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.
A
New
Challenge
for
Human
Resource Management', International Labour Review, 128(5): 571-582.
Guest, D. (1987) `Human Resource Management and Industrial Relations', Journal of
Management Studies, 24(5): 503-521.
Guest, D. (1997) `Human Resource Management and Performance: A Review and Research
Agenda', International Journal of Human Resource Management, 8(3): 263-276.
This document discusses human resource management practices from different perspectives. It covers Guest's model of HRM, flexibility in the workplace, equal opportunities, performance management, and health and safety legislation. The key points are:
1. Guest's HRM model identifies that HR strategies lead to specific practices and results, which impact behaviors, performance, and financial consequences.
2. Flexibility in the workplace is important, including types like numerical, functional, temporal, and financial flexibility. Flexible working practices benefit both employers and employees.
3. Equal opportunity legislation and managing diversity are important to reduce discrimination based on gender, age, disability, and other factors. This benefits employee performance and retention.
4. Performance
This document discusses human resource management practices. It covers Guest's model of HRM, differences between personnel management, industrial relations and HRM, developing strategic HRM approaches, flexibility models including Atkinson's core and peripheral workforce model, types of flexibility for organizations, flexible practices from employer and employee perspectives, and the impact of labor market fluctuations on flexibility.
This document discusses various aspects of human resource management including different perspectives on HRM, developing flexibility in the workplace, equal opportunities, and approaches to HR practices. It provides details on Guest's model of HRM and how Unilever implements strategies aligned with this model. Types of flexibility for organizations are described, including external numerical, temporal, functional, and financial flexibility. The impacts of equal opportunities legislation and managing diversity versus equal opportunities are also summarized. Different methods of performance management and evaluating employee welfare are compared. Finally, the implications of health and safety legislation and how topical issues influence HR practices are outlined.
This document provides an assignment on managing human resources. It covers several key topics:
1) Different human resource management models and how they are applied.
2) Developing flexibility in the workplace through practices like part-time work, job sharing, etc. It also discusses how changes in the labor market impact flexibility.
3) Equal opportunity legislation and how it aims to reduce discrimination based on factors like age, gender, disability, religion, and background.
4) Techniques for performance management, assessing employee welfare, and implications of health and safety laws. It examines how current issues shape human resource applications.
This document discusses human resource management practices at Unilever. It covers several topics:
1. It analyzes Guest's model of HRM and how Unilever aligns its HR strategies and practices to achieve organizational objectives like sustainable growth. This impacts employee behavior, performance, and financial outcomes.
2. It describes different perspectives on HRM, personnel management, and industrial relations. It also explains how Unilever engages in activities from each perspective like training, communication with unions, and improving community health.
3. Line managers play an important role in implementing HRM at Unilever through support, capacity building, and understanding their HR responsibilities. Developing HR competencies helps managers and employees.
This document discusses various aspects of human resource management including different perspectives on HRM, developing flexibility in the workplace, the impact of equal opportunities, and approaches to HR practices. It begins with an overview of Guest's model of HRM and how Unilever established its HR strategies. It then examines developing strategic HRM approaches and the impact of line managers and employees. Subsequent sections cover developing flexibility using Atkinson's core and peripheral workforce model, the types and impact of flexible working practices, and the implications of changes in labor markets. The document also discusses discrimination in the workplace and the implications of equal opportunity legislation for organizations. Finally, it compares methods of performance management, evaluates employee welfare management, and examines the implications of health and
This document discusses human resource management practices at Unilever. It covers different perspectives on HRM, developing flexibility in the workplace, equal opportunities, and approaches to HR practices. Unilever aims to adopt strategic HRM models to recruit and develop skilled employees. It provides benefits like health facilities and training to motivate workers. Line managers are responsible for implementing HR policies while considering the impact of changes in the labor market and legislation around issues like equal opportunities and safety. The document examines various types of flexibility including part-time work, teleworking and compressed hours that benefit both employers and employees.
A
New
Challenge
for
Human
Resource Management', International Labour Review, 128(5): 571-582.
Guest, D. (1987) `Human Resource Management and Industrial Relations', Journal of
Management Studies, 24(5): 503-521.
Guest, D. (1997) `Human Resource Management and Performance: A Review and Research
Agenda', International Journal of Human Resource Management, 8(3): 263-276.
This document discusses human resource management practices from different perspectives. It covers Guest's model of HRM, flexibility in the workplace, equal opportunities, performance management, and health and safety legislation. The key points are:
1. Guest's HRM model identifies that HR strategies lead to specific practices and results, which impact behaviors, performance, and financial consequences.
2. Flexibility in the workplace is important, including types like numerical, functional, temporal, and financial flexibility. Flexible working practices benefit both employers and employees.
3. Equal opportunity legislation and managing diversity are important to reduce discrimination based on gender, age, disability, and other factors. This benefits employee performance and retention.
4. Performance
This document discusses human resource management practices. It covers Guest's model of HRM, differences between personnel management, industrial relations and HRM, developing strategic HRM approaches, flexibility models including Atkinson's core and peripheral workforce model, types of flexibility for organizations, flexible practices from employer and employee perspectives, and the impact of labor market fluctuations on flexibility.
This document discusses various aspects of human resource management including different perspectives on HRM, developing flexibility in the workplace, equal opportunities, and approaches to HR practices. It provides details on Guest's model of HRM and how Unilever implements strategies aligned with this model. Types of flexibility for organizations are described, including external numerical, temporal, functional, and financial flexibility. The impacts of equal opportunities legislation and managing diversity versus equal opportunities are also summarized. Different methods of performance management and evaluating employee welfare are compared. Finally, the implications of health and safety legislation and how topical issues influence HR practices are outlined.
This document provides an assignment on managing human resources. It covers several key topics:
1) Different human resource management models and how they are applied.
2) Developing flexibility in the workplace through practices like part-time work, job sharing, etc. It also discusses how changes in the labor market impact flexibility.
3) Equal opportunity legislation and how it aims to reduce discrimination based on factors like age, gender, disability, religion, and background.
4) Techniques for performance management, assessing employee welfare, and implications of health and safety laws. It examines how current issues shape human resource applications.
This document discusses human resource management practices at Unilever. It covers several topics:
1. It analyzes Guest's model of HRM and how Unilever aligns its HR strategies and practices to achieve organizational objectives like sustainable growth. This impacts employee behavior, performance, and financial outcomes.
2. It describes different perspectives on HRM, personnel management, and industrial relations. It also explains how Unilever engages in activities from each perspective like training, communication with unions, and improving community health.
3. Line managers play an important role in implementing HRM at Unilever through support, capacity building, and understanding their HR responsibilities. Developing HR competencies helps managers and employees.
This document discusses various aspects of human resource management including different perspectives on HRM, developing flexibility in the workplace, the impact of equal opportunities, and approaches to HR practices. It begins with an overview of Guest's model of HRM and how Unilever established its HR strategies. It then examines developing strategic HRM approaches and the impact of line managers and employees. Subsequent sections cover developing flexibility using Atkinson's core and peripheral workforce model, the types and impact of flexible working practices, and the implications of changes in labor markets. The document also discusses discrimination in the workplace and the implications of equal opportunity legislation for organizations. Finally, it compares methods of performance management, evaluates employee welfare management, and examines the implications of health and
This document discusses human resource management practices at Unilever. It covers different perspectives on HRM, developing flexibility in the workplace, equal opportunities, and approaches to HR practices. Unilever aims to adopt strategic HRM models to recruit and develop skilled employees. It provides benefits like health facilities and training to motivate workers. Line managers are responsible for implementing HR policies while considering the impact of changes in the labor market and legislation around issues like equal opportunities and safety. The document examines various types of flexibility including part-time work, teleworking and compressed hours that benefit both employers and employees.
This document discusses human resource management from different perspectives. It covers Guest's model of HRM, the differences between HRM, personnel management, and industrial relations. Developing strategic HRM requires line managers and employees to have HR capacity and competency. The document also discusses flexibility in the workplace, including Atkinson's core and peripheral workforce model and different types of flexibility. Flexible working practices provide benefits from both employer and employee viewpoints, such as part-time work, telecommuting, and job sharing. Finally, the document addresses equal opportunities and legislation, as well as approaches to performance management and employee welfare.
This document provides an overview of different types of business ownership structures including sole proprietorships, partnerships, and corporations.
Sole proprietorships are owned and operated by one individual who assumes all risks and profits. Partnerships involve two or more owners who share responsibilities, risks, and profits according to an agreement. Corporations are legal entities separate from their owners that allow for raising capital through the sale of shares.
This document provides an introduction to concepts of industrial management. It discusses key definitions of management including that management involves achieving goals through a group of people. It outlines characteristics of management such as it being a group activity, purposeful, and universal. The document then discusses important functions of management including planning, organizing, staffing, directing, and controlling. It provides examples to illustrate concepts such as planning involving deciding actions in advance. Finally, it briefly introduces the concepts of scientific management developed by Taylor and Fayol's 14 principles of management.
Management involves getting work done through people by utilizing resources to achieve objectives. It is the process of creating an environment where individuals and groups can work efficiently to attain goals. Industrial management facilitates the creation of management systems to coordinate operational activities and resources in organizations. It takes a structured approach to manage factory operations. Industrial management applies functions like planning, organizing, and controlling to activities such as production, operations, quality, costs, and maintenance. Approaches to industrial management have evolved from classical to neoclassical to systems-oriented perspectives.
1. The document discusses the concepts of management including its nature, characteristics, importance, and managerial functions of planning, organizing, staffing, directing, controlling, and coordination.
2. It describes the managerial functions in more detail including the steps involved in each function like determining objectives in planning and dividing activities in organizing.
3. Various levels of management are explained including top, middle, and lower levels with their specific roles and responsibilities in the organization.
NATURE AND SIGNIFICANCE OF MANAGEMENT- BUSINESS STUDIESRAHULARORA392
These notes are very useful for all management students especially class 12th CBSE students as it includes topics such as Concept of management, its characteristics/features, functions and objectives. Best notes from exam point of view. Have a look and do share with other management enthusiasts.
Chapter controlling important Questions Raman Dhiman
Controlling,meaning,features,importance,steps involved in the process of controlling
Important Questions in chapter of controlling
Case studies chapter controlling
The document discusses the principles of management. It defines principles as fundamental guidelines for management decision making derived from experience. It outlines several nature and characteristics of principles, including their universal applicability, flexibility, and contingency on situations. The significance of principles is that they provide insights for managers, optimize resource use, lead to scientific decisions, help adapt to changes, and fulfill social responsibility. Several classic principles are explained, including Fayol's and scientific management principles. Scientific management principles emphasize finding the best way to perform jobs scientifically rather than relying on rules of thumb.
Controlling, importance of Controlling, discuss the steps involved in control...Raman Dhiman
Understanding the concept of controlling
Discuss the steps in the process of controlling
Discuss the importance of Controlling
Important Questions in controlling
IN THIS PRESENTATION YOU WILL FIND ALL TOPICS RELATED TO PRINCIPLES OF MANAGEMENT AND EACH TOPIC IS EXPLAINED BY ME WITH FULL DETAIL AND WITH FULL UPDATES ACCORDING TO NEW SYLLABUS.IN THIS PPT MANY PICTURES ARE ALSO THERE WHICH IS MOST IMPORTANT INSTRUMENT IN PPT.IF ANY QUERY SO PLZ CONTACT ME 9780529658 AND PLEASE TRY TO LEARN THE CONCEPT.IN THIS PPT MANY TOPICS ARE THERE IN PROPER ORDER.YOU WILL FIND THE PRINCIPLES OF FAYOL AS WELL AS PRINCIPLES OF TAYLOR.THE TECHNIQUES OF TAYLOR ARE ALSO THERE IN MY PPT.SIMPLINESS IS MINE PPT ADWANTAGE THAT YOU WILL DEFINATELY LIKE.PLEASE LIKE SHARE AND FOLLOW ME AND IF ANY QUERY SO PLZ CONATACT ME OR HIT COMMENT BACK.I WILL BW DEFINATELY THERE TO ANSWER YOU.
A PROJECT WORK BASED ON MANAGEMENT PRINCIPLES CLASS - 12Rishabh Shah
It is a project work based on the business studies project class 12 on management principles and whole project is of 47 pages which can be gathered from me for further guidance.
The Evolution of Management Theory Chapter 2Shifur Rahman
Modern management theory began in the late 19th century and has evolved over time. Early theories include scientific management, which aimed to optimize workflows; bureaucracy, which emphasized formal systems and hierarchy; and administrative management, which developed principles like division of labor. Later, the behavioral school focused on how management impacts motivation, while management science applied quantitative techniques. Current approaches consider contingencies and see organizations as open systems that adapt to their environment.
A presentation on the Father of Scientific Management, Frederick Winslow Taylor : His 4 principles, theory, plus points, the link with fordism, drawbacks and criticisms, etc, etc...
Also designed the slide templates myself...
This document provides an answer key for a principles of management exam from November/December 2006. It includes answers to 10 multiple choice questions covering topics like the differences between management and administration, scientific management, decision making, informal organization, limitations of line and staff authority, creativity vs innovation, and uses of computers. It also includes longer answer responses explaining concepts like the nature of management as both a science and art, steps in the scientific management method, Fayol's 14 principles of management, objectives and how to set them, nature and purpose of organization, and qualitative forecasting techniques. Finally, it discusses MBO (management by objectives) with a focus on its application in the IT industry.
principles of management important questions and answers for b.com studentsvaibhi191
This document contains answers to important questions for a 1st year B.Com course. It includes summaries of:
1) Henry Fayol's 14 principles of management, which focus on division of work, authority and responsibility, discipline, unity of command, and others.
2) The 10 step planning process involving analysis, objective setting, forecasting, evaluating alternatives, and review.
3) McGregor's Theory X and Theory Y, where Theory X involves close supervision and Theory Y involves participation, commitment, and realizing human potential.
4) The importance of planning for managing objectives, offsetting uncertainty, securing economy, coordination, and effective control.
Fayol's principles of management 1 to 6 1smithamiranda
Henry Fayol was a French engineer who made significant contributions to management theory. He distinguished between technical and managerial skills, identified core management functions, and developed principles of management. Some of the key principles he proposed included the division of work into smaller tasks for efficiency, ensuring authority is aligned with responsibility, maintaining discipline through rules and incentives, having a single reporting manager to avoid conflicting instructions, grouping activities with common objectives under one head, and prioritizing the interests of the organization over individual interests.
This document discusses considerations for designing jobs and work systems. It covers allocating tasks through job specialization, enlargement, rotation, enrichment, and vertical loading. It also discusses ensuring core job characteristics like skill variety, task identity, significance, autonomy, and feedback. Additionally, it addresses designing jobs around worker needs like changing demographics, work-life balance, voice, and safety. Finally, it discusses how jobs interface through pooled, sequential, and reciprocal interdependence and ensuring an optimal fit between employee and organizational needs.
Employee discipline is a procedure that corrects or punishes employees for violating rules or procedures. It maintains orderliness and prevents chaos in employee behavior. There are two approaches to discipline - positive discipline creates a willing conformity through rewards and leadership, while negative discipline adheres to rules out of fear of punishment. For discipline to be effective, it must be properly documented, fair, centralized, follow proper procedures, be impersonal, inform employees of conduct standards and penalties, and be progressive, prompt, and aim to improve performance before severe actions. Symptoms of indiscipline include absenteeism, misconduct, negligence, and refusal to work overtime.
This document appears to be an assignment on contracts and negligence for a business course. It includes an executive summary and is divided into four tasks. Task 1 discusses elements of a valid contract, different types of contracts, and analysis of contract terms. Task 2 applies elements of a contract to a case study and discusses requirements for a valid contract. Task 3 contrasts contractual and tort liability, discusses the nature of negligence liability, and vicarious liability in business. Task 4 applies tort of negligence and defenses to the case study, and discusses application of vicarious liability. In conclusion, it analyzes how the case study highlights issues of valid contracts, negligence liability, and vicarious liability.
The document discusses various aspects of human resource management including different perspectives on HRM, developing flexibility in the workplace, equal opportunities, and approaches to HR practices. It addresses Guest's model of HRM, flexibility models, types of flexibility organizations seek, flexible working practices, discrimination, equal opportunity legislation, and methods of performance management. Unilever established its HR strategies based on organizational goals, core competencies and competitive advantages to develop a strategic approach to HRM. Flexibility in the workforce is important for organizations to adapt to changing needs and markets. Ensuring equal opportunities and preventing discrimination is important from a legal and ethical perspective.
This document discusses human resource management from different perspectives. It covers Guest's model of HRM, the differences between HRM, personnel management, and industrial relations. Developing strategic HRM requires line managers and employees to have HR capacity and competency. The document also discusses flexibility in the workplace, including Atkinson's core and peripheral workforce model and different types of flexibility. Flexible working practices provide benefits from both employer and employee viewpoints, such as part-time work, telecommuting, and job sharing. Finally, the document addresses equal opportunities and legislation, as well as approaches to performance management and employee welfare.
This document provides an overview of different types of business ownership structures including sole proprietorships, partnerships, and corporations.
Sole proprietorships are owned and operated by one individual who assumes all risks and profits. Partnerships involve two or more owners who share responsibilities, risks, and profits according to an agreement. Corporations are legal entities separate from their owners that allow for raising capital through the sale of shares.
This document provides an introduction to concepts of industrial management. It discusses key definitions of management including that management involves achieving goals through a group of people. It outlines characteristics of management such as it being a group activity, purposeful, and universal. The document then discusses important functions of management including planning, organizing, staffing, directing, and controlling. It provides examples to illustrate concepts such as planning involving deciding actions in advance. Finally, it briefly introduces the concepts of scientific management developed by Taylor and Fayol's 14 principles of management.
Management involves getting work done through people by utilizing resources to achieve objectives. It is the process of creating an environment where individuals and groups can work efficiently to attain goals. Industrial management facilitates the creation of management systems to coordinate operational activities and resources in organizations. It takes a structured approach to manage factory operations. Industrial management applies functions like planning, organizing, and controlling to activities such as production, operations, quality, costs, and maintenance. Approaches to industrial management have evolved from classical to neoclassical to systems-oriented perspectives.
1. The document discusses the concepts of management including its nature, characteristics, importance, and managerial functions of planning, organizing, staffing, directing, controlling, and coordination.
2. It describes the managerial functions in more detail including the steps involved in each function like determining objectives in planning and dividing activities in organizing.
3. Various levels of management are explained including top, middle, and lower levels with their specific roles and responsibilities in the organization.
NATURE AND SIGNIFICANCE OF MANAGEMENT- BUSINESS STUDIESRAHULARORA392
These notes are very useful for all management students especially class 12th CBSE students as it includes topics such as Concept of management, its characteristics/features, functions and objectives. Best notes from exam point of view. Have a look and do share with other management enthusiasts.
Chapter controlling important Questions Raman Dhiman
Controlling,meaning,features,importance,steps involved in the process of controlling
Important Questions in chapter of controlling
Case studies chapter controlling
The document discusses the principles of management. It defines principles as fundamental guidelines for management decision making derived from experience. It outlines several nature and characteristics of principles, including their universal applicability, flexibility, and contingency on situations. The significance of principles is that they provide insights for managers, optimize resource use, lead to scientific decisions, help adapt to changes, and fulfill social responsibility. Several classic principles are explained, including Fayol's and scientific management principles. Scientific management principles emphasize finding the best way to perform jobs scientifically rather than relying on rules of thumb.
Controlling, importance of Controlling, discuss the steps involved in control...Raman Dhiman
Understanding the concept of controlling
Discuss the steps in the process of controlling
Discuss the importance of Controlling
Important Questions in controlling
IN THIS PRESENTATION YOU WILL FIND ALL TOPICS RELATED TO PRINCIPLES OF MANAGEMENT AND EACH TOPIC IS EXPLAINED BY ME WITH FULL DETAIL AND WITH FULL UPDATES ACCORDING TO NEW SYLLABUS.IN THIS PPT MANY PICTURES ARE ALSO THERE WHICH IS MOST IMPORTANT INSTRUMENT IN PPT.IF ANY QUERY SO PLZ CONTACT ME 9780529658 AND PLEASE TRY TO LEARN THE CONCEPT.IN THIS PPT MANY TOPICS ARE THERE IN PROPER ORDER.YOU WILL FIND THE PRINCIPLES OF FAYOL AS WELL AS PRINCIPLES OF TAYLOR.THE TECHNIQUES OF TAYLOR ARE ALSO THERE IN MY PPT.SIMPLINESS IS MINE PPT ADWANTAGE THAT YOU WILL DEFINATELY LIKE.PLEASE LIKE SHARE AND FOLLOW ME AND IF ANY QUERY SO PLZ CONATACT ME OR HIT COMMENT BACK.I WILL BW DEFINATELY THERE TO ANSWER YOU.
A PROJECT WORK BASED ON MANAGEMENT PRINCIPLES CLASS - 12Rishabh Shah
It is a project work based on the business studies project class 12 on management principles and whole project is of 47 pages which can be gathered from me for further guidance.
The Evolution of Management Theory Chapter 2Shifur Rahman
Modern management theory began in the late 19th century and has evolved over time. Early theories include scientific management, which aimed to optimize workflows; bureaucracy, which emphasized formal systems and hierarchy; and administrative management, which developed principles like division of labor. Later, the behavioral school focused on how management impacts motivation, while management science applied quantitative techniques. Current approaches consider contingencies and see organizations as open systems that adapt to their environment.
A presentation on the Father of Scientific Management, Frederick Winslow Taylor : His 4 principles, theory, plus points, the link with fordism, drawbacks and criticisms, etc, etc...
Also designed the slide templates myself...
This document provides an answer key for a principles of management exam from November/December 2006. It includes answers to 10 multiple choice questions covering topics like the differences between management and administration, scientific management, decision making, informal organization, limitations of line and staff authority, creativity vs innovation, and uses of computers. It also includes longer answer responses explaining concepts like the nature of management as both a science and art, steps in the scientific management method, Fayol's 14 principles of management, objectives and how to set them, nature and purpose of organization, and qualitative forecasting techniques. Finally, it discusses MBO (management by objectives) with a focus on its application in the IT industry.
principles of management important questions and answers for b.com studentsvaibhi191
This document contains answers to important questions for a 1st year B.Com course. It includes summaries of:
1) Henry Fayol's 14 principles of management, which focus on division of work, authority and responsibility, discipline, unity of command, and others.
2) The 10 step planning process involving analysis, objective setting, forecasting, evaluating alternatives, and review.
3) McGregor's Theory X and Theory Y, where Theory X involves close supervision and Theory Y involves participation, commitment, and realizing human potential.
4) The importance of planning for managing objectives, offsetting uncertainty, securing economy, coordination, and effective control.
Fayol's principles of management 1 to 6 1smithamiranda
Henry Fayol was a French engineer who made significant contributions to management theory. He distinguished between technical and managerial skills, identified core management functions, and developed principles of management. Some of the key principles he proposed included the division of work into smaller tasks for efficiency, ensuring authority is aligned with responsibility, maintaining discipline through rules and incentives, having a single reporting manager to avoid conflicting instructions, grouping activities with common objectives under one head, and prioritizing the interests of the organization over individual interests.
This document discusses considerations for designing jobs and work systems. It covers allocating tasks through job specialization, enlargement, rotation, enrichment, and vertical loading. It also discusses ensuring core job characteristics like skill variety, task identity, significance, autonomy, and feedback. Additionally, it addresses designing jobs around worker needs like changing demographics, work-life balance, voice, and safety. Finally, it discusses how jobs interface through pooled, sequential, and reciprocal interdependence and ensuring an optimal fit between employee and organizational needs.
Employee discipline is a procedure that corrects or punishes employees for violating rules or procedures. It maintains orderliness and prevents chaos in employee behavior. There are two approaches to discipline - positive discipline creates a willing conformity through rewards and leadership, while negative discipline adheres to rules out of fear of punishment. For discipline to be effective, it must be properly documented, fair, centralized, follow proper procedures, be impersonal, inform employees of conduct standards and penalties, and be progressive, prompt, and aim to improve performance before severe actions. Symptoms of indiscipline include absenteeism, misconduct, negligence, and refusal to work overtime.
This document appears to be an assignment on contracts and negligence for a business course. It includes an executive summary and is divided into four tasks. Task 1 discusses elements of a valid contract, different types of contracts, and analysis of contract terms. Task 2 applies elements of a contract to a case study and discusses requirements for a valid contract. Task 3 contrasts contractual and tort liability, discusses the nature of negligence liability, and vicarious liability in business. Task 4 applies tort of negligence and defenses to the case study, and discusses application of vicarious liability. In conclusion, it analyzes how the case study highlights issues of valid contracts, negligence liability, and vicarious liability.
The document discusses various aspects of human resource management including different perspectives on HRM, developing flexibility in the workplace, equal opportunities, and approaches to HR practices. It addresses Guest's model of HRM, flexibility models, types of flexibility organizations seek, flexible working practices, discrimination, equal opportunity legislation, and methods of performance management. Unilever established its HR strategies based on organizational goals, core competencies and competitive advantages to develop a strategic approach to HRM. Flexibility in the workforce is important for organizations to adapt to changing needs and markets. Ensuring equal opportunities and preventing discrimination is important from a legal and ethical perspective.
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 examines equal opportunity legislation and the differences between equal opportunity and diversity management. Finally, it analyzes techniques for performance management, employee welfare assessment, health and safety laws, and how topical issues impact HR practices. Overall, the document provides an overview of strategic human resource management and how policies and practices can influence organizational outcomes.
This document discusses human resource management practices at Cisco. It covers topics such as the difference between personnel management and HRM, recruitment and selection processes, compensation to motivate employees, and the influence of legal and regulatory frameworks on HRM. The recruitment process involves job analysis, developing job descriptions, advertising openings, reviewing applications, interviewing candidates, and making offers. Effective compensation considers job evaluations and rewards good performance. Legal requirements shape HRM activities like ensuring non-discrimination and workplace protections.
This document discusses human resource management practices at Cisco Systems. It covers the recruitment process, performance management, training and development, compensation and benefits, and employee separation. The recruitment process involves job analysis, descriptions, sourcing candidates, screening, selection, and onboarding. Performance is monitored through observation, assessment, and ranking. Rewards and compensation are linked to job analysis and factors like skills, experience, and position. Causes for employment termination include poor performance, policy violations, and illegal actions. The organization aims to retain talent through measures like a supportive work environment, training, and feedback. Legal and regulatory frameworks guide the HR processes.
1. This document discusses human resource management practices at an organization. It covers recruiting employees, rewarding and motivating employees, and managing employee termination.
2. It compares personal management to human resource management, noting that HRM directly influences employees while personal management has an indirect influence. The main functions of HRM are recruitment, motivation, performance management, training and development, and implementing policies.
3. Line managers play an important role in HRM, as they are responsible for tasks like evaluating employee performance, disciplining employees, and addressing customer needs. They also provide input on progress and issues to the HRM team.
This document discusses various aspects of human resource management. It begins with discussing different perspectives on HRM including Guest's model and the differences between HRM, personnel management, and industrial relations practices. It then covers ways to develop flexibility in the workplace including Atkinson's model and types of flexibility. Next, it discusses the impact of equal opportunities legislation and the differences between equal opportunities and diversity management. Finally, it addresses approaches to HR practices such as different performance management methods, managing employee welfare, and the implications of health and safety legislation. The key topics covered are models of HRM, developing workplace flexibility, equal opportunities, and approaches to performance management and employee welfare.
This document discusses various aspects of managing human resources. It begins with an overview of Guest's model of human resource management and how it emphasizes strategic integration, employee commitment, workforce adaptability, and quality output. It then discusses flexibility models in organizations, including Atkinson's core and peripheral workforce model. It also covers types of flexibility like functional, numerical, temporal, and financial flexibility. The document discusses flexible working practices from both employer and employee perspectives. Finally, it notes that human resource practices need to adapt to changes in the labor market.
This document outlines an assignment on managing human resources. It contains 4 tasks that discuss various aspects of HRM such as models of HRM, definitions of HRM, flexibility in the workplace, and equal opportunities. For task 1, it describes Guest's model of HRM and how Unilever implements strategies and practices to achieve performance outcomes and financial consequences. Task 2 discusses types of flexibility like functional, financial, and temporal flexibility practiced by organizations like Unilever. Task 3 covers eliminating discrimination and providing equal opportunities in the workplace through diversity management and legislative measures. Finally, task 4 looks at techniques for managing employee performance, health, and safety to create a positive work environment.
This document discusses various aspects of human resource management. It begins with discussing different perspectives on HRM, including Guest's model of HRM and the differences between HRM, personnel management, and industrial relations practices. It then covers developing flexibility in the workplace, the impact of equal opportunities legislation, and different approaches to performance management and employee welfare. The document provides an overview of these key human resource topics and management implications.
This document discusses human resource management strategies and practices. It covers Guest's model of HRM, which focuses on strategic fit, employee commitment, flexibility, and skilled personnel. It also discusses developing an HRM strategic approach and the impact of line managers and employees. Regarding flexibility, it discusses Atkinson's flexibility model of core and peripheral workers. It outlines types of flexibility organizations can adopt, like functional, numerical, financial, and temporal flexibility. Finally, it discusses flexible working practices from the perspectives of employers and employees, such as part-time work, homeworking, and zero-hour contracts.
This document appears to be an assignment on managing human resources submitted by a student. It contains 4 tasks that discuss various aspects of human resource management. Task 1 covers models of HRM, differences between HRM, personnel management and industrial relations, and how firms link strategic methods to HRM. Task 2 focuses on workplace flexibility, measures of flexibility, and labor market scenarios. Task 3 examines employee discrimination, legislation opportunities, and differences between diversity management and equality. Finally, Task 4 outlines steps to improve employee performance, strategies for employee health management, and the role of the HR department in organizations.
This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
Human resource management involves recruiting, selecting, training, developing, and retaining employees. It aims to ensure the organization has the right people in the right jobs to achieve its goals. Key functions of HRM include planning and organizing the workforce, staffing the organization, developing employees through training and performance reviews, ensuring legal and regulatory compliance, and maintaining employee relations. The role of the HR manager is to oversee all these functions and make sure the human resources of the organization are effectively managed.
Human resource management encompasses managing an organization's employees, including acquiring, training, evaluating, and compensating staff. It aims to align an organization's goals and employees' needs to improve productivity. Key aspects of HRM include scope and functions, management responsibilities, employment legislation, employee productivity, and the role of HR managers in creating win-win relationships and implementing change. Employees expect a safe work environment with career opportunities, flexible arrangements, satisfaction, open communication and teamwork.
203 human resource management notes dimr (1)KhanShehzade
This document provides an overview of human resource management (HRM), including definitions, objectives, scope, functions, practices, policies, importance, challenges, and nature of HRM. It defines HRM as the process of procuring, developing and maintaining competent human resources in the organization so that organizational goals are achieved effectively and efficiently. The key functions of HRM include planning, organizing, directing, controlling, recruitment, training, performance appraisal, compensation, and ensuring legal compliance. Maintaining employee motivation, discipline, and balancing interests between management and employees are ongoing challenges for HRM.
Human Resource management intrduction.pptxsiprath22402
Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). A company or organization's HR department is usually responsible for creating, putting into effect and overseeing policies governing workers and the relationship of the organization with its employees. The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the people who work for the organization, in aggregate.
HRM is employee management with an emphasis on employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).
The modern term human capital management (HCM) is often used by large and midsize companies when discussing HR technology.
This document discusses staffing policies and human resource management functions. It describes three types of staffing policies: ethnocentric, polycentric, and geocentric. It also lists and describes 10 core HRM functions: human resource planning, recruitment and selection, training and development, performance appraisal, compensation, work environment, welfare activities, human relations, grievance handling, and record keeping. Finally, it outlines 10 objectives of HRM functions, which include contributing to organizational effectiveness, increasing job satisfaction, quality of work life, communicating policies, maintaining ethics, and adapting to increased urgency and faster cycle times in business.
HUMAN RESOURCE MANAGEMENT PRESENTATION.pptxjosephokeyo2
This document provides an overview of human resource management. It discusses the key concepts of HR including recruitment, training, performance evaluation, and industrial relations. It outlines the objectives of HRM such as ensuring availability of competent employees and developing organizational climate. It also describes the characteristics, functions, and role of the human resources manager in organizations. The document aims to introduce the fundamental aspects of managing human resources.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its nature, objectives, importance, and functions. The key functions of HRM include human resource planning, job analysis, recruitment, selection, induction, training, performance appraisal, compensation, and welfare. HRM aims to manage an organization's human resources effectively by hiring the right employees and motivating them to help the organization achieve its goals. It is a critical and continuous management process performed by all managers.
This 3-day Lean management course aims to teach participants how to implement Lean to achieve continuous improvement, waste elimination, and increased customer value. The course will cover Lean principles and tools including visual controls, process mapping, 5S, standard work, and kaizen. Participants will learn how to identify waste in processes, drive out waste, and create a Lean culture. They will also learn to measure the impact and ROI of Lean projects. The course involves interactive lectures, exercises and discussions to illustrate Lean concepts and their application in manufacturing, services and healthcare. The target audience is supervisors, managers, executives and CEOs.
This document discusses several theories of motivation and leadership. It defines motivation and discusses early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary motivation theories discussed include McClelland's needs for achievement, power and affiliation and goal setting theory. It also discusses leadership theories like trait, behavioral, situational and contingency theories, including Fiedler's contingency model. Contemporary issues in motivation like cultural differences and flexible work arrangements are also covered.
This document provides information on management concepts and functions. It distinguishes between administration and management, defines key management roles and functions, and outlines the evolution of management thought from classical to modern approaches. The trends and challenges of managing in a global scenario are also discussed, including the importance of planning, the management by objectives (MBO) process, and how to implement policies and strategies.
The document discusses several topics related to human resource management:
1. The five main operative functions of human resource management are procurement, development, compensation, integration, and maintenance.
2. The key differences between personnel management and human resource management are that personnel management focuses on employees' grievances while human resource management focuses on employee welfare and development.
3. Major factors that affect human resource planning include both external factors like government policies, economic conditions, and technology as well as internal factors like company strategies and policies, job analysis, and production operations.
This document discusses human resource management practices at organizations. It covers recruitment processes like job analysis, advertising openings, application reviews and interviews. It also discusses retaining employees through rewards, motivation techniques, and performance reviews. The roles of line managers and legal/regulatory frameworks that impact HR are examined. Common causes for employment termination and organizations' procedures for exiting employees are also summarized.
The document discusses the functions of a human resource manager. It outlines three main categories of functions: managerial functions which include planning, organizing, directing, and controlling personnel; operative functions which involve employment, development, compensation, maintenance, motivation, records keeping, industrial relations, and separation; and advisory functions where the HR manager advises top management and department heads. Key aspects of the managerial functions include personnel planning, organizing the structure, directing employees, and evaluating performance via controlling. The operative functions focus on recruitment, training, compensation, welfare, motivation, and managing employee records and relations.
The document traces the evolution of management theory from early concepts like job specialization and scientific management to more modern approaches focused on human behavior, quantitative analysis, and adapting to environmental conditions. Early theories aimed to increase efficiency through specialized roles and standardized processes, while later concepts emphasized understanding worker motivation and allowing flexibility based on external factors facing the organization. A variety of perspectives have contributed to developing management practices suited to different situations over time.
This document appears to be an assignment analyzing various aspects of contracts and negligence for a business. It contains 4 tasks that discuss essential elements of a valid contract, different types of contracts and their impact, analysis of contract terms, application of contract law, tort liability versus contractual liability, negligence liability, and vicarious liability in business situations. The document also includes an executive summary, table of contents, and references section.
The document discusses contracts and negligence in business. It provides details on the elements required for a valid contract between TAM's College and a marketing firm called NAMS. The key points are:
1) TAM's College hired NAMS to help promote the school, agreeing to a one month contract and paying an advance of £2,500.
2) TAM's is now taking legal action against NAMS because they failed to deliver on the promises in the contract.
3) As an employer, TAM's College was also found vicariously liable for injuries suffered by an employee, and had to pay compensation.
TAM's College signed a contract with a marketing firm called NAMS to provide promotional services for one month. However, NAMS breached the contract by failing to provide the agreed upon services and asking for an extension. In response, TAM's College took legal action against NAMS based on terms in the contract. Additionally, TAM's College faces a trial related to an accident involving a staff member who was not wearing proper protective gear. As a result, TAM's College must now deal with the legal proceedings stemming from the explicit liability doctrines in business law.
This document discusses contracts and negligence for a business college. The college entered into a contract with a marketing agency to help improve its reputation but faced legal issues. It was sued due to negligence after a staff member was injured for not wearing proper attire. The college is liable through vicarious liability principles.
This document contains an outline for an assignment on aspects of contracts and negligence for a business. It includes 4 tasks:
1. Discussion of essential elements of a valid contract, impact of different contract types, and analysis of contract terms.
2. Application of contract elements to a case study, application of law to terms, and evaluation of term effects.
3. Contrasting contractual and tort liability, discussing the nature of negligence liability, and vicarious business liability.
4. Application of negligence tort and defenses to situations, and identifying potential negligence sources.
TAM's College hired a marketing agency, NAMS, to help improve their reputation. NAMS agreed to provide intensive promotion for one month for £2500. However, NAMS stopped the marketing campaign early due to lack of payment. TAM's College sued NAMS for breach of contract. Additionally, a night guard at TAM's College was injured while on duty for not wearing the proper uniform, as instructed. The guard's family sued and won due to the doctrine of vicarious liability, whereby TAM's College was held legally responsible despite not being directly at fault.
This document discusses aspects of contracts and negligence for business. It analyzes the essential elements of a valid contract, different types of contracts and their impacts, and terms included in contracts. It then applies these contract principles to the scenario of TAM's College contracting with NAMS marketing firm. It also contrasts liability in tort versus contract, discusses the nature of liability in negligence and vicarious liability in business. Finally, it applies the principles of negligence tort, defenses against negligence, and vicarious liability to the scenario of a non-teaching staff member of TAM's College getting injured.
This document contains an executive summary and table of contents for an assignment on aspects of contracts and negligence for a business course. The executive summary discusses how a college hired legal advisors and a marketing agency. It also discusses how a non-teaching staff was injured after ignoring instructions to follow the dress code. The college is bound by vicarious liability laws to pay compensation. The table of contents outlines the document's four tasks, which apply elements of contracts and negligence to different scenarios and analyze terms, defenses, and vicarious liability.
TAM's College entered into a one-month contract with NAMS marketing firm to promote the college. NAMS broke the agreement after one week. TAM's College has taken legal action against NAMS for breach of contract based on oral evidence. Additionally, TAM's College is facing prosecution due to a non-teaching staff member being injured for not wearing proper attire during work. TAM's College may be held vicariously liable for the staff member's injury under business liability law.
The document discusses a case involving TAM's College hiring a marketing firm, NAMS, to promote the college. TAM's paid NAMS £1500 upfront but NAMS broke the contract terms by missing deadlines. TAM's is suing NAMS to get their money back. Additionally, a TAM's staff member was injured on the job for not wearing proper protective gear as required. TAM's is facing legal penalties due to vicarious liability policies. The document analyzes contract elements, types of contracts, negligence torts, and defenses against negligence in analyzing both legal situations.
TAM's College entered into a one-month marketing contract with NAMS but NAMS failed to fulfill its obligations. TAM's College is now taking legal action against NAMS for breaching the contract. Additionally, TAM's College faces liability for an accident involving one of its employees who was not wearing proper protective clothing on the job. Under the principle of vicarious liability, businesses can be held responsible for torts committed by employees in the course of their work. TAM's College must now deal with the legal consequences of both the contract dispute and potential negligence claims.
TAM's College hired a marketing company, NAMS, to help promote the school. NAMS failed to fulfill the terms of their one-month contract, for which TAM's sued them. Additionally, a TAM's employee was injured while on duty without proper protective gear, as supervisors failed to enforce safety policies. The employee's family sued TAM's, and due to vicarious liability laws, TAM's was held responsible despite not being directly negligent. The document discusses the elements of a valid contract, types of liability, and how tort and contract law were applied in these two scenarios involving TAM's College.
TAM's college is trying to become one of the best educational institutes in the UK. They have hired marketing firms and legal advisors to help achieve this. One marketing firm, NAMS, failed to provide the promised month of promotion, breaching their contract. Additionally, a staff member at TAM's college was injured on duty without proper uniform, and the family sued. TAM's college denied responsibility but may be liable under vicarious liability doctrine. The document discusses contract and tort law relating to these scenarios, including elements of a valid contract, types of contracts, negligence liability, and defenses against negligence claims.
TAM's College wants to become one of the best educational institutes in the UK. To help achieve this, they hired legal consultants and entered into an agreement with a marketing firm called NAMS to promote the college. However, NAMS failed to provide the promised month of promotional support. As a result, TAM's College is taking legal action against NAMS for breaching the valid contract. Additionally, TAM's College faces liability for an employee's injury due to the doctrine of vicarious liability, as the employee was not properly supervised according to the college's instructions.
TAM's College has contracted with various agencies to help promote the college and handle legal matters. NAMS, a marketing firm, broke their contract to provide intensive marketing for one month. As a result, TAM's took legal action against NAMS for breaching the contract. Additionally, a security guard was sent out on duty without proper uniform in violation of the college's policies. During his shift, the guard was injured in an accident. The college denied the guard's compensation claim, citing his failure to follow the uniform policy. The guard's family is now taking legal action against the college.
The document discusses a case involving contracts between TAM's College and NAMS marketing firm. NAMS was hired for one month to promote TAM's but broke the contract after one week. TAM's sued based on a contract term requiring NAMS to refund fees and pay £1500 if they failed to deliver. TAM's was also sued under vicarious liability because a staff member was injured for not wearing proper attire as required. The document analyzes elements of a valid contract, different contract types, terms, and defenses. It contrasts tort and contractual liability, discusses negligence elements and defenses, and how vicarious liability applies to businesses.
The document discusses various aspects of human resource management. It covers topics such as the difference between personnel management and HRM, stages of recruitment, evaluating recruitment methods of two companies, linking rewards to employee motivation, and determining pay through job analysis. HRM aims to leverage employees' skills and contributes to organizational success. Effective recruitment and compensation practices are important for attracting and retaining talented workers.
The document discusses various aspects of human resource management. It covers recruiting employees, rewarding and motivating employees, performance reviews, and cessation of employment. Recruiting involves job analysis, interviews, and selecting candidates. Reward systems aim to increase productivity through compensation, promotions, and recognition. Performance is reviewed through observation, ratings, and rankings to provide feedback and incentives. Employment can cease due to causes like violations of company policies or poor performance. Organizations must follow legal procedures when terminating employees.
The assistant of the manager observant the
workers performance and reports to the manager.
Self-assessment: The workers self-assessment their performance and submit to the manager.
Client feedback: The client feedback is additionally a vital issue for watching the worker
performance.
Peer review: The co-workers review one another’s performance.
360-degree feedback: It involves feedback from the manager, peers, subordinates, and
customers.
13
Performance appraisal: The manager conducts periodic performance appraisals to judge the
worker’s performance.
Key performance indicators: Key metrics like sales, productivity, quality, etc. are tracked to
measure performance.
These factors helps the manager to spot the
The document discusses human resource management (HRM) functions like recruitment, training, compensation, and retention. It outlines the recruitment process which includes job analysis, advertising openings, screening applications, interviews, and hiring. It also discusses rewarding and evaluating employee performance to motivate and retain staff. The roles of line managers in tasks like performance reviews and maintaining workplace standards are described. Finally, it notes the impact of legal and regulatory frameworks on carrying out HRM activities.
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.
13
Firms
the
Answer
to