An Assignment On

Managing Human Resource

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Table of content

Contents page

Executive Summary: iii

Task- 1

1.1 Cileingh’s model for HRM: 4

1.2 Dissimilarity between Story’s HRM, personnel and industrial relations definition: 5

1.3 Developing a strategic method to HRM and effect of line managers and staffs: 5

Task- 2

2.1 Flexibility model theory and practice: 6

2.2 Forms of flexibility in organizations: 7

2.3 Flexible workplace practices from manager and worker perspective: 7

2.4 Effect of fluctuations in labor market on flexible working practice: 8

Task- 3

3.1 Discrimination in workplace: 8

3.2 Application of equal opportunity legislation for organization: 9

3.3 Dissimilarities between equal opportunity and diversity management: 10

Task- 4

4.1 Comparing techniques of performance management: 11

4.2 Assessment of employee welfare management: 12

4.3 Application of health and safety law on HR: 12

4.4 Outcome of topical issue on HR practices: 13

References: 14

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EXECUTIVE SUMMARY:

Human resource management includes the activities related to supervise, maintain, and

improve and effective utilization of available human resource available at workplace. It can

be considered as the brain of any organization as it ensures effective and efficient utilization

of workforce which is the most important asset of any organization. HRM activities are

carried out in almost every section of an organization including hiring new employees,

monitoring, controlling and improving their performance through inspiring and rewarding

them, mitigating discrimination at workplace and providing sufficient safety and security to

the workers. Developing flexibility and employee welfare management are policies to ensure

equality at workplace. It is the task of HRM to recruit best fit employees in order to cope with

the continuously changing labor market. Throughout these activities, HRM maintains a

healthy relationship among employers and employees which ensures upholding

organizational structure and obtaining organizational objectives.

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TASK- 1 VARIOUS PERSPECTIVE OF HUMAN RESOURCE MANAGEMENT

1.1 Cileingh’s model for HRM:

In 1997 David Cileingh introduced an HR model which is considered as superior to other

existing HR models. The main concept of this model is that an HR manager has to take

initiatives with several strategies which require particular practices that result in managerial

output. This model constitutes of six components which are shown in sequence in the figure

below.

- .

Unilever is one of the biggest producers of consumer merchandise which always aims at

achieving consistent growth, keeping the environmental impact of their operation to half and

doubling the revenue. The relation between the Cileingh’s model and the HR policies of

Unilever is stated below-

HR policies of Unilever are established in such a way that they are associated with the

organizational basic structure and its objectives.

Motivation and satisfaction among the staffs of the organization is ensured by A

discrimination free working environment with equal right of each employee, long term

commitment via controlled supply chain management and strictly maintaining child labor

policy.

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HR Practices HR Results

Behavioral Output

HR Strategies

Financial Consequences

Performance Outcome

Staffs always perform focusing on organizational structural objectives and values.

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

profit and attainment of more customer and market share.

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

HRM Personnel management Industrial Relations

HRM deals with the utilization

and improvement of available

human resources and achieve

organizational objectives via

maintaining quality and delivery

commitment.

It is defined as a directional

function which attempts and

aims to bring operational

efficiency.

IR means the communication

and relation between

employers, workers and

outside influencers like

Government.

Health and hygiene

improvement programs are

arranged by Unilever that

include supplier and expert

suggestion. This 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 relationship

perspective of Human

Resource and communication

with the labor-union.

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

The process and system of hiring, training and developing the available human resource is

known as HRM. Unilever aims at selecting and developing skilled candidates to help them

giving desired performance output in order to change with the continuously changing

environmental situation. It is the responsibility of HR line managers to carry out the HR

requirements for the changing corporate environment. The following tactics can be effective

and appropriate for the line managers and staffs of Unilever:

Developing Skills: Training programs can be arranged to improve HR competency

and skills. This will improve their effectiveness in performing HR activities.s

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Desire Creation: It is important to motivate the line managers properly so that they

actually can feel the desire and importance of HR activity. This helps in implementing

more effective and practical HR approach in workplace.

Providing support: It is necessary to provide continuous support to the HR line

managers.

HR responsibility: Strong HR model, policies, rules, strategies and responsibilities

will be useful for the line managers to absolutely understand the prominence of HR

activities.

Developing capacity: Line managers have to perform enormous amount of

operational duties which may demotivate their HR responsibility. So, their capacity in

HR activity needs to be concurrently increased along with their operational duties.

TASK- 2 DEVELOPING FLEXIBILITY IN PLACE OF WORK.

2.1 Flexibility model theory and practice:

Denial’s core and peripheral workforce model: According to this model the stability

between the peripheral and core workforce varies as a result of the unstructured use of

peripheral workers among the managers. It is necessary that managers maintain a suitable

core-periphery approach for workers, to make sure that they don’t make inconsistent worker

selection.

Core workforce: Employees that are dexterous, capable of providing quality performance

and enjoy job security lies in the core workforce. Flexibility functional form can explain the

appropriate strategy for core workforce. Core workforce is known as high commitment

workforce according to Cileingh (1987).

Peripheral workforce: Workforce that performs the regular activities of the firm is known

as peripheral workforce. They accomplish tasks which are important but not vital for an

organization.

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2.2 Forms of flexibility in organizations:

How swiftly the workers can adapt to any change or oscillation in the demand-supply curve

of the labor market defines the workforce flexibility. Denial defined the most appropriate

approach in defining flexibility type which can be useful for Unilever for attaining

equilibrium in flexibility in personnel work environment.

Functional flexibility: It indicates to the flexibility in movement of the workers

within the organization from one function to another. It mainly deals with outsourcing

and training of activities.

External numerical flexibility: It involves that organization can adapt with the labor

entry from external labor source. It implements the actions like hiring temporary

workers, relaxing the employee security legislation so that it is possible to lay off

permanent workers if necessary.

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

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

performance payment or assessment-based.

Locational flexibility: Another form of flexibility that can be obtained by the

activities of workers outside the typical workplace.

Temporal flexibility: This includes flexible working shifts, flexible time, flexible

schedule and overtime for the present workers.

2.3 Flexible workplace practices from manager and worker perspective:

The followings are the existing flexibility practices in workplace considering both employer

and employee perspective:

Part-time: Workers have to usually work not more than 30-35 hours per week.

Teleworking: Workers can perform the task from outside or home through the

telecommunication with being physically present at the workplace.

Homeworking: These types of workers perform specific tasks from their home.

Job sharing: Minimum two workers share a job which is actually one person’s job.

Payment is minimized through job sharing.

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Zero hour contract: In this type of arrangement, there is no time specification for

accomplishing a task. Employer can offer a job or not and in the same way employee

can accept the job or not according to his wish. The payment is made according to the

worked hours.

Staggered hours: When all employees don’t enter or leave the work at same time but

create huge overlaps, then this working system is applicable.

Compressed hours: A total targeted week hours is fixed for each employee.

Employees can overtime to reach that targeted week hours to enjoy an off day per

week.

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

Labor market is changing continuously as a result of economic, social and environmental

change. Organization needs to ensure that employees with appropriate and necessary skills

that suit their role are hired. Without this it is impossible to achieve organizational objectives.

Work environmental flexibilities should be adapted as the labor market supply-demand curve

continuously changes.

Demography in labor market: Demography acts as a crucial factor behind the supply and

demand of labor market. If birthrate of a particular region reduces then market labor supply

automatically reduces. Increase in average lifetime of people increases the supply of older

people who work after their retirements. Increased participation of women in workplace has

changed the 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:

There are differences in background, race, age, gender and characteristics of each individual

worker which can act as impediment for equal opportunity at work. So, ILO defined

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discrimination at workplace. When a firm experiences discriminations in workers, human

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

the workers lose their motivation and standard. It creates a unhealthy workplace environment

which may result in failing to achieve organizational objective.

Gender Discrimination: Often women workers face discrimination in workplace as

the male workers enjoy better facilities and assigned with opportunity of

accomplishing most important tasks. As a become women become demoralized to

participate in corporate world and economic process. It is the duty of the firm to

ensure equal rights in promotion, recognition and responsibility to both male and

female workers as they have feelings of pride and motivation.

Discrimination of age: In this kind, discrimination occurs due to age variance. HRM

managers should provide equal opportunity of reward, promotion and transfer to all

the workers based on their performances and achievements rather than their age.

Discrimination of religion: People coming from a minority religious group face

numerous adversities to cope up with other workers, corporate structure, culture,

policy and behavior. Corporate policies should be set as per as to prevail no

communal or religion discrimination.

Discrimination of disability: Physically disable people are often handled with

disgrace. 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.

Discrimination of background: Workers may come from different family or

educational background experience. It is a common scenario that people from

particular family legacy or institute 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 not be considered.

3.2 Application of equal opportunity legislation for organization:

Firms develop equal opportunity rules to minimize discrimination in workplace environment

and assure equal rights. Employee’s right is secured in HR and managements and all other

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

financial benefits after retirement. Two types of discrimination are discussed below.

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1. Direct: Providing any kind of benefits or more opportunities to employees from

desired background.

2. Indirect: Rules state equal rights for all staffs .But it is difficult or even may be

impossible to imply those rules because of particular restrictions and culture.

A firm should comply with some crucial factors to introduce and improve equality in all

sectors of firm’s structure and activities,

Comply with the workplace legislation act.

Assisting employees to communicate between those who enjoy favor and those who

don’t.

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

Equal salary and promotional opportunities.

Eliminate any illegal acts or workplace harassment.

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 minimize discriminations. But diversified

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

Aspects Managing equal opportunity Managing diversity

Method structure Operational structure Strategic structure

Situation is measured as A problematic situation Assets for the firm

Driver aspects External factors Internal factors

Suggested effort Integration Mainstream adaptation

Focus base Group discrimination Individual dissimilarities

Understanding base Narrower Broader

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TASK- 4 METHODS TO HUMAN RESOURCE PRACTICES

4.1 Comparing techniques of performance management:

To improve the performance of its staffs, a firm needs to make required adjustments through

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

performance. The useful techniques in evaluating quantity and quality of performance are:

Assessment centers: Managers join assessment centers to take part in exercise

associated with work and their performance is measured by trainers. Virtual work

scenario, group mission, the communiqué aptitude are common techniques to

evaluate planning proficiency, leadership excellence, creativity, tolerance range etc.

This technique is more reliable and effective to evaluate the future development of

performance and requirements than the other evaluation methods.

360 degree feedback: Assessment is determined from supervisors, team-members

and customers, own-self in this technique. It is a very effective technique to get

greater self-development, multiple evaluation, and appropriate response.

MBO: Achieving structural goal through performance is the main concept of

performance grading in this technique. Actual performance is compared with pre-

established standards to find new policies or introduce any modification in the

existing policies.

Psychological assessment: This system is used to give insight about potentialities

and future performance. Emotional test, knowledge profoundness conversation and

other in-depth assessments are used for psychological assessment. This evaluation is

used to judge the emotional and motivational aspects.

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4.2 Assessment of employee welfare management:

The activities that simplify employee life and make lives more comfortable lies under

employee welfare management. Managers must offer assistances, services,

inspiration, safety, medical facilities and cultural events to achieve long term

commitment from the workers. Employee welfare management comprises of

following purposes:

Developing desire toward job for more effective employment.

To achieve constructive employee relation in the most efficient manner.

Ensuring healthy workplace environment.

To attain develop established labor force and abate labor turnover.

To protect the workers from trade and labor unions.

Regularly analyzing the financial paybacks and expenses is necessary to asses applied

employee welfare. The specific principles that need to be assessed are:

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

balanced.

Regular evaluation will explain the achievement of the accomplishments based on the

criticism.

Whether the undertakings fulfill the actual needs of workforces needs to be

determined.

Amenities and rewards must be adapted complying with the personal heterogeneity.

This is also known as cafeteria approach.

4.3 Application of health and safety law on HR:

Health and safety standard must be followed in the workplace. This is required to provide

workers sufficient safety and security and prevent any accident or violence to happen. Work

rate and productivity from the workers will substantially drive down if they feel unsecured.

Firm might fail to attract the capable and talented staffs which are a huge competitive

disadvantage. So, to maintain the goodwill and image of the firm to the prospective labor

market, achieve sustainable workforces and improve efficiency a firm should maintain health

and safety standards.

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Health and Safety at work act (1974) describes essential ethics 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 improved productivity, effective

recruitment process, training and mitigating discriminations. Some critical and crucial topical

issues are-

Effective recruitment process.

Safety at workplace.

Arranging training programs.

Conflicts resolution.

Mitigation of discriminations.

Maintaining workforce diversity.

Improving productivity.

Employers have to be prepared and alert to adapt with changes in such HR related issues to

contain and improve the HR activities.

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REFERENCES:

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

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

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

Denial, 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.

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

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

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

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

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

Unemployment? London: Employment Institute.

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