees can expand on their level of
knowledge

Motivating Factors
• Offer frequent opportunities for employees to
reward themselves
• Allow employees the opportunity to connect
with those with whom they serve to obtain
valuable feedback
• Give them a path to monitor their progress
with milestones along the way

Herzberg Two Factor Theory
Motivation Factors
• Responsibility
• Achievement
• Recognition
• Promotion Opportunity
• Personal growth
• Job interest
Hygiene Factors/Demotivator
• Quality of supervision
• Rate of pay
• Job security
• Company policies
• Relationship with others
(boss and peers)
• Fringe benefits
• Vacation

Abraham Maslow Hierarchy of Needs

Mayo Human Relation Theory
Mayo introduced the
Human Relations School
of thought, which focused
on managers taking more
of an interest in the
workers, treating them as
people who have
worthwhile opinions and
realising that workers
enjoy interacting together.
• Better communication
between managers and
workers
• Greater manager
involvement in
employees working
lives
• Working in groups or
teams

Motivational Theories
• Maslow Hierarchy of Needs
• Herzberg Two Factor Theory
• Mayo Human relation Theory
• McGregor Theory X Theory Y

Motivation and Reward system
Extrinsic and Intrinsic Reward
• http://study.com/academy/lesson/extrinsic-
rewards-for-students-definition-examples-
quiz.html
Maslow and Herzberg Motivation Theories
• https://www.youtube.com/watch?v=rbqn_P2
aKNo
• https://www.youtube.com/watch?v=3Ub8R5c
6tkE

Organisational Flexibility
Flexible Working is a strategic tool organisations
use to improve performance and productivity. It
outlines the different types of flexible working
arrangements available, including part-time and
compressed hours, mobile working and job-
shares, etc. HRM can offer flexible working
arrangements to employees benefits both the
employee and the employer.
(CIPD, 2019)

Organisational Flexibility
• Hierarchical Structure
• Flat Structure
• Functional Units
• Communication channel
• Style of Management
• Motivation
• Learning Organisation
• Productivity

Types of Organisational Flexibility
• Numerical Flexibility
• Structural Flexibility
• Functional Flexibility
• http://study.com/academy/lesson/bureaucrati
c-organizations-mechanic-organic-
bureacracies.html

Numerical Flexibility
Is the policy of ensuring that the appropriate amount of
labour is employed for the needs of the organization.
This involves putting people on a variety of contracts to
ensure that fluctuations in the demand for employees
across the working day, week, or year are matched with
the appropriate supply of labour. The most common
forms of numerical flexibility are: (a) part-time working,
(b) temporary/fixed-term contracts, and (c)
subcontracting.

Flexibility HRM Practices
• Benchmarking
• Best Practice
• Business Environment
• Business Process Reengineering
• Centralization
• Change Strategy
• Competitive Advantage
• Comprehensiveness

HRM Flexibility Practices
• De-layering
• Division of Labour
• Divisional Structure
• Downsizing
• Soft HRM
• Soft Planning
• Strategic HRM
• Talent Management

Structural Flexibility
Flexible business structures are those structures
that develop within an organization in response
to existing employee relations and the way that
employees interact with one another
throughout the daily course of business. Flexible
structures are informal by nature; they generally
result from workers discovering ways to carry
out business that are more efficient than those
mandated by the formal organizational structure

Functional Flexibility
This is the ability of an organization to move employees
to other duties or responsibilities within the company.
Functional flexibility reflects an organization's ability to
adapt to changing conditions and requirements, and is
affected by issues such as training, management, and
outsourcing
http://www.businessdictionary.com/definition/functio
nal-flexibility.html
https://www.youtube.com/watch?v=kRIc0W48qYY
Charles Handy Model of Culture

Handy’s Classes of Culture
Power Role
Task Person

Handy’s Model of Culture
Culture Types Suitable Leadership Styles
Power Autocratic
Role Autocratic or Paternalistic
Task Paternalistic/Democratic
Person Democratic

Organisational Structure
• Flat
• Tall
• Centralised
• Decentralised
• Hierarchical

Hierarchical structure
Top Down
Management

Hierarchical
MD
Other Directors
Head of Departments
Regional Managers
District Managers
Departmental Managers
Supervisors
S

Flat Structure
CEO
HOD
Marketi
ng
HOD
HRM
HOD
Operati
ons
HOD
Finance
Sale
Adv
ert
Rec/
Sele
ct
Train
ing/
Dev
Acco
unts
Deliv
ery
Cust
Serv

Week 7
Slides 114 – 129
Performance and Reward
Employee Performance and Payment

Performance and Reward
• Performance management
• Employee performance
• Methods used to monitor employee
performance
• Types of payment and reward system
• Methods of a determination

Performance Management
Performance management is the activities and
processes that focus on employee productivity
to maintain and improve employee performance
in line with an organisation's objectives.
(CIPD, 2020)

What Is Performance
Performance refers to the performance of
people carrying out tasks for the purpose of
some kind of economic exchange typically
includes employees of firms or public
organisations.
(Roe, 1999)

Model of Work Performance
(Roe, 1999)
Performance as a Process
Goal Outcome
Transformation
Process

Employee Performance
Performance monitoring is a system of appraisal
that is carried out periodically to rate an
employee’s excellence in matters pertaining to
his or her present job and his or her potential
for a better job.
(Edwin B, 1980)

Performance Appraisal
Performance appraisal is the systematic
evaluation of the individual with regards to his
or her performance on the job and his potential
for development.
(Beach D., 1980)

Performance Monitoring
Performance monitoring is a system of appraisal
that is carried out periodically to rate an
employee’s excellence in matters pertaining to
his or her present job and his or her potential
for a better job.
(Edwin B, 1980)

Performance Monitoring
• SWOT Analysis
• MBO (Management by Objectives)
• Appraisal (Staff and Work)
• 360 Degree Feedback process
• Mentoring
• Benchmarking
• Actual Versus Target (League Table)
• Job Review

Performance Management Cycle
This performance management cycle is an on-
going process of developmental performance
discussions and feedback, which allows employ-
ers and managers to treat performance manage-
ment as a process that connects an organisa-
tion’s culture, business goals and strategy to
individual performance and contribution
(Hearn, S., 2017)

Performance
Management
Cycle By Michael Armstrong

Payment and Reward
Pay and benefits are important factors in the
process of attracting, retaining and engaging
employees. There's a range of options available
for organisations to reward their staff and
recognise their contribution, each with their
own opportunities and risks, but the most
effective reward packages will be aligned with
the business and staff needs, and reflect the
organisation’s purpose and performance.

Types of Payment
Base or Fixed Pay
• Base (or fixed) pay is the
guaranteed cash wage or
salary paid to employees for
doing their work for a
contracted period of time
(CIPD, 2019)
Total Earnings
• Total earnings is the base
pay plus additional variable
earnings such as bonus
payments or overtime
earnings

Base Pay Determination
• Market rates
• Ability to pay
• Market rates
• Collective bargaining

Pay/Reward Determination
• Ability to pay
• Going rate
• Movement in market rates
• Inflation
• Recruitment/retention issues
• Government funding/pay guidelines
• Union/staff pressures
• National Minimum Wage pressures

Assessment Criteria
Explore the different methods used in HRM
practices, providing specific examples to support
evaluation within an organisational context

Assessment Criteria
Critically evaluate HRM practices and application
within an organisational context, using a range
of specific examples.

Week 8
Slides 131 – 141
Employee Relations
Ethics and Social Responsibility

Learning Outcome
Analyse internal and external factors
that affect Human Resource
Management decision-making,
including employment legislation

Factors Affecting HR Decision
Making
• Employee Relation and the Law
• Purpose of Employment Law
• Data Protection
• Health & Safety
• Dismissal and Employment Contract
• Equality
• Ethical and Social Responsibility

Employment Rights Act 1996
Employment Rights Act 1996. The Employment
Rights Act (ERA) 1996 updates much earlier
labour law, including the Contracts of
Employment Act 1963, the Redundancy
Payments Act 1965, the Employment Protection
Act 1975 and the Wages Act 1986. The Act now
enshrines those rights in statutory law.

Employee Relations
Employee relations is defined as the relationship
between employers and employees. It focuses
on both individual and collective relationships in
the workplace, with an increasing emphasis on
helping line managers establish trust-based
relationships with employees.
(CIPD, 2020)

Importance of Employee Relations
Employee Relations replaced Industrial Relations
at workplace. A positive climate of employee
relations, with high levels of employee
involvement, commitment and engagement can
improve business outcomes as well as
contribute to employees' well-being.
(CIPD, 2020)

Employers’ Approaches
• Employee satisfaction
• Employee Commitment
• Employee as
stakeholders
• Employee voice
• Encourage two-way
communications
• Employee
Representation
• Joint consultation
• Employee Contribution
• Employee engagement
• Manage Conflict
• Partnership' style of
working.
• Employee Wellbeing
• Employee Recognition
• Provide training

Legislations
• DBS
• Health & Safety at Work 1974

Employment Relations
• Employment Relations Act 1999 (Blacklists)
Regulations 2010
• Employment Relations Act 2004
• Employment Rights (Dispute Resolution) Act
1998

Purpose of Employment Law
Employment law addresses issues at work, from
recruitment, TUPE and terms and conditions to
statutes, statutory rates and redundancy

TUPE Regulations 2019
TUPE is the Transfer of Undertakings (Protection
of Employment) Regulations and its purpose is
to protect employees if the business in which
they are employed changes hands. Its effect is to
move employees and any liabilities associated
with them from the old employer to the new
employer by operation of law.
(Fisher, J., 2019)

Ethical and Social Responsibility
Social responsibility is an ethical theory, in which
individuals are accountable for fulfilling their
civic duty; the actions of an individual must
benefit the whole of society. In this way, there
must be a balance between economic growth
and the welfare of society and the environment.

Week 9
Slides 143 – 157
Trade Union
Grievance at Workplace and the Law

Trade Union and the
Workplace Representation
• The Role of trade Union (local/national)
• Collective agreements
• Discipline
• Grievance
• Redundancy
• Best Practice

Trade Union
A trade union is a group of employees who join
together to maintain and improve their
conditions of employment.
https://www.unison.org.uk/about/our-
organisation/
(UNISON, 2020)

Trade Union Activities
The typical activities of trade unions include
providing assistance and services to their
members, collectively bargaining for better pay
and conditions for all workers, working to
improve the quality of public services, political
campaigning and industrial action
(UNISON, 2018)

Trade Union Membership
Nearly seven million
people in the UK
belong to a trade
union; members
include:
• Nurses
• School meals staff
• Hospital cleaners
• Shop assistants
• Teaching assistants
• Bus drivers
• Engineers
• Apprentices
• Professional
Footballers

UNISON
Objectives
UNISON, the largest union in
the UK seeks to represent all
our members wherever they
work and whatever they do
and campaign for the services
they provide. We will call for
additional funding across all
public services to address
social need.
Membership
Our 1.3 million members
• Local authorities;
• The NHS;
• Police and justice;
• Education;
• The electricity, gas and
water industries, transport,
the voluntary sector and
private companies.

Discipline
Employment tribunals expect employers to
make decisions on discipline and dismissal which
are fair and reasonable. Tribunals are legally
required to take the Acas Code of Practice

Grievance At Workplace
A grievance is any concern, problem or
complaint that you may wish to raise with your
employer. This could relate to just about
anything, whether regarding working conditions,
pay, failure of process, or any aspect of how
your employer is treating you.

Employment Tribunal
Employment disputes involving:
• Equal pay,
• Redundancy payments,
• Unfair dismissal, and
• Discrimination (on grounds of race, sex,
disability, age, sexual orientation and religion)

Assessment Criteria
Analyse the importance of employee
relations in respect to influencing
HRM decision making.

Employee Relations
• Employee Engagement
• Trade Union affiliation
• Involving Employee
• Employee Representation
• Employee welfare
• Discipline
• Grievances

Assessment Criteria
Identify the key elements of
employment legislation and the
impact it has upon HRM decision
making.

Employment Law
• DBS

Assessment Criteria
Evaluate the key aspects of employee
relations management and
employment legislation that affect
HRM decision-making in an
organisational context

Assessment Criteria
Critically evaluate employee relations
and the application of HRM practices
that inform and influence decision-
making in an organisational context.

Employee Relations and the
Best Practice
• Employee Relations
• Employee Engagement
• Trade Union Employee Welfare
• Motivation, training and Reward
• Recognition
• Working practice
• Job Design and best fit

Week 10
Slides 159 – 168
Applications of HR Practices:
Workforce Planning and Job Analysis

Learning Outcome
Apply Human Resource
Management practices in a work-
related context

HR Function
HRM
HR Planning
Job Analysis
Advertising
CV Matching
Shortlisting
Interview
Selection
Induction
Rules and Regulations
Onboarding
Sales
Department
Operations
Department
Finance
DepartmentMarketing
Department

Work-Based HRM Practices
• Job and Person Specification
• Recruitment and Selection
• Design and Place Job Advertisement
• Shortlisting and Processing Applications
• Interviewing Preparation and Best Practtice
• Selection Best Practice
• Technology
• Social Networking

Assessment Criteria
Illustrate the application of HRM
practices in a work-related context,
using specific examples.

Workforce Planning
Workforce Planning is process of getting the right number of people
with the right skills employed in the right place at the right time to
deliver an organisation’s short- and long-term objectives. It covers a
diverse range of activities, such as:
• Job Analysis
• Recruitment and selection
• Succession planning
• Flexible working
• Job design
• Training and development, etc.
Workforce planning should be linked to strategic business goals and
viewed as an important part of the strategic business planning process.
(CIPD, 2016)

Workforce Planning
Workforce Planning is a system with the process
of identifying and analysing an organisation’s
current and future objectives, and identifying
and acquiring the right skills to meet them
productively and profitably.

Job Analysis
Job Analysis is the Process of studying and
collecting information relating to the operations
and responsibilities of a specific job. The
immediate products of job analysis are job
description and Person specification.

Job Analysis
Job Description
• Job Title
• Pay
• Location
• Summary
• Duties
• Machinery and Materials
• Supervision
• Working Conditions
• Hazards
Person Specification
• Education/Qualification
• Experience
• Training
• Skills
• Physical demand
• Initiative
• Responsibilities
• Communication skills
• Attitude
• Emotional Characteristics

Employment Law
• DBS

Week 11
Slides170 – 175
Recruitment/Selection in Practice
Impact of Technology

Recruitment
Recruitment is the process of attracting the right
candidates to the right job and at the right time.
This involves following the job market trend, and
analysing the human resource needs of the
organisation and attracting suitable candidates
to meet the objectives.

Selection
Selection is the process of identifying and
choosing the right candidate with the right skills
at the right time to meet the organisational
objectives. The right candidate must be suitable
to the needs of the organisation

Approaches
• Identify and analysing job vacancies
• Prepare for Job Analysis
• Advertising the vacancy (the right channel)
• Managing Responses (CVs and Applications)
• Shortlisting the Suitable Candidates
• Preparation for Interview
• Arranging and Conducting Interviews
• Selecting the right candidates

Selection Approaches
• Application
• CV matching
• Shortlisting
• Aptitude tests/or Psychometric tests
• Telephone surveys
• E-Assessment
• Interviews
• Group selection techniques-panel, tasks, role
play, presentation, observation, etc.
• Assessment centres/or Assessment Agencies

Work-Based HR Application
• Aligning business objectives with HR Plan
• Environmental analysis
• Workforce Planning
• Identify, Attracting and Recruitment
• Selection of Best Candidates
• Induction and Onboarding
• Motivation, Rewarding and Retention

Assessment Criteria
Provide a rationale for the
application of specific HRM practices
in a work related context.

Human Resource Management For RQF April 2020

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