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EXECUTIVE SUMMARY: II

TASK- 1 VARIOUS PERSPECTIVE OF HUMAN RESOURCE MANAGEMENT 3

1.1 GUEST’S MODEL FOR HRM: 31.2 DISSIMILARITY BETWEEN STORY’S HRM, PERSONNEL AND INDUSTRIAL RELATIONS

DEFINITION: 41.3 DEVELOPING A STRATEGIC METHOD TO HRM AND EFFECT OF LINE MANAGERS AND STAFFS:

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TASK- 2 DEVELOPING FLEXIBILITY IN PLACE OF WORK. 5

2.1 FLEXIBILITY MODEL THEORY AND PRACTICE: 52.2 FORMS OF FLEXIBILITY IN ORGANIZATIONS: 62.3 FLEXIBLE WORKPLACE PRACTICES FROM MANAGER AND WORKER PERSPECTIVE: 62.4 EFFECT OF FLUCTUATIONS IN LABOR MARKET ON FLEXIBLE WORKING PRACTICE: 7

TASK- 3 OUTCOME OF EQUAL OPPORTUNITIES IN PLACE OF WORK 7

3.1 DISCRIMINATION IN WORKPLACE: 73.2 APPLICATION OF EQUAL OPPORTUNITY LEGISLATION FOR ORGANIZATION: 83.3 DISSIMILARITIES BETWEEN EQUAL OPPORTUNITY AND DIVERSITY MANAGEMENT: 9

TASK- 4 METHODS TO HUMAN RESOURCE PRACTICES 9

4.1 COMPARING TECHNIQUES OF PERFORMANCE MANAGEMENT: 94.2 ASSESSMENT OF EMPLOYEE WELFARE MANAGEMENT: 104.3 APPLICATION OF HEALTH AND SAFETY LAW ON HR: 114.4 OUTCOME OF TOPICAL ISSUE ON HR PRACTICES: 11

REFERENCES: 12

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Executive Summary:

Human Resource Management is comprised of the activities which include the management,

development, motivation and maintenance of individual workers working in an organization.

All the organizational segments are anyhow related to HRM. Recruiting, selecting candidates,

improving performance, rewarding employees and maintain safety in workplace, these are

common actions considered under HRM. HR manager performs a very significant role in not

only those actions but also establishing policies to provide equal opportunities disregarding

gender issue, age difference or other discriminating factors. In the competitive, repeatedly

changing labor market, it is very important to consider suitable flexibility issues for the

employees. HRM is responsible to deal with the methods of human resource practices like

performance assessment on various bases. Eventually HRM ensures the positive outcomes for

the organization as a result of healthy human resource practices.

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Task- 1 Various perspective of Human resource management

1.1 Guest’s model for HRM:

An HR model was introduced by David Guest (1997) which is considered to be a superior

model related to other HR models. According to this model, the HR manager adopts various

strategies needed some specific practices and therefore receives the output. The model has six

components which are noted down here sequentially.

Unilever is one of the biggest consumer merchandise producers. Their strategy is to acquire a

sustainable growth, reduce fifty percent of the environmental impact their operation makes

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

maintained by Unilever is stated below-

HR policies established by Unilever are 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.

Because of that the staffs get motivated, 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.

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Financial consequences

Performance outcome

Behavioral output

HR results

HR practices

HR strategies

Involvement of the employee, co-operation within them and customer-focused actions

resulted in increased profit and attainment of more customer and market share.

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

definition:

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

staffs:

HRM plays an important role in all organizational level. Basically it’s the process and system

of recruiting, training and improving the human resources (Herder 2009). It is the aim of

Unilever to select and develop appropriate skilled candidates to get performance that

increases cultural value to keep pace with the changing environmental situation. In this fact,

the HR line managers play an important role. For the line managers and staffs of Unilever

following approaches can be useful and applicable-

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HRM

Definition: HRM deals with the improvement and utilization of human resources, employees, employers, suppliers, customers and maintain quality, commitment to attain organizational objectives.

Unilever arranges programs on health & hygiene improvement of the people, takes supplier and expert suggestion and which creates an effective supply-chain relation.

Personnel management

Definition: It is a directional function which attempts and directs to bring efficiency in operation.

Unilever includes activities like training, advice, knowledge and keep records of performance to develop the personnel.

Personnel management and IR

Definition: IR means the connection and relation between employers, staffs and outside influencers like Government.

It includes the relational perspective of HR, communication with the labor-union.

i. Creating desire: It is important for line managers to feel the desire of importance of

HR responsibility and activity. HR department needs to help them creating a desire to

implement HR approaches in workplace more effectively and practically.

ii. Providing support: Line managers should be provided sufficient supports from the

HR professionals so that they can successfully implement the HR activities.

iii. Developing capacity: Various short terms based and operational duties are carried by

line managers which demotivate their HR responsibility. Their capacity in HR activity

needs to be fruitfully enhanced along with their operational responsibilities.

iv. Competency development: to perform HR activities effectively. Training facilities can

be carried out to improve their HR competencies and skills.

HR responsibility: Line managers and employees can be very much helpful by strong HR

concept, policies, rules, procedures and responsibilities. It will also help them 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 explains that stability between

the peripheral and core workforce alters. This happens because of the unstructured use of

peripheral workers among the managers. A suitable core-periphery strategy for workers is

needed to be maintained by the managers, to make sure that disproportionate worker selection

is never made by them.

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

workforce. They are highly proficient, quality performers and enjoy job security. Flexibility

functional form can explain the appropriate strategy for core workforce.

Peripheral workforce: Peripheral workforce includes the workforce involved with the

numerical and regular activities of a firm. They perform important tasks but these are not

vital for the organization.

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2.2 Forms of flexibility in organizations:

Workplace flexibility is very important for an organization which means how swiftly the

workers can adapt to fluctuations and changes in the demand-supply curve of the labor

market. Atkinson’s approach is considered as the most appropriate flexibility type. For

achieving equilibrium in flexibility in personnel work environment four approaches can be

useful for Unilever.

i. Financial flexibility: Here flexibility can be obtained by assessment-based or

performance payment. This pattern means not making the wage level collectively

fixed, undertaking variant in wage level among different individuals.

ii. 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.

iii. Locational flexibility: The workers’ activities outside of typical workplace can be

another flexibility pattern which is called locational flexibility.

iv. Functional flexibility: Functional flexibility deals with training and outsourcing of

activities. It involves the movement of workers within the organization from one

function to another.

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

time, flexible schedule and overtime for the present workers.

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.

Teleworking: Using telecommunication, workers need not to attend at the workplace

but they can perform the task from outside or home.

Zero hour contract: In this type of arrangement, no time is specified for performing a

task between the employees and employers. Employer can offer a job or not and vice-

versa employee can accept the job or not. Worked hour is made the basis of the

compensation.

Staggered hours: This working system works like when all employees don’t enter or

leave the work at same moment but create huge overlaps.

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Homeworking: There are specific tasks which the workers can accomplish from their

homes.

Job sharing: A job is normally shared by two workers usually done by one person. If

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

Compressed hours: This working system ensures that the employees can work

extended hours daily to reach a targeted total weekly hours and later on which allows

them to enjoy a day off per week.

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

It is important for an organization to attain its organizational objectives. To do so, they need

to make sure that they are hiring appropriate staffs with necessary competencies and skills for

appropriate role. But for social, economic and environmental changes labor market is

changing repeatedly. Because of the changes in the labor market supply-demand curve, work

environmental flexibilities should be adapted.

Demography in labor market: Demography has been reordering the supply and demand of

labor market for a long time. Increased longevity of people has enabled them to work for a

long time. Diminished birth rate is another reason for the reduced labor supply in the market.

Gender proportion in workplace has changed the scenario of policies by the increased

participations of women in corporate world. 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:

ILO has defined that discrimination in workplace can be happened because of the differences

in individual background, race, age, gender and characteristics which impede equal

opportunity at work (Mishael 2012). If this kind of discrimination in workplace takes place,

human development process is constrained, humiliation, violations take place and as a result

the motivation and standard of the workers get lost. Thus the firm falls in deep trouble failing

to achieve its HRM goal and organizational objectives.

Discrimination of gender: Women face negligence in workplace compared to their male

counterparts who enjoy better opportunity and dignity. This kind of practice demotivates

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them to join corporate world and economic process. Equal rights, recognition and

responsibility should be provided to both male and female workers for their motivation.

Discrimination of age: Considering age variances, staffs are discriminated from opportunity

of promotion, transfer and authority. HRM managers should provide equal opportunity of

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

achievements.

Discrimination of background: Discrimination is possible on the basis of the varied family

and institutional background. 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

ignored.

Discrimination of religion: 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. HRM managers should provide

equal opportunity to them during selection process and their performance should be equally

assessed.

3.2 Application of equal opportunity legislation for organization:

Firms and organizations develop equal opportunity rules, so that equal treatment of the staffs

and minimized discrimination in work environment can be ensured. 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-

Creating equal promotional and salary opportunities.

Complying with the workplace legislation act.

Eradicating any unlawful acts or workplace harassment.

Assisting employees building communication between those who own favorable

individualities and those who don’t.

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

3.3 Dissimilarities between equal opportunity and diversity management:The concept of equal opportunity is initiated to handle discrimination. Diversity management

is a model which is called as the development of equal opportunity attitude. But diversified

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

Aspects Managing equal opportunity

Managing diversity

Driver aspects External factors Internal factors

Method structure Operational structure Strategic structure

Situation is measured as A problematic situation Assets for the firm

Focus base Group discrimination Individual dissimilarities

Understanding base Narrower Broader

Suggested effort Integration Mainstream adaptation

Task- 4 Methods to human resource practices

4.1 Comparing techniques of performance management:

Performance assessment is very essential for a firm. It lets the firm know about the required

modifications to improve the performance of the staffs. Different assessment techniques are

used for the evaluation of performance. The techniques of evaluation that can be very useful

in valuing quantity and quality of performance are:

MBO: A predetermined performance standard is maintained and the actual

performance is matched to find new policies and other modifications. It is graded

based on the attainment of structural goal through performance.

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Assessment centers: Managers join assessment centers 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.

Psychological assessment: Psychological assessment is practiced by emotional test,

knowledge profundity conversation and other in-depth assessments. This system is

used to measure the potentialities and understanding for forthcoming performances.

Individualities, emotional and motivational aspects are judged and which affect their

work and output.

360 degree feedback: Supervisors, team-members and customers, own-self

determine the assessment in this process. Appropriate response, multiple evaluation

and greater self-development is possible through this method.

4.2 Assessment of employee welfare management:

Worker welfare management includes the 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 given below:

Delivering healthy work atmosphere.

Developing job desirability for more effective employment.

Attaining established labor force and squeeze labor turnover.

Preserving against trade and labor unions.

Achieving more efficiency and constructive employee relation this supports co-

operation.

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

expenses. Welfare managers require assessing specific principles of welfare management-

Determine if the undertakings are sufficient for fulfilling the actual needs of

workforces.

The financing method must be well-structured and the cost of welfares should be

balanced and viable.

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

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

Periodical evaluation will explain the achievement of the accomplishments based on

the criticism.

4.3 Application of health and safety law on HR:

Health and safety standard must be followed in the workplace according to the health and

safety rule. Prevention of harms, accidents at factory, violence and other safety matters are

dealt in this matter. Supervisors, managers and personnel are accountable to ensure the safety

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

dangerous. Firm might fail to attract the capable and talented staffs and trapped in

competitive disadvantage. So, for raising brand image and value of the organization to the

prospective labor market, achieving sustainable workforces and increasing efficiency, a firm

should monitor and abide by health and safety principles.

According to the Health and Safety at work act (1974), 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 important and

concerned topical issues are given below:

Adopting effective recruitment process.

Improving productivity.

Ensuring safety at workplace.

Maintaining workforce diversity.

Arranging training programs.

Mitigation of discriminations.

Resolution of conflicts.

The employees need to be prepared to reform and improve the HR activities as the changes in

such HR related issues can occur any time (Martin 2013). Various HR approaches and

policies are taken considering individual difference.

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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.

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

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

Herder, J.E. (2009) Issues of Fit in Strategic Human Resource Management: Implications for

research. Human Resource Management Review, 8: 289–309.

Martin, L. (2013) Similarities and Differences in Human Resource Management in the

European Union. Thunderbird International Business Review, 45: 729–756.

Mishael, C.R. (2012) Strategy and Human Resources. Englewood Cliffs, NJ: Prentice-Hall.

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

Unemployment? London: Employment Institute.

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