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.

1. MANAGING HUMAN RESOURCE
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2. Table of Content
Executive Summary
iii
Task 1: Different Perspective of Human Resource Management
4
1.1 Guest’s Model of HRM
4
1.2 Difference between Story’s Definition of HRM, Personnel and IR Practices
5
1.3 Adapting Strategic Approaches to HRM and its Impact on Line Managers 6
Task 2: Ways of Developing Flexibility within workplace
7
2.1 Atkinson’s Model
7
2.2 Types of Flexibility that enhances Productivity
8
2.3 Employee and Employer’s perspective of Flexible Working Practices 9
2.4 Impact of Changes in Flexible Working Practices
10
Task 3 Impact of Equal Opportunities in Workplace
11
3.1 Different Forms of Discrimination in Workplace
11
3.2 Practical Implication of Equal Opportunities Legislation
11
3.3. Difference between Managing Equal Opportunities and Managing Diversity
12
Task 4: Approaches to Human Resource Practice
13
4.1 Different Methods of Performance Management
13
4.2 Approaches of Managing Employee Welfare
14
4.3 Implication of Health and Safety Legislation on Human Resources Practices 15
4.4 Impact of Topical Issues on HR Practices
15
Conclusion
16
References
17
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3. Executive Summary
Human Resource Management (HRM) is the process of attracting, developing and maintaining a
talented and energetic workforce to support organisational mission, objectives and strategies. It
isa distinctive approach to employment management which seeks to achieve competitive
advantage through the strategic deployment of a highly committed and capable workforce, using
an integrated array of cultural, structural and personnel techniques. Human Resources
Management trains and motivates the employees by communicating ethical policies and socially
responsible behavior to them. In doing so, it plays a significant role in clarifying the
organization's problems and providing solutions, while making employees working more
efficiently. Modern organizations can survive in the dynamic, competitive environment of today
only if they capitalize on the full potential of each employee. Facts and figures are the
quantitative elements of successful management, yet the qualitative aspects are those that
actually make or break an organization. Successful companies are those that consider their
human capital as their most important asset.
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4. 4
Task 1: Different Perspective of Human Resource Management
1.1 Guest’s Model of HRM
A second ‘soft’ HRM model came from David Guest in 1987. Guest argued that HRM in theUK
should be about designing policies and practices to achieve four main outcomes:
 Strategic Integration
 High Employee Commitment to the Organization
 High Workforce Flexibility and Adaptability
 High Quality Workforce
Guest’s Model is quite similar to Harvard. Both Models emphasizes on the needs of the
employees for successfully running an organization. Guest indicated the progress towards HRM
in UK is slow and ‘Crab-Like”. These four outcomes will lead to the following desirable
organizational outcomes:
 High Job Performance
 Stronger Problem Solving
 Greater change consistent with strategic goals and improved cost effectiveness
 Reducing employee turnover, absences and grievances
Unilever is one of the Multinational Companies that operate business with the vision to decouple
growth from environmental impact, while at the same time increasing positive social impact.
Unilever’s HR policies incorporate Guest’s model of HRM by complying it with the firm’s main
policy and mission and creating, ensuring such working conditions where the employees are
motivated to upgrade the performances that conforms to the core business value and objectives.
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5. 1.2 Difference between Story’s Definition of HRM, Personnel and IR
Practices
HRM
Personal Management
Industrial Relations
Human resource management Personnel Management is that Industrial
relation
is
the
is a distinctive approach to part of management concerned correlation and co-operation
employment
which
management with people at work and with between the management and
seeks
to
obtain their relationships within a the workforces.
competitive advantage through firm. (Rea, 1972).
the strategic development of a
highly committed and skilled
work force, using on array of
culture,
structure
personnel
and
technique.”
(Armstrong M, 1999)
It focuses on development and It focuses on increasing the It focuses on building and
application of different HR efficiency in Personal Job maintaining
practices
to
achieve
its along
with
organizational goals by using performance
cooperation
increasing employee, management and
(Guest,
D.E, government.
the available resources like 1999).
staff, employees, customers,
suppliers (Guest D.E, 1987).
Unilever incorporates Experts, Unilever
undertakes
Customers, their suppliers and training,
many It
is
a
broader
concept.
guidelines, Unilever always focuses to
employees in their Sustainable experiences to increase the maintain a good cooperation
Living Plan
productivity
employees
of
their between the labor union and
the management.
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6. 1.3 Adapting Strategic Approaches to HRM and its Impact on Line Managers
Humanresource management is an ongoing process of selecting, recruiting, training
anddevelopment of employee in the organization. HR strategy will express the intentions of
theenterprise about how it should manage its human resources. These intentions provide thebasis
for plans, developments and programs for managing change. Unilever applies variousHR
policies to ensure the performance and enhance the productivity of the employees. Thefollowing
strategies may help the Line Managers in Unilever to cope with its organizationalgoals.
Reward Strategy:
A reward strategy will be concerned with:

Developing a high performance-oriented culture.

Underpinning the organization’s values, especially those relating to excellence,
innovation, performance, teamwork and quality

Conveying a message to prospective high-caliber employees that the organization
will satisfy their reward expectations

Linking reward policies, systems and procedures to the key business and human
resource strategies for innovation, growth, development and the pursuit of excellence

Indicating to existing employees what types of behavior will be rewarded and how
this will take place, thus increasing motivation and commitment and improving
performance
Human Resource Development and Training Strategy:
A Human Resource development strategy is concerned with the long-term programsneeded by an
organization to improve operational performance at all levels, inaccordance with the additional
demands which the business strategy will place on peoplein the future. The strategy will provide
continuous development processes linked closelywith the programs designed for the organization
as a whole to implement its product,technology and market development strategies (Dessler C,
2006).
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7. Motivation Strategy
Motivation Strategy will refer to the performance management and reward systems, andin
particular to the type and scale of financial incentives which are to be provided. It willalso be
concerned with other processes which should yield favorable attitudes, includingjob design,
participation, joint objective setting, career development, and any otherprocesses relating to the
individual’s need to achieve and maintain a sense of personalworth and importance.
Task 2: Ways of Developing Flexibility within workplace
2.1 Atkinson’s Model
The concept of a “flexible firm” proposed by John Atkinson in 1985 recognizes that
organizations will require enhanced flexibility to meet ever evolving market and competitive
pressures. In other words it is a concept of simply integrating flexible conditions into the
administration an organization’s functional operations, in order to meet the demands of a highly
competitive market and attain its strategic aims and goals (Hoque, K. and M. Noon, 2001).
Flexibility is a calculated risk utilized by organizations to survive and gain strategic competitive
advantage. Atkinson’s model for labour flexibility included “core” workers and “peripheral”
workers.
Core Workforce: it refers to the full time employees who serve their organization with
functional flexibility. They are highly skilled and their expertise is highly useful in the period of
emerging technological product or market changes
Peripheral Workforce: It normally refers to those workforces who work part-time or works
temporary or contractual basis in an organization.
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8. 2.2 Types of Flexibility that enhances Productivity
The ability of an organisation to respond to environmental and business pressures by adapting
the size, composition, cost and responsiveness of human resources is known as flexibility (Legge
K, 1989). According to Atkinson (1984) four types of flexibility can be used for bringing
equilibrium in Unilever workforce.
A. Functional Flexibility
It relies on extensive training and thus it is likely to be pursued when there is no longer a
stable relationship between employees and the organization which allows employees to
combine skills and competencies in order to increase their mobility across the various
channels of production
B. Numerical Flexibility
It refers to the possibility of the organization to adapt the number of its labor on a shortnotice, increasing or decreasing it as it sees fit Varying employee numbers can be
achieved by hiring temporary agency workers and employing people on fixed-term
contracts.
C. Temporal Flexibility
It refers to shifting working hours to meet production demands. This can include things
such as working overtime and spreading the working hours unevenly over a period of
time depending on fluctuations in production
D. Financial Flexibility
Numerical flexibility allows management to match the need for workers with the number
employed and this can be achieved through the use of a variety of short term employment
arrangements that include: short term contracts, part-time employment, job sharing, and
self-employment.
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9. 2.3 Employee and Employer’s perspective of Flexible Working Practices
Workplace Flexibility 2010 defines a “flexible work arrangement” (FWA) as any one of a
spectrum of work structures that alters the time and/or place that work gets done on a regular
basis (Armstrong M ,1999).
A flexible work arrangement includes:
 Flexibility in the schedulingof hours worked, such as alternative work schedulesand
arrangements regarding shift and break schedules
 Flexibility in the amountof hours worked, such as part time work and job shares; and
 Flexibility in the placeof work, such as working at home or at a satellite location.
Some of the recent practices of workforce flexibility from both the employee and employer
perspective are given below:
Flex time: Flex time is an arrangement where employees work a full day but they can vary their
working hours. These arrangements are usually established with specific guidelines so that a
"core" working day exists.
Compressed Workweeks:Workers must work 40 hours per week. Workers work full time hours
in less than the traditional 5-day workweek by increasing daily hours worked.
Shift Arrangement:
Workers who are assigned shifts by their employers enter into
arrangements with their employers giving them more flexibility regarding the shifts they are
assigned.
Part-Time Work: Workers who usually work less than 35 hours per week.
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10. Job Share: Job sharing occurs when two or more people share one or more positions or set of
duties. It should be clear before starting how these arrangements affect pay, benefits, and
holidays.
Telework/Homework:
Workers
work
remotely
from
their
own
homes,
using
a
telecommunications connection to the workplace if necessary.
2.4 Impact of Changes in Flexible Working Practices
One of the challenges of implementing flexible work arrangements is proving that they make a
positive impact on the business. Perhaps the single most cited reason for introducing a flexible
work environment is employee retention. Indeed, many businesses contend that the recent trend
toward flextime and other programs has made it necessary for them to introduce their own
programs or risk losing valued employees
Flexible working practice actually has a positive impact on the productivity of employees.
Employees who are better able to attend to family needs through flex-time are more likely to be
contented and productive, while good employees who telecommute may get even more work
done if they are freed up from office interruptions.
Business can also use flexible programs to address institutional problems. For instance, a smallor mid-sized business that is crammed into a small facility or office may want to explore
telecommuting programs in order to relieve the situation without resorting to an expensive
relocation or expansion.
Flexibility brings can take different forms like wage flexibility, geographical flexibility and
contractual flexibility that allows employees to enhance their productivity along with ensuring
required customized facilities that directs the organizations to achieve its goal.
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11. Task 3: Impact of Equal Opportunities in Workplace
3.1 Different Forms of Discrimination in Workplace
According to International Labor Organization ( ILO, 2012) there are different forms of
discrimination in workplace which take in the forms of age, gender, race, religion that creates
inequality. As a result workforce become demotivated and inefficient this hampers the overall
productivity of the organizations.
Age based discrimination:Age discrimination involves treating someone (an applicant or
employee) less favorably because of his age. An employment policy or practice that applies to
everyone, regardless of age, can be illegal if it has a negative impact on applicants or employees
age 40 or older and is not based on a Reasonable Factor Other than Age (RFOA).
Discrimination in Compensation: In order to provide productive working environment, HR
policies should design ensuring there is no discrimination in compensation among man and
woman, senior or junior.
Religion related discrimination: Religious discrimination involves treating a person (an
applicant or employee) unfavorably because of his or her religious beliefs. An employee cannot
be forced to participate (or not participate) in a religious activity as a condition of employment.
3.2 Practical Implication of Equal Opportunities Legislation
In Modern time every organization is trying to provide equal opportunities to each employee to
in order to reduce discrimination so that organizations can meet its desired goal. This will
motivate the employees; hence result in increased performance which will match the job
parameter according to the HR policy. Organizations can provide equal opportunity by
conducting the following tasks.
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12.  Implement the organization's EEO and harassment policies and make sure that the
policies are clear to all staff
 encourage an environment in which all employees will feel comfortable
 Equal salary, promotional opportunities
 make sure that all staff are aware of the existence of the grievance procedures and that
they are confidential
3.3. Difference between Managing Equal Opportunities and Managing
Diversity
Diversity management refers to the voluntary organizational actions that are designed to create
greater inclusion of employees from various backgrounds into the formal and informal
organizational structures through deliberate Policies and programs (Colling T,1995)
Factors
Managing Equal Opportunities
Managing Diversities
Driven by
External factors
Internal factors
Rests on
Rests on
arguments
Perceive
Equal Opportunities as a cost
Managing
investment
Approach Structure
Operational
Strategic
Concentration on
Process
Outcomes
Emphasizes on
Group discrimination
Individual differences
Supported by
Narrow positive Knowledge Base
Wider
base
Suitable for
Assimilation Advocate
Mainstream adaption advocate
Initiatives
Group Initiatives
Individual Initiatives
moral
and
legal Rests on Business Case
Diversity
Pluralistic
as
Knowledge
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13. Task 4: Approaches to Human Resource Practice
4.1 Different Methods of Performance Management
Performance management is an integral part of the workplace as it provides a platform for
supervisors and managers to measure employee performance and determine whether employees
are meeting the company's expectations (Story J, 1995). The method of performance
measurement varies according to the work environment, type of business and, to some extent, the
employee's occupation
360-Degree Feedback: It is a technique which is systematic collection of performance data on
an individual group, derived from a number of stakeholders like immediate supervisors, team
members, customers, peers and self.
Physiological Appraisal:This appraisal method evaluates the employees intellect, emotional
stability, analytical skills and other psychological traits. This method makes it easy for the
manager in placing the employees in appropriate teams
Management By Objective(MBO): This is an objective type of evaluation which falls under
modern approach of performance appraisal. In MBO method of performance appraisal, manager
and the employee agree upon specific and obtainable goals with a set deadline. With this method,
the appraiser can define success and failure easily.
Assessment Centers: An assessment center is a central location where managers may come
together to have their participation in job related exercises evaluated by trained observers.
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14. 4.2 Approaches of Managing Employee Welfare
Organizations provide welfare facilities to their employees to keep their motivation levels high.
Labor welfare entails all those activities of employer which are directed towards providing the
employees with certain facilities and services in addition to wages or salaries.
Labor welfare has the following objectives:
 To provide better life and health to the workers
 To make the workers happy and satisfied
 To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers
The employee welfare schemes can be classified into two categoriesa. Statutory Welfare Schemes
This Scheme includes facilities like Drinking Water, Facilities for sitting, First aid
appliances, Latrines and Urinals, Canteen facilities, Spittoons, Lighting, Washing places,
Rest rooms
b. Non-Statutory Welfare Schemes
It includes Personal Health Care, Flexi-time, Employee Assistance Programs, Harassment
Policy, Maternity & Adoption Leave, Medi-claim Insurance Scheme, Employee Referral
Scheme
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15. 4.3 Implication of Health and Safety Legislation on Human Resources
Practices
Occupational health and safety legislation regulates the standards of workplace health and safety
with the aim to prevent workplace accidents, injuries and diseases, and outlines consequences for
breaches of those standards (Hayton, J.C, 2005). It details responsibilities of employers,
supervisors, and employees. Generally, the legislation requires that the employer do everything
they can reasonably do to protect the health and safety of their employees in the workplace.
The Health and Safety at Work Act 1974(abbreviated to "HSWA 1974", "HASWA" or
"HASAWA") is an Act of the Parliament of the United Kingdom that as of 2011 defines the
fundamental structure and authority for the encouragement, regulation and enforcement of
workplace health, safety and welfare within the United Kingdom.
4.4 Impact of Topical Issues on HR Practices
With changing retirement ages and an aging workforce, interest is growing on the potential
contribution of relevant bundles of HR practices in eliciting well-being and performance among
aging workers. When employers try to enhance the productivity, recruit employees effectively,
arrange training session and try to remove discrimination, HR topical issues arises.
HR issues commonly experienced by employers include
 Establishing Productivity
 Recruiting Employees
 Arranging and Carrying out Training
 Preventing Discrimination
 Resolving Problems
 Keeping Workers safe
 Establishing and Distributing Benefits
 Encouraging and Maintaining Diversity
 Handling Outsourcing
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16. Conclusion
Human Resources Management (HRM) is the strategic management of the employees, who
individually and collectively contribute to the achievement of the strategic objectives of the
organization. New challenges arise even now for the organization, and it is certain that new
challenges will never cease to emerge. Therefore, the use of proper Human Resources techniques
is a really powerful way for organizations to overcome these challenges, and to improve not only
their quantitative goals but also their organizational culture, and their qualitative, cognitive
aspects.
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