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An

Assignment on

Managing Human Resource

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Table of content:Contents page

Executive Summary: iii

Task- 1 Guest’s model for HRM: 4 Dissimilarity between Story’s HRM, personnel and industrial relations definition: 5 Developing a strategic method to HRM and effect of line managers and staffs: 5Task- 22.1 Flexibility model theory and practice: 62.2 Forms of flexibility in organizations: 72.3 Flexible workplace practices from manager and worker perspective: 72.4 Effect of fluctuations in labor market on flexible working practice: 8Task- 33.1 Discrimination in workplace: 83.2 Application of equal opportunity legislation for organization: 93.3 Dissimilarities between equal opportunity and diversity management: 10 Task- 44.1 Comparing techniques of performance management: 114.2 Assessment of employee welfare management: 124.3 Application of health and safety law on HR: 124.4 Outcome of topical issue on HR practices: 13References: 14

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Executive Summary:

From the activities and responsibilities of employers the activities which include personnel

management, development, motivation and maintenance, is known as human resource

management. HRM is one of the essential segments of a firm because all other segments have

to depend on HRM for their recruitment and staff management. The core and common

activities of HRM are recruiting, selecting candidates, improving performance, rewarding

employees and maintain safety in workplace. Employers have to deal with flexibility issue in

the workplace, safety measurement, handling discrimination and creating motivation through

benefits. To uphold the firms’ brand image in the labor market, employers focus on effective

HR activities to recruit available proficient workers. HR managers set policies to provide

equal opportunities disregarding gender issue, age difference or other discriminating factors.

Labor market demography and alterations have led the organizations to restructure its HR

approaches and activities. In an organization HRM includes the responsibility and

contribution of both the employers and employees for organizational success and

development.

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Task- 1 Various perspective of Human resource management

1.1Guest’s model for HRM:

David Guest (1997) introduced a HR model which is a superior model related to other HR

models. This model specifies that a HR manager has to initiate with various strategies which

need some specific practices and as a result manager receive output. This model possess six

components in sequential basis-

- HR strategies.

- HR practices.

- HR results.

- Behavioral output.

- Performance outcome.

- Financial consequences.

Among the worldwide consumer merchandise producers, Unilever is one of the biggest. They

aim to achieve a sustainable growth, halve the environmental impact their operation makes

and double their revenue. The relation between the Guest’s model and the HR policies of

Unilever is stated below-

Unilever establishes HR policies associated with the organization’s core structures and

objectives.

More controlled supply chain worker management, discrimination free working environment,

long term commitment, equal rights and maintaining child labor policy.

In turn staffs get motivation, more objective-oriented and satisfied in their work.

Staffs perform at a standard level and their improved performance focuses on business

structural objectives and values.

Employee involvement, co-operation and customer-focused actions resulted in increased

profit and attainment of more customer and market share.

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1.2Dissimilarity between Story’s HRM, personnel and industrial relations

definition:

HRM Personnel management Personnel management and

IR

HRM deals with the improvement

and utilization of human

resources, employees, employers,

suppliers, customers and maintain

quality, commitment to attain

organizational objectives.

It is a directional function

which attempts and directs

to bring efficiency in

operation.

IR means the connection and

relation between employers,

staffs and outside influencers

like Government.

Unilever arranges programs on

health & hygiene improvement

of the people, takes supplier

and expert suggestion and

which creates an effective

supply-chain relation.

Unilever includes activities

like training, advice,

knowledge and keep records

of performance to develop

the personnel.

It includes the relational

perspective of HR,

communication with the

labor-union.

1.3Developing a strategic method to HRM and effect of line managers and

staffs:

HRM is a process and system of recruiting, training and improving the human resources of all

organizational levels. To keep pace with the changing environmental situation, Unilever aims

at selection and development of appropriate skilled candidates to get performance which will

increase the cultural value. HR line managers bear immense responsibilities to conduct HR

requirements for the changed corporate environment. For the line managers and staffs of

Unilever following approaches can be useful and applicable-

i. Creating desire: The line managers need the feeling of desire and importance of HR

responsibility and activity. To implement HR approaches in workplace more

effectively and practically, HR department needs to help them creating a desire.

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ii. Developing capacity: Line managers carry huge short term based and operational

duties which demotivate their HR responsibility. Their capacity in HR activity needs

to be successfully increased along with their operational duties.

iii. Developing competency: Training facilities can be initiated to improve their HR

competencies and skills which will influence them to perform HR activities

effectively.

iv. Providing support: HR professionals need to assist and provide support to the line

managers in successfully implementing HR activities.

v. HR responsibility: Strong HR concept, policies, rules, procedures and

responsibilities will be very helpful for the line managers and employees to clearly

understand the importance of HR activities.

Task- 2 Developing flexibility in place of work.

2.1 Flexibility model theory and practice:

Atkinson’s core and peripheral workforce model:This model defines that stability between

the peripheral and core workforce alters because of the unstructured use of peripheral

workers among the managers. The managers need to maintain suitable core-periphery

strategy for workers, to make sure that they don’t make disproportionate worker selection.

Core workforce:Workforce from this segment is highly proficient, quality performers and

enjoys job security. Flexibility functional form can explain the appropriate strategy for core

workforce. According to Guest (1987), core workforce is known as high commitment

workforce.

Peripheral workforce: Workforce from peripheral area is involved with the numerical and

regular activities of a firm. They complete tasks which are important but not vital for an

organization.

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2.2 Forms of flexibility in organizations:

Workplace flexibility means how swiftly the workers can adapt to fluctuations and changes in

the demand-supply curve of the labor market. The flexibility type defined by Atkinson is

considered as the most appropriate approach. For achieving equilibrium in flexibility in

personnel work environment four approaches can be useful for Unilever.

a. External numerical flexibility:It’s the adaptation of labor entry from external labor

source. It entails the actions like temporary workers acquisition, relaxing the

employee security legislation to be able to fire permanent employees if necessary.

b. Functional flexibility: It involves the movement of workers within the organization

from one function to another. Functional flexibility deals with training and

outsourcing of activities.

c. Temporal flexibility: This includes adaptation of working shifts, flexible time,

flexible schedule and overtime for the present workers.

d. Financial flexibility: This pattern means undertaking variant in wage level among

different individuals but not collectively fixed. This flexibility can be obtained by

assessment-based or performance payment.

Locational flexibility: It’s another flexibility pattern which can be obtained by the

activities of workers outside of typical workplace.

2.3 Flexible workplace practices from manager and worker perspective:

Considering both employer and employee viewpoint, there exist few normally used flexibility

practices in workplace.

Part-time: Staffs spend less time working usually not more than 30-35 hours a week.

Homeworking: Firms hire these types of workers to perform specific tasks which can

be accomplished from their home.

Zero hour contract: This is a type of arrangement between the employees and

employers where no time is specified for performing a task. Employer can offer a job

or not and vice-versa employee can accept the job or not. The compensation is made

on the basis of worked hour.

Teleworking: Workers need not to attend at the workplace but perform the task from

outside or home through the telecommunication.

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Job sharing: Two workers normally share a job usually done by one person. Through

this type of flexibility, payment is minimized through job sharing.

Compressed hours:Employees can work extended hours daily to reach a targeted

total weekly hours which allows them to enjoy a day off per week.

2.4 Effect of fluctuations in labor market on flexible working practice:

For social, economic and environmental changes labor market is changing repeatedly. To

attain organizational objective, organization has to check that they hire appropriate staffs with

necessary competencies and skills for appropriate role. Because of the changes in the labor

market supply-demand curve, work environmental flexibilities should be adapted.

Demography has been reforming the supply and demand of labor market for a long time.

Dropping birthrate reduces the labor supply in market. The increased longevity of people

increases the supply of older people who work after their retirements. Women’s increased

participation in corporate world has changed the scenario of 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:

Workers face discriminations of different categories in their workplace. ILO defined

discrimination because of the differences in individual background, race, age, gender and

characteristics which impede equal opportunity at work. When a firm experiences

discriminations in workers, human development process is constrained, humiliation,

violations take place and as a result the workers lose their motivation and standard. Firm falls

in deep trouble failing to achieve its HRM goal and organizational objectives.

- Discrimination of gender:Firms experience gender discrimination as women face

negligence in workplace compared to their male counterparts who enjoy better opportunity

and dignity. Women become demotivated to participate in corporate world and economic

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process. Firm should deliver equal rights in promotion, recognition and responsibility to both

male and female workers as they have feelings of pride and motivation.

- Discrimination of age:Staffs are discriminated from opportunity of promotion, transfer and

authority because of their age variances. HRM managers should provide equal opportunity of

reward, promotion and transfer to all the staffs based on their performances and

achievements.

- Discrimination of background: Personnel from varied family and institutional background

experience discriminated attitudes, behavior and treatments from the managers. Thus people

from particular educational or family legacy 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 be neglected.

- Discrimination of religion: Staffs of varied religions experience discrimination in job life.

People coming from a minority religious group face numerous problems to cope up with

corporate structure, culture, policy and behavior. Corporate policies should be set as per to

comply with the religious differences and provide them with equal facilities.

- Discrimination of disability: Disable candidates are often underestimated and neglected in

recruitment because of the assumption that they possess less abilities and skills. 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.

3.2 Application of equal opportunity legislation for organization:

For the equal treatment of the staffs and minimizing discrimination in work environment,

firms develop equal opportunity rules. Employee’s right is secured in HR and all other

sectors of operations and managements including job structure, recruitment, reward, transfer

and financial benefits after retirement. Discrimination can be of two types- direct and

indirect.

Direct:Individuals who are discriminated and less favorable than other employees from

desired background, characteristics to the employers.

Indirect:All staffs receive equal rights and rules but those rules might prove impossible or

difficult to comply with because of particular restrictions and culture.

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To introduce and raise equality in all sectors of firm’s structure and activities, a firm should

comply with some crucial factors-

Comply with the workplace legislation act.

Equal promotional and salary opportunities.

Assist employees to build communication between those who own favorable

individualities and those who don’t.

Eradicate any unlawful acts or workplace harassment.

Adapt facilities for staffs that don’t carry particular characteristics.

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 handle discriminations. But diversified workforce

benefits a firm and requires a strategic management of the diversity.

Aspects Managing equal opportunity Managing diversity

Situation is measured as A problematic situation Assets for the firm

Method structure Operational structure Strategic structure

Driver aspects External factors Internal factors

Emphasis on Group discrimination Individual dissimilarities

Proposed effort Integration Mainstream adaptation

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Task- 4 Methods to human resource practices

4.1 Comparing techniques of performance management:

A firm shouldimprove the performance of its staffs to make required modifications through

performance assessment. Different assessment techniques are used for the evaluation of

performance. The techniques of evaluation that can be very useful in valuingquantity and

quality of performance are:

MBO: Performance is graded based on the attainment of structural goal through

performance. Performance standard is predetermined and actual performance is

matched to find new policies and other modifications.

Assessment centers: Managers join assessment centers to join in work associated

exercise and performance is then measured by trainers. Through drills like virtual

work scenario, group mission, the communiqué aptitude, planning proficiency,

leadership excellence, creativity, tolerance range etc. are assessed. This technique is

more trustworthy and effective to evaluate the future development of performance

and requirements than the other evaluation methods.

360 degree feedback: In this technique assessment is determined from supervisors,

team-members and customers, own-self. This system is very useful to get multiple

evaluation, greater self-development and appropriate response.

Psychological assessment: This system is used to measure the potentialities and

understanding for forthcoming performances. Psychological assessment is practiced

by emotional test, knowledge profundity conversation and other in-depth

assessments. This evaluation is used to judge the emotional and motivational aspects

and individualities which affect their work and output.

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4.2 Assessment of employee welfare management:

Worker welfare management comprises of activities that simplifies employee life and make

lives more valuable. Managers must offer assistances, services, inspiration, safety, medical

facilities and cultural events to maintain the labor force for a lengthy period. The purposes of

a firm behind the worker welfare are as follows:

To attainestablished labor force and squeeze labor turnover.

To achieve more efficiency and constructive employee relation this supports co-

operation.

To deliver healthy work atmosphere.

To preserve against trade and labor unions.

To develop job desirability for more effective employment.

Employee welfare applied must be assessed regularly to analyze the financial paybacks and

expenses. Welfare managers requireassessing specificprinciples of welfare management-

Facilities and benefits must be adapted complying with the personal heterogeneity.

This customization of facilities is also known as the cafeteria approach.

Determine if the undertakings fulfill the actual necessities of workforces.

Periodical evaluation will explain the achievement of the accomplishments based on

the criticism.

The cost of welfares should be balanced and viable and the financing methodmust be

well-structured.

4.3 Application of health and safety law on HR:

Health and safety rule controls the health and safety standard must be followed in the

workplace. It targets to prevent harms, accidents at factory, violence and other safety matters.

This is aaccountability ofsupervisors, managers and personnel to effectively abide by safety

guidelines and regulations. Workforces might reject to work if working circumstance is

dangerous. Firm might fail to attract thecapable and talentedstaffs and trapped in competitive

disadvantage. So, to raisebrand image and value of the organization to the prospective labor

market, achieve sustainable workforces and upsurgeefficiency a firm should monitor and

abide by health and safety principles.

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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 effective recruitment process,

improved productivity, training and mitigating discriminations. Some vital and concerned

topical issues are-

Arranging training programs.

Resolution of conflicts.

Effective recruitment process.

Improving productivity.

Safety at workplace.

Maintaining workforce diversity.

Mitigation of discriminations.

Changes in such HR related issues can occur any time and for that employers have to be

prepared to reform and improve the HR activities. Individual difference is a key driver of

alterations in HR approaches and policies.

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References:

Atkinson, 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.

Dahrendorf, R. Kohler, E. and Piotet, F. (1986) New Forms of Work and

Activity, Dublin: European Foundation for the Improvement of Living and Working

Conditions.

Erbes-Seguin, S. (1989) `Flexibility and the Relationship between the Individual

Employment Contract and Collective Labor Law'.

Guest, D E (1987) Human resource management and industrial relations, Journal of

Management Studies, 24 (5), pp. 503–21

Hakim, C. (1989c) `Employment Rights: a Comparison of Part-Time and Full-Time

Employees’, Industrial Law Journal, 18, 2, 69-83

Hewstone, M. & Brown, R. (Eds.). (1986). Contact and conflict in intergroup encounters.

Oxford: Basil Blackwell Ltd.

Lane, C. (1989) `From Welfare Capitalism to Market Capitalism - a Comparative Review of

Trends towards Employment Flexibility in the Labor Markets of Three major

European Societies'.

Nerb, G. (1986) `Employment Problems: Views of Businessmen and the Workforce - Results

of an Employee and Employer Survey on Labor Market Issues in the Member

States'.

Story, D.J. and Johnson, S. (1987) Are Small Firms the Answer to

Unemployment? London: Employment Institute.

 Ulrich, Dave (1996). Human Resource Champions. The next agenda for adding value and

delivering results. Boston, Mass.: Harvard Business School Press.