1. Assignment on
Managing Human Resource
Submitted by:
Submitted to
Date of Submission:
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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 Development of Strategic Approaches and its Implication 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 increases Productivity
8
2.3 Flexible Working Practices from Employee and Employers perspective
2.4 Impact of implementing in Flexible Working Practices
9
10
Task 3 Impact of Equal Opportunities in Workplace
11
3.1 Various Forms of Discrimination in Workplace
11
3.2 Practical Implication of Equal Opportunities Legislation for Organization
12
3.3. Difference between Managing Equal Opportunities and Managing Diversity 12
Task 4: Approaches of Human Resource Practice
13
4.1 Various Methods of Performance Management
13
4.2 Approaches of Managing Employee Welfare
14
4.3 Health and Safety Legislation on Human Resources PracticesImplication14
4.4 Impact of Topical Issues on HR Practices
15
Conclusion
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References
16
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3. Executive Summary
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. Assuming that the employees of an organization are individuals with own mental
maps and perceptions, own goals and own personalities and as such they cannot be perceived as
a whole, HRM holds that the organization should be able to employ both individual and group
psychology in order to commit employees to the achievement of organizational goals. Aiming to
enable the organization to achieve its strategic goals by attracting, retaining and developing
employees, HRM functions as the link between the organization and the employees. 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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4. Task 1: Different Perspective of Human Resource Management
1.1Guest’s Model of HRM
David Guest developed a Human Resource Management Model that shows the relationship
between HRM activities and organizational strategy more clearly. The central idea of his model
is that HRM practices should be designed to produce high-quality employees who are flexible
and committed to their organization (Budhwar, P, 2000). Guest sees employee commitment as a
vital HRM outcome that is concerned with binding employees to the organization and obtaining
the behavioral outcomes of increased effort, co-operation, involvement and what he calls
organizational citizenship. Guest’s Model is based on the perception that HRM is distinctly
different from traditional Personal Management and rooted in strategic management.
David Guest’s model has 6 dimensions of analysis: HR Strategy, HR Practice, HR Outcomes,
Behavior Outcomes, Performance Outcomes, and Financial Outcomes.
Unilever is a multinational company and the module is rather complicated to calculate the
specific HRM strategic and it’s rather concern on individual performance than social index.
Unilever uses Guest’s Model of HRM as a measure critically classifies the HRM input and out
puts that encourages its human resources to upgrade the performance so that organization’s goal
can be achieved ensuring large market share and customer.
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5. 1.2Difference Between Definitions HRM, Personnel and IR Practices
HRM
Personnel Management
Industrial Relationship
Human resource management Personnel Management is thus Industrial
is
concerned
with
the basically
development
administrative multidisciplinary
and record-keeping function, at the studies
implementation
strategies,
of
with
the
are Management
corporate maintain
attempts
fair
terms
is
field
a
that
employment
people operational level. Personnel relationship.
which
integrated
an
relation
Industrial
to relations is increasingly being
and called employment relations
strategies, and ensures that the conditions
of
employment, or employee relations because
culture, values and structure of while
the
same
the
organization,
quality,
and
motivation
at
the efficiently
and personnel
commitment of its members individual
contribute
fully
achievement
of
to
its
time, of the importance of non-
managing industrial
activities
departments
for relationship
employment
(Delery,
J.E,
etc. 1998)
the (Boxall, P.F,1992)
goals
(Barney, J.B, 1991)
Unilever
Performs
the Unilever
Sustainable Living Plans for trainings,
customers,
suppliers
consult
and
experts
arranges
different Unilever always focuses to
seminars
and maintain a good relationship
with provides the proper guideline between the labor union and
for to increase the performance of the management.
efficient and smooth supply- their employees.
chain relationship.
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6. 1.3Development of Strategic Approaches of HRM and its Implication on
Employees
The whole approach toward HRM has undergone a sea of change over the years and iscontinuing
to do so. In the initial stages, HRM, guided by humanistic considerations, wasseen as a
philosophy that development of people in an organization is a prime responsibilityof
management. This approach took the view that human beings should not be seen as aresource
rather employee development is the responsibility of the employer. Unilever alwaysfocuses to
maintain a sound HR policy that will help this organization to enhance theemployee performance
and their productivity. The following strategies can be of more use to the line managers of
Unilever to cope with its organization goal.
Knowledge Management
Knowledge Management is any process or practice of creating, acquiring, capturing, sharingand
using knowledge wherever it resides to enhance learning, productivity and performancein
organization. HRM policies focuses on developing the firm-specific knowledge and skillsthat
are the result of organizational learning processes.
Reward Management:
HRM
policies
aim
to
engage
motivation,
job
engagement
and
commitment
by
introducingpolicies and procedures that will ensure that people are rewarded and valued for what
they doand achieve for the levels of skills and competence they reach.
Employee Relations:
This HR policy aims to create an environment where harmonious and productiverelationships
can be maintained through partnership between management and employeesand their trade
union.
Meeting Diverse Needs:
HRM aims to develop and implement policies that balance and adapt to the needs of
itsstakeholders and provide the management of diverse work force taking into account
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7. personalneeds, work style, individual and group differences in employment and ensuring
equalopportunities for all.
Task 2: Ways of Developing Flexibility within Work place
2.1 Atkinson’s Model
Atkinson proposed a model of the flexible firm in 1984. In the flexible firm model flexibility is
defined as functional, numerical and financial flexibility. Guest’s well-critiqued ‘recipe’ for high
commitment management included the necessity for intrinsically rewarding work and job
security Atkinson suggested a division of employees into two main groups, core and peripheral
workers (Boxall, P,2003).
Core Workforce:
The core workforce is characterized by permanent, highly skilled employees with internal career
paths. As a result, ‘core’ employees tend to experience a higher degree of job security with
resources provided for training in firm-specific skills not readily bought in. This segment of the
organization is characterized by functional forms of flexibility.
Peripheral Workforce:
Atkinson argues that the peripheral workforce is associated with the organization’s development
of numerical flexibility. The key function or strategic aspect of this sector for the organization is
the undertaking of day-to-day activities which are important but not vital to the organization.
However, the peripheral workforce, as defined by Atkinson is more complex than originally
thought.
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8. 2.2 Types of Flexibility that Increases Productivity
Flexible working gives employees flexibility on how long, where and when they work.
Employees access flexible working through human resources policies, which usually require
supervisory approval.According to Atkinson (1984) four types of flexibility can be used for
bringing equilibrium in Unilever workforce.
Functional Flexibility
It allows employees to combine skills and competencies in order to increase their mobility across
the various channels of production. Functional flexibility 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.
Numerical Flexibility:
It refers to the possibility of the organization to adapt the number of its labor on a short-notice,
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. Numerical flexibility
is often related with limited employment security rights.
Financial Flexibility:
It is linked with efforts on behalf of the organization to reduce labor costs in order to protect
profitability. To be applied, it requires partial use of temporal flexibility along with of cost
savings that come from using through the adjustment of wage levels to reflect performance on
individual, group or organizational levels
Temporal Flexibility:
It refers to shifting working hours so as 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. Part-time employment also might be used by the
organization to face even tougher peaks in demand.
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9. 2.3 Flexibility Working Practices from Employer and Employee perspective
Flexible work programs are work arrangements wherein employees are given greater scheduling
freedom in how they fulfill the obligations of their positions. Flexible work arrangements can
take any number of forms. Some of them are mentioned below.
Flex Time Schedule: A flex or alternative work schedule is a scheduling arrangement that
permits a variation from the employee's core hours in starting and departure times, but does not
alter the total number of hours worked in a week.
Job Sharing: A job share arrangement is a form of regular part-time work in which two people
share the responsibilities of one regular, full-time position. These positions are regular part-time
and as such must involve at least a 50% commitment. Therefore, the time commitment of each of
the two individuals participating must be at least 20 hours per week.
Compressed Work Week: A compressed work schedule allows an employee to work a
traditional 35-40 hour workweek in less than five workdays. Many compressed work schedule
options may be negotiated
Flex Place: A flex place arrangement is an option that allows an employee to work at home or
another off-site location, for a specified number of hours per week, and for a pre-set, limited
duration
Telework/Homework:
Workers
work
remotely
from
their
own
homes,
using
a
telecommunications connection to the workplace if necessary
Shift Working A continual way of working where employees work according to a time based
system.
Part-Time Work: Workers who typically work less than 35 hours per week.
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10. 2.4 Impact of Implementing Flexible working Practices
The majority of efforts to introduce and establish employment flexibility are primarily driven by
the motive to secure organizational interests, with little attention paid to the core of the
workforce and consequently to the overall levels of commitment. Flexible work programs
provide a way for businesses to increase employee loyalty without resorting to making
fundamental changes in their operations.
This practice can actually have a positive impact on the productivity of employees. They contend
that 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 (Debrah Y, 2001)
Business can also use flexible programs to address institutional problems. A small- or 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. Flexible work programs can be beneficial to companies by enhancing their public
image and expanding the number of hours during which customers can be serviced.
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11. Task 3: Impact of Equal Opportunities in Workplace
3.1 Various Forms of Discrimination in Workplace
Discrimination" means unequal treatment. According to ILO (International Labor Organization)
various discriminations occurs because of individual characteristics, race, gender, age,
background which creates inequality in workplace.
Direct Discrimination
This is when an employer takes adverse action against an employee because of such things as
their race, color, sex or age. This is treating one person less favorably than another in the same or
similar circumstances or segregating them from others solely. Refusing to employ someone who
has the required skills because they are, for example, deaf, over a certain age or pregnant would
constitute such discrimination.
Indirect Discrimination
It occurs where there is a provision, criterion or practice which applies equally to everyone but
which, in practice, has an adverse impact on a particular group and cannot be justified. For
Example an unnecessary physical or age requirement can discriminate against women or
disabled people
Systemic Discrimination
Systemic discrimination is widespread and long-term. It happens to a group of people because of
a shared characteristic such as disability, race, color or sex. It is often part of a workplace policy,
practice or culture
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12. 3.2 Practical Implication of Equal Opportunity Legislation for Organizations
Equal opportunity is a stipulation that all people should be treated similarly, unhampered by
artificial barriers or prejudices or preferences, except when particular distinctions can be
explicitly justified. Equal Employment Opportunity [EEO] is a management and legal issue,
which aims to renderdiscrimination, victimization, sexual harassment or harassment in
employment and volunteer roles unlawful (Christensen Hughes, J.M, 2002) Equal Opportunity
laws oblige people not to commit certain acts, and provide a remedy for individuals when
unlawful acts are committed. In Recent Times Companies are undertaking the following tasks to
reduce discrimination so that it can enhance the productivity
 Ensuring equal salaries, increments and promotional opportunities
 Implementing EEO effectively to make sure that the policy is clear to all employees
 Create an environment where employees will feel comfortable.
 Adjusted opportunities to facilitate those who don’t have certain characteristics
3.3 Differences between Managing Equal Opportunities and Managing
Diversities
Diversity exists when groups of people bring their own backgrounds and experiences to an
organization or workplace. Managing diversity involves using these resources and experiences
for the benefit of the organization.
Factors
Managing Equal Opportunities
Managing Diversities
Driver Factors
External
Internal
Knowledge base
Narrower
Wider
Focuses on
Group Discrimination
Individual differences
Approach Structure
Operational
Strategic
Suitable for
Assimilation advocate
Mainstream Adaption Advocate
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13. Task 4: Approaches of Human Resource Practice
4.1 Various Methods of Performance Management
Performance appraisal is a formal interaction between an employee and her manager. This is
when the performance of the employee is assessed and discussed in thorough detail, with the
manager communicating the weaknesses and strengths observed in the employee and also
identifying opportunities for the employee to develop professionally (Guest, D.E, 2001)
Graphic Rating Scale
Graphic rating scales are ideal for production-oriented work environments, as well as for other
workplaces that move at a fast pace, such as those found in the food and beverage industry. A
rating scale consists of a list of job duties, performance standards and a scale usually from 1 to 5
for rating employee performance.
Management by Objectives (MBO)
MBOs start with identifying employee goals, and from that point the employee and her manager
list the resources necessary to achieve those goals. The next section of MBOs consists of the
timelines for achieving each goal. The employee's performance is measured by how many of her
goals she accomplished within the designated time frame
360-Degree Feedback
A common performance appraisal method is the 360-degree feedback. In this method, a human
resources manager, interviews an employee, supervisor, peers and any direct reports. This
technique allows an appraiser to gain a complete profile of the employee.
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14. 4.2 Approaches of Managing Employee Welfare
Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration (Katou, A, 2000). The
employee welfare schemes can be classified into two categories such as Statutory and NonStatutory welfare schemes.
Statutory Welfare Scheme: The statutory schemes are those schemes that are compulsory to
provide by an organization as compliance to the laws governing employee health and safety.
These include provisions provided in industrial acts like Factories Act 1948, Dock Workers Act
(safety, health and welfare) 1986, Mines Act 1962
Non-Statutory Welfare Scheme:
The non-statutory schemes differ from organization to organization and from industry to
industry. It includes Personal Health Care, Flex time, Employee Assistance Program, Maternity
& Adoption Leave and many others.
4.3
Health
and
Safety
Legislation
on
Human
Resource
Practice
Implementation
Human resources professionals play an important role in ensuring employee health and safety, as
they know the workplace, the employees and their job demands. In many organizations, health
and safety responsibilities are within the human resources department. 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 (Kay, J, 1993).
Health and Safety at work act (1974) articulates basic principles of, health and welfare issue,
workplace safety and the responsibilities of the managers, employees and those stakeholders who
have control in the work premise. In some jurisdictions Workers Compensation Boards provide
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15. ongoing training and resources about occupational health and safety. In the links below, we've
included the body responsible for providing this information and, where they are separate
organizations, the link to the Workers Compensation Board.
4.4 Impact of Topical Issues on HR Practices
Managing Human Resource is a strategic and broad approach to manage personnel and
workplace environment and culture. Effective HRM enables staffs to contribute effectively and
productively to the overall company direction and accomplishment of the firm’s goals and
objectives. Topical issues in HR arise when employees try to enhance the productivity, try to
recruit effectively and sort out the discrimination in the workplace. Most cmmon topical issues
of HR are:
 Recruiting Employees
 Preventing Discrimination
 Resolving Problems
 Arranging Training
 Providing safe working environment
 Ensuring Productivity
 Handling Outsourcing
Conclusion
The practice of HRM must be viewed through the prism of overall strategic goals for the
organization instead of a standalone tint that takes a unit based or a micro approach. The idea
here is to adopt a holistic perspective towards HRM that ensures that there are no piecemeal
strategies and the HRM policy enmeshes itself fully with those of the organizational goals.
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16. References
Barney, J.B. (1991) Firm Resources and Sustained Competitive Advantage.Journal of
Management, 17(1): 99–120.
Boxall, P. and Purcell, J. (2003) Strategy and Human Resource Management. Basingstoke:
Plagrave
Boxall, P.F. (1992) Strategic Human Resource Management: Beginning of a new theoretical
sophistication? Human Resource Management Journal, 2(3): 60–79.
Budhwar, P. (2000b) A Reappraisal of HRM Models in Britain. Journal of General
Management, 26(2): 72–91
Budhwar, P. and Debrah, Y. (2001) Rethinking Comparative and Cross National Human
Resource Management Research. The International Journal of Human Resource
Management, 12(3): 497–515.
Christensen Hughes, J.M. (2002) HRM and Universalism: Is there one best way? International
Journal of Contemporary Hospitality,14: 221–228
Delery, J.E. (1998) Issues of Fit in Strategic Human Resource Management: Implications for
research. Human Resource Management Review,8: 289–309
Guest, D.E. (2001) Human Resource Management: When research confronts theory.
International Journal of Human Resource Management, 12: 1092–1106.
Katou, A. and Budhwar, P. (2006) Human Resource Management Systems on Organizational
Performance: A test of mediating model in the Greek manufacturing context.
International Journal of Human Resource Management, 17(7): 1223–125
Kay, J. (1993) Foundations of Corporate Success: How Business Strategies Add Value. New
York: Oxford University Press
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