Mhr 17

Managing Human
Resource
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Submitted to:
Date:

TABLE OF CONTENT:

Executive Summary: .............................................................. 2
Task- 1 Different perspective of Human resource management ............. 3
Guest’s model of HRM: .......................................................... 3
1.1. Difference between Story’s definition on HRM, personnel and
industrial relations:............................................................... 4
1.2 Developing a strategic approach to HRM and impact of line managers
and employees:.................................................................. 4
Task- 2 Developing flexibility within workplace ............................... 5
2.1 Flexibility model in practice: ............................................... 5
Atkinson’s core and peripheral workforce model: .............................. 5
2.2 Types of flexibility for organizations: ................................... 6
2.3 Flexible working practices from employer and employee perspective:... 7
2.4 Impact of changes in labor market on flexible working practice: ....... 8
Task- 3 Impact of equal opportunities in workplace .......................... 8
3.1 Discrimination in workplace: ................................................ 8
3.2 Implication of equal opportunity legislation for organization: ........... 10
Task- 4 Approaches to human resource practices. .......................... 11
4.1 Comparing methods of performance management: ....................... 11
4.2 Evaluation of employee welfare management: ............................ 12
4.4 Impact of topical issue on HR practices: ................................. 13
Conclusion: ....................................................................... 13
References: ...................................................................... 14

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Executive Summary:

Human resources management might not be one of the most important sections of
an organization but in present age of globalization and modernization the
effectiveness and value of human resources is much more imperative for the
organization. That’s why HR management is now more vital and vaster in operating
and in strategy taking. To manage these human resources more efficient and
experienced persons are needed than that of in the previous decades.
In startup companies, HR's duties may be executed by trained professionals. In
larger companies, an entire handy group is usually devoted to the discipline, with
staff specifying in various HR tasks and efficient leadership fetching in strategic
decision making across the business.
In the current global work environment, all global companies are focused on
recollecting the talent and knowledge held by the workforce. All companies are
focused on lowering the employee turnover and conserving knowledge.

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Task- 1

Different perspective of Human resource management

Guest’s model of HRM:
David Guest's (1997) developed a model of HRM which has 6 dimensions of
analysis: HRM strategy, HRM practices, HRM outcomes, Behavior outcomes,
Performance outcomes and Financial outcomes.
The model is dogmatic in the sense that it is based on the statement that HRM is
particularly different from traditional personnel management (rooted in strategic
management, etc.).
It is idealistic, covertly representing the belief that ultimate elements of the HRM
approach such as commitment have a direct relationship with esteemed business
consequences.
Unilever is one of the largest Multinational consumer goods company. Its products
include foods, beverages, cleaning agents and personal care products. It is the
world's third-largest consumer goods company measured by 2011 revenues (after
Procter & Gamble and Nestlé) and the world's largest manufacturer of ice cream.
One of the oldest multinational companies, it currently has operations in over 100
countries.
Unilever established its HR strategies based on the firm’s organizational goals, core
competencies and competitive advantages.
To provide work motivation it maintains a work friendly environment, sufficient
payroll, train supply chain management, prestigious seal for the employees.

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1.1. Difference between Story’s definition on HRM, personnel and
industrial relations:

HRM

Personnel

Industrial Relations

HRM is the selection of In this section management This
appropriate group of staffs, works

to

maintain

relationship

the between

the

goes

employees,

training of the staffs for their growth of the personnel of worker, management and
development

and the

organization.

Here government.

managing, motivating them different training program between
so

that

they

can

work and guideline are provided needed

efficiently to achieve the to accelerate the growth.

Interaction

them
to

is

much

maintain

industrial growth.

organizational goal.

1.2 Developing a strategic approach to HRM and impact of line
managers and employees:
Human resource management is a whole customary of selecting, recruiting, training
and developing the human assets at different organizational level (Kupritz& Cowell
2011). HR managers of Unilever maintain these processes to choose the suitable
employees for the company and train them to make them the best working force of
the industry to keep the reputation of Unilever.
The HR line managers have an enormous impact on the HR activities. They create a
balance into the activities of HR managers and the employees work performances.

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Strategic human resource management is the approaches of taking decisions on the
purposes and plans of the organization through policies, plans and practices.
However it is imperative to remind that for a human resource strategy to work it must
be ranged to the business strategy and the organizational culture which is therefore
stated to as achievement of vertical mixing (Westphal 2012). The choices made in
strategic human resource should not only relate to but should also anticipate critical
needs of the business both now and inn future. They should also be based on proper
study, analysis experienced unity in judgment by the top management of the
organization.
Some of the following strategies areGenerate desires.
Develop capabilities.
Develop proficiency.
Deliver provision.
HR concern.
Maintaining growth.

Task- 2

Developing flexibility within workplace

2.1 Flexibility model in practice:
Atkinson’s core and peripheral workforce model:
Atkinson proposed a model of the flexible firm. In the flexible firm model flexibility is
defined as functional, numerical and financial flexibility (Jaeger& Adair 2011).This
flexibility model describes the balance between the core and peripheral workforce
changes due to the uses of peripheral workforce among managers.
Atkinson proposes an ideal model of the fully flexible firm .Such a firm would employ
a numerically fixed core group of employees. The core would consist of full-time
employees who bring out the main activities of the firm. Surroundings of the core
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employees are the peripheral groups. This model presented management and
government policy makers an outline for identifying the main applies for
development. It proposed that they should pursue to establish long-term employment
with the core regular permanent workers. These are highly trained, skilled and
committed to the organization (Westphal 2012). At that time, they utter other
activities and persons by means of transactional agreements. This approach is
made-up to achieve cost effectiveness. The numerically flexible, nonstandard
peripheral workers are used to protect the regular core labor force from changes in
demand. The concept of core and peripheral workers has been construed by
managers in various ways. Attempts to equate the core with skilled, flexible workers
and the periphery with unskilled, inflexible workers have been criticized as too
unsophisticated. There is the additional difficulty of dual status. This happens when a
worker may instantaneously be a core and a peripheral worker, reliant on the point of
allusion(Jaeger& Adair 2011). The haziness integral in the differences between core
and peripheral workers can also lead to the ostensible flaw of temporary work lasting
longer than permanent work.

2.2 Types of flexibility for organizations:
In modern world flexibility is much more important in business. Without flexibility an
organization cannot sustain in the completive market. According to Atkinson four
strategies can be used for brining symmetry flexibility in workforce of Unilever.
a. External numerical flexibility-Hiring temporary workers
-Fixed-term based contract
-Relaxation of Employment security legislations.
b. Temporal flexibility-Adjustment of working schedule
-Working shifts, flexi time,
-Overtime of currently working employees.
c. Functional flexibility- Shifting of workers from one activity to other activities.
- Training of workers and outsourcing of activities.
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d. Financial flexibility- Variation in wage level from individual to individual but not fixed jointly.
- attained by evaluation based payment, performance based payment.
e. Locational flexibility-It can be accomplished by working of employees outside
of usual workplace.

2.3 Flexible working practices from employer and employee perspective:
Different flexible working practices are done through

Practices

Descriptions

Part-Time

This Workers work less than the fulltime workers. Mainly 5-6
hours a day.

Teleworking

In this format the workers done their job t5hrough
telecommunication system. Like the call-service center of
any company.

Homeworking

This workers work at their home in the purpose of
completing any specific or special job.

Job-sharing

Here some of the workers share their job by group working
or time-based or part-based working. This is done to
complete the job in time or to bring variation.

Compressed-hours

Permits employees to work total fixed weekly hours in less
than 5 days to enjoy a full day off every week.

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2.4 Impact of changes in labor market on flexible working practice:
A labor market can be defined as the appliance through which human labor is bought
and sold as a service and the means by which labor demand (the number and type
of available jobs) is matched with labor supply.
Changing organizational framework is affecting the market asit become more
impulsive and vibrant then firms must respond likewise and increase the flexibility
both of organizational form and their workforce (Ruppert& Green 2012). It has
become acknowledged wisdom that stiff administrative forms of organization,
characterized by vertical hierarchies of authority, centralization of control and task
specialization, are not adjustable or open enough to cope with the demands of
twenty-first-century capitalism.
Labor markets are in a nonstop state of change not least because of long-term
demographic trends shaping the composition of the labor supply. Many Western
nations and other progressive economies such as Japan have ageing populations as
a result of falling birth rates and lengthening life expectancy. The labor market is,
therefore, gradually poised of older workers, many working beyond retirement out of
choice or pressure, as the supply of new labor market candidates continues to
lessen. In the UK, for example, the population aged over 65 grew by 31 per cent
from mid-1971 to mid-2006, whilst the population aged under 16 declined by 19 per
cent over the same period.

Task- 3

Impact of equal opportunities in workplace

3.1 Discrimination in workplace:
Discrimination in employment and occupation takes many forms, and arises in all
kinds of work settings. It involves considering people differently because of certain
characteristics, such as race, color or sex, which results in the damage of equality of
opportunity and treatment. In other words, discrimination results in and emphasizes
dissimilarities. The freedom of human beings to develop their capabilities and to
choose and trail their professional and personal ambitions is limited, without regard
for ability. Skills and competencies cannot be developed, rewards to work are

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deprived of and a sense of humiliation, frustration and subjection takes over.
Different types of discriminations are described belowAge:Age discrimination at work is unlawful. All employees and workers of any
age are sheltered from age discrimination including partners in firms, contract
workers and anyone in vocational training some cases different treatment of a
worker or employee because of their age can be justified.
Disability: Employees with disabilities share the same common employment
rights as other workers. It is unlawful for employers to victimize against people
with disabilities for a reason related to their disability, in all aspects of
employment, unless this can be defensible.
Race/Color:It is unlawful for an employer to discriminate in recruitment and
selection by his/her color which includes arrangements for deciding who
should be offered employment.
Religion:It is against the law for an employer to discriminate against
employees because of his/her religion or definite beliefs.
Sex:Organization gets some discrimination of gender as women are
mistreated in the workplace and male colleagues get more opportunities,
vanity and superiority
Sexual Harassment: It's against the law for an employer to discriminate
against anyone because of his/her sexual orientation. The employees are also
protected against harassment or bullying at work.

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3.2 Implication of equal opportunity legislation for organization:
It is important to ensure the equal opportunities for all employees. That’s why proper
implication of equal opportunity legislation is very significant in the organization.
Because, to motivate employees and to ensure well organized work environment the
discrimination between employees should be erased by implementing the
laws(Jaeger& Adair 2011).
Managers should take some initiatives to diminish the discrimination from their
organization. These may beAbolish aggravation or any kind of unlawful acts.
Provide good relationship opportunities between the people who have
auspicious features and persons who don’t.
Equal salary for each job, promotional opportunities.
Stand by the regulation act in workplace.

3.3 Differences between managing equal opportunity and diversity:
One of the core differences between managing diversity and equal opportunity is
related with the force for change. Whereas external forces, such as government
regulations, social justice, ethical and human rights etc., tend to get-up-and-go the
equal opportunity, managing diversity tends to be driven by internal forces within the
organizational assembly and is instantly associated with the bottom line. Another
difference between these two approaches is their goals (Westphal 2012). The goal of
equal opportunity has been stated as social justice and remedying errors that have
been made previously in the past. Managing diversity is watched as a more
combined approach to put equality into practice and is designated to be the
accountability of all managers, whereas equal opportunity approaches are driven
only by the human resource managers.

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Task- 4

Approaches to human resource practices.

4.1 Comparing methods of performance management:
To adequately describe performance the organization must first set out clear job
descriptions and process flows(Rupert& Green 2012). This confirms that there is no
mix-up over what should be done and who is eventually answerable. When these are
in place the company can then look at setting up explanations for lunar act as set
against international or industry standards. The future oriented methods of appraisal
that can be castoff in calculating quality and quantity of performance are given
below:
1.

Management by Objectives: It means management by objectives and the

performance is rated against the achievement of objectives stated by the
management. MBO process goes as under.
Establish goals and desired outcomes for each subordinate
Setting performance standards
Comparison of actual goals with goals attained by the employee
Establish new goals and new strategies for goals not achieved in previous
year.
2.

Psychological Appraisals: These appraisals are more engaged to assess

employee’s potential for future performance rather than the past one. It is done in the
form of in-depth interviews, psychological tests, and discussion with supervisors and
review of other evaluations (Ruppert& Green 2012). It is more fixated on employees
emotional, intellectual, and motivational and other personal physiognomies affecting
his performance. However quality of these appraisals largely depends upon the skills
of psychologists who execute the evaluation.
3.

Assessment Centers: This technique was first developed in USA and UK in

1943. It is more absorbed on observation of behaviors athwart a series of select
exercises or work samples. Assesses are demanded to participate in in-basket
exercises,
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work

groups,

computer

simulations

etc

(Srikanth

2011).

The

characteristics measured in assessment center can be assertiveness, persuasive
ability, communicating ability, planning and organizational ability, resistance to
stress, energy level, decision making, sensitivity to feelings, administrative ability,
creativity and mental alertness etc. Disadvantages – Costs of employees traveling
and lodging, psychologists, ratings strongly influenced by assesses inter-personal
skills.
4.

360-Degree Feedback: It is a technique which is systematic collection of

performance data on an individual group. This technique is highly useful in terms of
broader perspective, greater self-development and multi-source feedback is useful.
360-degree appraisals are useful to measure inter-personal skills, customer
satisfaction and team building skills. However on the negative side, receiving
feedback from multiple sources can be threatening, menacing etc.

4.2 Evaluation of employee welfare management:
This Management works for making the life of employees much better. This
management tries to figure out the needs of the employees, their satisfactory factors,
motivational accelerator, job security, future security. The evolution of tis
management is a critical process, because it cannot be done by work rate, statistical
data, and paperwork. This may be judged by the satisfactory level of the employees.
This can be determined by the reward level for the employees or the welfare funding
by the management or by the initiatives of the management for securing the future of
the employees.

4.3 Implication of health and safety legislation on HR:
Health and safety law controls the health and safety standard to be preserved in the
workplace. It’s intention is to prevent injuries, accidents at workplace, violence and
other workplace safety issues. This is a duty of managers, supervisors and
employees to effectively implement the safety rules and regulations.

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Health and Safety at work act (1974) expressesessential principles of workplace
safety, health and welfare issue and the duties of the managers, employees and
those stakeholders who are theregulator in the work foundation.

4.4 Impact of topical issue on HR practices:
The topical issues mean the current issues which are going into the present world.
This is a huge impact on the HR practices. This can bring some changes in the
strategies of the HR managers which may include in the recruiting and selecting
process, payroll classification, work distribution, performance evaluation etc.

Conclusion:
In changing world HR managers rare facing different challenges in their job. In the
competitive market it is the duty of the HR managers to ensure the highest job
satisfaction level for the employees. Because it’s the work performance of the
employees which will generate the performance of the organization in the market.

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References:
Jaeger, M, & Adair, D 2011., ‘Managing people in the firm’: Evaluating learning
effectiveness', Australasian Journal Of Engineering Education,vol. 18, no. 1,
p. 1.
Kupritz, V, & Cowell, E 2011, 'Productive Management Communication', Journal Of
Business Communication, vol. 48, no. 1, pp. 54-82.
Ruppert, B, & Green, D 2012, 'Practicing What We Teach: Credibility and Alignment
in the Business Humen Resource, Business Communication Quarterly, vol.
75, no. 1, pp. 29-44.
Srikanth,

K

2011,

'Integrating

distributed

work:

comparing

task

design,

communication, and tacit coordination mechanisms', Strategic Management
Journal, vol. 32, no. 8, pp. 849-875.
Westphal, J 2012, ‘People and their works’,Administrative Science Quarterly, vol. 57,
no. 2, pp. 217-268.

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