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The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

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10 Assignments For Human Resource Managers To Develop Future Skills

  • By Simon Carvi
  • No Comments

10_assignments_for_Human_Resource_Managers_to_develop_future_skills

The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources. 

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready. 

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.  

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change. 

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company. 

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT. 

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success. 

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management 

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management. 

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan. 

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans. 

5. Ask HR Manager to personally train all managers on how to make Individual development plans 

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes. 

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control. 

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality 

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations. 

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help. 

7. Apply reverse mentoring within your team during monthly one on one sessions 

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning. 

8. Redesign performance management system to make it a continuous process. 

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance. 

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system 

Objective : Get ROI from learning activities offered to employees. 

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones. 

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments. 

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions. 

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee. 

hr management assignment sample

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on  Huneety.com . New positions are added every week. 

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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2.2 Writing the HRM Plan

Learning objective.

  • Describe the steps in the development of an HRM plan.

As addressed in Section 2.1 “Strategic Planning” , the writing of an HRM strategic plan should be based on the strategic plans of the organization and of the department. Once the strategic plan is written, the HR professional can begin work on the HR plan. This is different from the strategic plan in that it is more detailed and more focused on the short term. The six parts described here are addressed in more detail in Chapter 4 “Recruitment” , Chapter 5 “Selection” , Chapter 6 “Compensation and Benefits” , Chapter 7 “Retention and Motivation” , Chapter 8 “Training and Development” , Chapter 9 “Successful Employee Communication” , Chapter 10 “Managing Employee Performance” , and Chapter 11 “Employee Assessment” .

How Would You Handle This?

Compensation Is a Touchy Subject

As the HR manager, you have access to sensitive data, such as pay information. As you are looking at pay for each employee in the marketing department, you notice that two employees with the same job title and performing the same job are earning different amounts of money. As you dig deeper, you notice the employee who has been with the company for the least amount of time is actually getting paid more than the person with longer tenure. A brief look at the performance evaluations shows they are both star performers. You determine that two different managers hired the employees, and one manager is no longer with the organization. How would you handle this?

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed.

The six parts of the HRM plan include the following:

  • Determine human resource needs. This part is heavily involved with the strategic plan. What growth or decline is expected in the organization? How will this impact your workforce? What is the economic situation? What are your forecasted sales for next year?
  • Determine recruiting strategy. Once you have a plan in place, it’s necessary to write down a strategy addressing how you will recruit the right people at the right time.
  • Select employees. The selection process consists of the interviewing and hiring process.
  • Develop training. Based on the strategic plan, what training needs are arising? Is there new software that everyone must learn? Are there problems in handling conflict? Whatever the training topics are, the HR manager should address plans to offer training in the HRM plan.
  • Determine compensation. In this aspect of the HRM plan, the manager must determine pay scales and other compensation such as health care, bonuses, and other perks.
  • Appraise performance. Sets of standards need to be developed so you know how to rate the performance of your employees and continue with their development.

Each chapter of this text addresses one area of the HR plan, but the next sections provide some basic knowledge of planning for each area.

Determine Human Resource Needs

The first part of an HR plan will consist of determining how many people are needed. This step involves looking at company operations over the last year and asking a lot of questions:

  • Were enough people hired?
  • Did you have to scramble to hire people at the last minute?
  • What are the skills your current employees possess?
  • What skills do your employees need to gain to keep up with technology?
  • Who is retiring soon? Do you have someone to replace them?
  • What are the sales forecasts? How might this affect your hiring?

These are the questions to answer in this first step of the HR plan process. As you can imagine, this cannot be done alone. Involvement of other departments, managers, and executives should take place to obtain an accurate estimate of staffing needs for now and in the future. We discuss staffing in greater detail in Chapter 4 “Recruitment” .

Many HR managers will prepare an inventory of all current employees, which includes their educational level and abilities. This gives the HR manager the big picture on what current employees can do. It can serve as a tool to develop employees’ skills and abilities, if you know where they are currently in their development. For example, by taking an inventory, you may find out that Richard is going to retire next year, but no one in his department has been identified or trained to take over his role. Keeping the inventory helps you know where gaps might exist and allows you to plan for these gaps. This topic is addressed further in Chapter 4 “Recruitment” .

HR managers will also look closely at all job components and will analyze each job. By doing this analysis, they can get a better picture of what kinds of skills are needed to perform a job successfully. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting, which is also called a staffing plan . This is addressed further in Chapter 4 “Recruitment” .

Recruitment is an important job of the HR manager. More detail is provided in Chapter 4 “Recruitment” . Knowing how many people to hire, what skills they should possess, and hiring them when the time is right are major challenges in the area of recruiting. Hiring individuals who have not only the skills to do the job but also the attitude, personality, and fit can be the biggest challenge in recruiting. Depending on the type of job you are hiring for, you might place traditional advertisements on the web or use social networking sites as an avenue. Some companies offer bonuses to employees who refer friends. No matter where you decide to recruit, it is important to keep in mind that the recruiting process should be fair and equitable and diversity should be considered. We discuss diversity in greater detail in Chapter 3 “Diversity and Multiculturalism” .

Depending on availability and time, some companies may choose to outsource their recruiting processes. For some types of high-level positions, a head hunter will be used to recruit people nationally and internationally. A head hunter is a person who specializes in matching jobs with people, and they usually work only with high-level positions. Another option is to use an agency that specializes in hiring people for a variety of positions, including temporary and permanent positions. Some companies decide to hire temporary employees because they anticipate only a short-term need, and it can be less expensive to hire someone for only a specified period of time.

No matter how it is done, recruitment is the process of obtaining résumés of people interested in the job. In our next step, we review those résumés, interview, and select the best person for the job.

After you have reviewed résumés for a position, now is the time to work toward selecting the right person for the job. Although we discuss selection in great detail in Chapter 6 “Compensation and Benefits” , it is worth a discussion here as well. Numerous studies have been done, and while they have various results, the majority of studies say it costs an average of $45,000 to hire a new manager (Herman, 1993). While this may seem exaggerated, consider the following items that contribute to the cost:

  • Time to review résumés
  • Time to interview candidates
  • Interview expenses for candidates
  • Possible travel expenses for new hire or recruiter
  • Possible relocation expenses for new hire
  • Additional bookkeeping, payroll, 401(k), and so forth
  • Additional record keeping for government agencies
  • Increased unemployment insurance costs
  • Costs related to lack of productivity while new employee gets up to speed

Because it is so expensive to hire, it is important to do it right. First, résumés are reviewed and people who closely match the right skills are selected for interviews. Many organizations perform phone interviews first so they can further narrow the field. The HR manager is generally responsible for setting up the interviews and determining the interview schedule for a particular candidate. Usually, the more senior the position is, the longer the interview process takes, even up to eight weeks (Crant, 2009). After the interviews are conducted, there may be reference checks, background checks, or testing that will need to be performed before an offer is made to the new employee. HR managers are generally responsible for this aspect. Once the applicant has met all criteria, the HR manager will offer the selected person the position. At this point, salary, benefits, and vacation time may be negotiated. Compensation is the next step in HR management.

Determine Compensation

What you decide to pay people is much more difficult than it seems. This issue is covered in greater detail in Chapter 6 “Compensation and Benefits” . Pay systems must be developed that motivate employees and embody fairness to everyone working at the organization. However, organizations cannot offer every benefit and perk because budgets always have constraints. Even governmental agencies need to be concerned with compensation as part of their HR plan. For example, in 2011, Illinois State University gave salary increases of 3 percent to all faculty, despite state budget cuts in other areas. They reasoned that the pay increase was needed because of the competitive nature of hiring and retaining faculty and staff. The university president said, “Our employees have had a very good year and hopefully this is a good shot in the arm that will keep our morale high” (Pawlowski, 2011).

Venice Beach Tightrope Walker

Determination of compensation systems is a balancing act. Compensation should be high enough to motivate current employees and attract new ones but not so high that it breaks the budget.

Nathan Rupert – Venice Beach Tightrope Walker – CC BY-NC-ND 2.0.

The process in determining the right pay for the right job can have many variables, in addition to keeping morale high. First, as we have already discussed, the organization life cycle can determine the pay strategy for the organization. The supply and demand of those skills in the market, economy, region, or area in which the business is located is a determining factor in compensation strategy. For example, a company operating in Seattle may pay higher for the same job than their division in Missoula, Montana, because the cost of living is higher in Seattle. The HR manager is always researching to ensure the pay is fair and at market value. In Chapter 6 “Compensation and Benefits” , we get into greater detail about the variety of pay systems, perks, and bonuses that can be offered. For many organizations, training is a perk. Employees can develop their skills while getting paid for it. Training is the next step in the HR planning process.

Develop Training

Once we have planned our staffing, recruited people, selected employees, and then compensated them, we want to make sure our new employees are successful. Training is covered in more detail in Chapter 8. One way we can ensure success is by training our employees in three main areas:

  • Company culture. A company culture is the organization’s way of doing things. Every company does things a bit differently, and by understanding the corporate culture, the employee will be set up for success. Usually this type of training is performed at an orientation, when an employee is first hired. Topics might include how to request time off, dress codes, and processes.
  • Skills needed for the job. If you work for a retail store, your employees need to know how to use the register. If you have sales staff, they need to have product knowledge to do the job. If your company uses particular software, training is needed in this area.
  • Human relations skills. These are non-job-specific skills your employees need not only to do their jobs but also to make them all-around successful employees. Skills needed include communication skills and interviewing potential employees.

Perform a Performance Appraisal

The last thing an HR manager should plan is the performance appraisal. While we discuss performance appraisals in greater detail in Chapter 11 “Employee Assessment” , it is definitely worth a mention here, since it is part of the strategic plan. A performance appraisal is a method by which job performance is measured. The performance appraisal can be called many different things, such as the following:

  • Employee appraisal
  • Performance review
  • Career development review

No matter what the name, these appraisals can be very beneficial in motivating and rewarding employees. The performance evaluation includes metrics on which the employee is measured. These metrics should be based on the job description, both of which the HR manager develops. Various types of rating systems can be used, and it’s usually up to the HR manager to develop these as well as employee evaluation forms. The HR manager also usually ensures that every manager in the organization is trained on how to fill out the evaluation forms, but more importantly, how to discuss job performance with the employee. Then the HR manager tracks the due dates of performance appraisals and sends out e-mails to those managers letting them know it is almost time to write an evaluation.

Human Resource Recall

Have you ever been given a performance evaluation? What was the process and the outcome?

Communication Is Key in Performance Evaluations

(click to see video)

Communication is imperative in any workplace, but especially when giving and receiving a performance evaluation.

Key Takeaways

  • Human resource planning is a process that is part of the strategic plan. It involves addressing specific needs within the organization, based on the company’s strategic direction.
  • The first step in HR planning is determining current and future human resource needs. In this step, current employees, available employees in the market, and future needs are all analyzed and developed.
  • In the second step of the process, once we know how many people we will need to hire, we can begin to determine the best methods for recruiting the people we need. Sometimes an organization will use head hunters to find the best person for the job.
  • After the recruiting process is finished, the HR manager will begin the selection process. This involves setting up interviews and selecting the right person for the job. This can be an expensive process, so we always want to hire the right person from the beginning.
  • HR managers also need to work through compensation plans, including salary, bonus, and other benefits, such as health care. This aspect is important, since most organizations want to use compensation to attract and retain the best employees.
  • The HR manager also develops training programs to ensure the people hired have the tools to be able to do their jobs successfully.
  • Of the parts of HR planning, which do you think is most difficult, and why? Which would you enjoy the most, and why?
  • Why is it important to plan your staffing before you start to hire people?
  • What is the significance of training? Why do we need it in organizations?

Crant, J., “How Long Does an Interview Process Take?” Jobsinminneapolis.com, December 2, 2009, accessed October 28, 2010, http://www.jobsinminneapolis.com/articles/title/How-Long-Does-an-Interview-Process-Take/3500/422 .

Herman, S., Hiring Right: A Practical Guide (Thousand Oaks, CA: Sage, 1993), xv.

Pawlowski, S., “Illinois State University to Get Salary Bump,” WJBC Radio, July 11, 2011, accessed July 11, 2011, http://wjbc.com/illinois-state-university-faculty-to-get-salary-bump .

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Locus Assignments

Human Resources Management Assignment

Human Resources Management Assignment

Introduction

In an organization, employees are the ones who are responsible for carrying out work activities involved in operational process. It is the key job of managers and HR professionals to organize the employees in order to bring effectiveness in their performances. This can be done only if the employees are viewed as invaluable assets and not just machines. Considering employees as assets is an integral part of modern HRM and human capital management.

In the absence of good human resources, an organization cannot build a good team of working professionals. HRM’s prime functions comprise of recruiting, training, performance appraisals, employee relation , cultivating workplace communication, workplace safety etc. HRM advices the management how employees can be managed strategically as business resources.

1.1. Differentiate between personnel management and human resource management giving examples in two suitable organizations

1.2. Assess how human resource management functions help your chosen organization in achieving its purpose

The HRM functions practised at Harrods helps in achieving the organizational purposes by effectively distributing and controlling the various managerial and operational activities. This effectiveness of the functions can be assessed as:

Human Resource Planning: The HRM functions include identifying and assessing the current manpower inventory and forecasting future need for coping with purposes of Harrods and demands in market. According to this Harrods plan and organise activities such as recruitment, promotion and transfers etc to fill the requirements.  (Anderson and Anderson, 2010)

Recruitment and Selection: after the skill shortage is identified, a recruitment and selection function is carried out by HRM where internal as well as external prospects are analysed. An alignment of responsibilities needed in proposed vacancy and skills required is made which helps to match the best talent in the fitting position to achieve outcomes for Harrods. Also when skills and needs are aligned then it ensures satisfaction and retention of talent resources saving cost for Harrods.

Reward Management: compensation management at Harrods is linked to performance of employees and is provided to value their contribution at work. These include pay packages, benefits such as insurance, medical, travel allowances etc. These contribute to achieve employee’s motivation and involvement at work to increase their productiveness. (Anderson and Anderson, 2010)

Payroll Administration: it is the HRM function to determine the job analysis and salary, benefits, tax deduction, leaves etc linked to employees. This helps to maintain proper administration of employees in Harrods with adequate reward management. 

Performance Management: it includes monitoring, recording and assessing employee’s performance by observation, peer review, meetings etc against set parameters of Harrods. Those who are performers are apprised with incentives, higher responsibilities, promotion etc while those who lack are given training and mentoring to improve.

Training: this HRM function is provided for skill development of employees to cope with environment changes and new demands such as technology, customer trends. This helps to empower and build employee in Harrods to improve their productiveness.

Employee Relationship: this function of HRM helps to maintain strong working with leading people style between management and employees of Harrods to support innovative and integrative culture, cohesive teams and participation by maintaining fair policies, treatment and working conditions within Harrods. (Anderson and Anderson, 2010)

1.3. Evaluate the role and responsibilities of line managers in your organization and how it supports human resource management functions

The line managers at Harrods are assigned with various roles and responsibilities to manage the core level teams, monitor and control them to achieve the set organizational objectives. They support various HRM functions to delegate and supervise team activities. These are:

Routine work management: line managers at Harrods are responsible for performance management of team for which they plan regular activities, work coordination, observe and identify problems, suggest solutions and monitor everyday functions so that teams can achieve objectives.

Mentoring and Support: the line managers support employees in Harrods to fulfil their roles for which they provide assistance, technical and skill knowledge etc. If an employee has specific need then line managers also provide training by identifying problems and then designing solution. (Farndale, Scullion and Sparrow, 2010)

Delegation: line managers assess individual skills of employees and then delegate responsibilities to achieve best outcome from optimum use of talent management at Harrods. They also maintain flexibility at work by maintaining flexi work schedules, duty rosters etc.

Monitoring and performance management: line managers at Harrods monitor employees to record and observe individual performance at work. This helps to identify achieved levels and expected outcomes and then design rewards to appraise employee’s performance. Subsequently, it also helps to identify training needs of employees who are lacking and then supporting their development activities to motivate and deal with task management.  (Farndale, Scullion and Sparrow, 2010)

1.4. Analyze how legal and regulatory framework impact on human resource management

To maintain effective goal fulfilment, performance and reputation of organization, certain laws and regulatory framework are maintained which helps to achieve effective outcomes and impacts positively on organizational policies. Some of the legal frameworks that are maintained in Harrods for effective employee and work management are:

Equality Act 2010: at Harrods anti-discrimination laws are practised to ensure fair treatment and equality of work for all irrespective of employee’s race, religion, age, gender, disability, nationality etc. Thus diversity of workforce is maintained at Harrods and equality is ensured based on merit.

National Minimum wage ACT 1998: this law helps to ensure fair treatment and compensation management at Harrods depending on nature of work and performance. It states that an employee above 21 years is entitled to minimum wage of 6.50 pounds daily working on an average of 8 hrs irrespective of gender.  (Harzing and Pinnington, 2010)

Employment ACT 2008: this law ensures a structured payment, policies and entitled benefits for employees working in Harrods. Example, an employee is entitled to standardised pay, insurance, child care leaves, work time flexibility etc to ensure safety and job security.

Working time directive 1998: this law ensures that employee at Harrods are eligible to get 28 days paid leave annually, work 8 hours/day. Employers cannot force employees to work beyond working time and beyond 40 hours/week an employee is entitled to receive overtime payments.

Trade union and Labour Relation ACT 1992: this law states that strikes are legal if announced to observe trade disputes. Thus, in Harrods efforts are deliberately made to ensure strong employee relationship to avoid trade disputes and maintain a smooth running of organization.

Work and Families ACT 2006:   this law states that in case of emergencies or illness an employee can avail 12 weeks paid leave annually and in case of maternity employees can avail 18 weeks of paid leave.

Data Protection ACT 1998: this law states that any company information, trade secret and personal information of employees or client is subjected to be confidential information to be used for purpose of trade only by Harrods. These cannot be disclosed to any employees and any attempt of misconduct is treated as offence without consent or authoritative rights.  (Harzing and Pinnington, 2010)

2.1 Analyzing the reasons for human resource planning 

Human Resource Planning is the function that determines current inventory of employees within an organization and forecasts future manpower needs to meet its established objectives. It also maintains the match between employee’s skills and job role so that employee’s expectations and desired outcomes are achieved smoothly.  (Choi and Ruona, 2010)

Some of the reasons for Human Resource Planning are :

Forecasting need for manpower: as changes in labour market varies with retirement, termination, transfer, cessation or employee turnover, there arises need to predict future manpower need with changes in demand.

Uncertainty management: to manage sudden breakthroughs or uncertainty situations such as machinery breakdown, emergency, strikes etc human resource planning is maintained so that employee’s concerns are heard and dealt properly without any mismanagement. 

Change Management: Human resource planning is required to tackle change management such as changes in labour market, new technology, market demands, customer changes or policy changes. HRP identifies and assess the changes and formulates plan to cope with them such as recruitment of new employees, training for development etc to manage changes efficiently. (Choi and Ruona, 2010)

Skill Management of employees: human resource planning identifies current skills and abilities of employees so that they can be developed in shortcoming areas to tackle changes or new challenges at work efficiently to improve their performance and productiveness. HRP designs Training and Skill Enrichment programmes to ensure skill development of employees.

Maintains balance of manpower: to meet with supply and demand of labour according to market changes and maintain the operational cost of organization without any deficit HRP ensures that a balanced flow of manpower is maintained through need assessment, hiring, promotion, transfers etc.     

Employee Management: Human resource planning identifies and assesses the skills and performances of employees against set parameters to design structures of appraisals, salary revisions, promotions, rewards etc that helps to meet employee expectations and acts as motivational factor for their contributed efforts. (Choi and Ruona, 2010)

Budget Planning: human resource planning analyses the costs maintained against training, recruitment, operational functions etc and then formulates a budget for organizational planning.

2.2 Outlining the stages involved in planning human resource requirements

Human Resource Planning has three primary stages:

Forecasting: Human resource planning identifies the shortage or surplus of labour and changes in labour market by matching the current employee inventory and predicting future need. For this requirement of manpower HRP analyses the skill gap and the objectives to be achieved by determining shortage or surplus of labour due to transfer, promotion, resignation, staff turnover etc. After this is determined forecast of future manpower needs, strategic changes and development is planned to cope with change management and achieve organizational purposes. This change in labour market can also arise due to uncertainty of market factors like economy, politics, technology etc which influences manpower changes. (Goetsch and Davis, 2014)

Goal setting and Strategic planning: in this stage, human resource planning assesses the set objectives of organization and then assesses the skill requirement that has to be input to achieve those. After this is done, HRP plans recruitment, training and development, budget allocation etc to decide on organizational planning.

Program implementation and evaluation: in this stage, HRP implements the strategic human resource planning that is determined to achieve the goals sets. For this human inventory is assessed and if there is need of recruitment then it is planned. Also if there is need of skill development then training is planned for development of special skills in existing employee. Further budget is allocated after monitoring and assessing all costs included and finally a decision is made for implementation. Next, implementation is followed by evaluation to identify the success and loopholes of planning so that corrective measures can be done to achieve desired outcomes.  (Goetsch and Davis, 2014)

2.3 Compare the current recruitment and selection process in the organization with another organization you recommending

The recruitment and selection process in our organization consist of two rounds:

  • Telephonic interview: In this round potential candidate are asked basic questions regarding aspirations of life, individual description, prior experience etc to assess the general intelligence and emotional quotient of applicants. The shortlisted candidates are called for Face-to-Face interview.
  • Face-to-Face interview: in this round the applicants are interviewed by senior managers who assess the competency level, technical know-how etc. This is followed by psychometric assessment where applicant’s core strengths, stability, attitude etc are assessed through verbal questions or stimulation exercises. The candidates are then tested on their aptitude before the final selection is made. (Snape and Redman, 2010)

The R&S process in Harrods consist of four rounds:

Application to jobs: the vacancy for potential jobs is announced in Harrods both in their stores and on their company portals. The applicants have to fill the online application where they need to answer few competency questions which are based on general topics, teamwork, customer service etc which helps to assess intelligence and eligibility of applicants.

Personality test: the shortlisted applicants are asked to take personality test where assessment of personal traits such as behaviour, aptitude, honesty, dedication, suitability to the job role is checked. 

On job evaluation: the candidates who clear personality test are invited to Harrods store to perform real tasks or simulation exercises on various fields depending upon nature of job role such as handling customers, taking orders, preparing bills, complaint handling, store management etc. The candidates are then assessed on their scores, practical skills and aptitude to logical understanding.

Final interview: the candidates who are selected in evaluation test are invited for final face-to-face interview with operation manager where their technical expertise is assessed. The final selection is made in this phase and the candidate who is finalised is offered joining letter within 10 days to join Harrods. (Snape and Redman, 2010)

2.4 Evaluate the effectiveness is the organization recruitment and selection techniques with another organization you recommending

The recruitment and selection technique being followed in our organization maintains a simple process where telephonic screening is done to assess the communication and agility of applicants. It also helps to evaluate the listening ability of candidates. Finally, the face-to-face interaction helps to assess the expertise and competency of candidates. Thus this dual filter process applied in our organization helps to identify best fit for specific nature of job but it lacks proper human resource planning structure which helps to align right person for right task. (Ferguson and Reio Jr, 2010)

On the other hand, Harrods recruitment and selection technique is more structured to measure practical abilities, behaviour, attitude and personality of candidates. The application process helps to screen the applicants based on eligibility and thus eliminates surplus applications which are not suitable for job role. Then the personality test helps to examine personal traits and behaviour which followed by evaluation test helps to evaluate situation handling of candidates base on real practices on job. This helps to examine decision making and promptness of candidates to perform routine activities. Lastly the final interview call helps to examine conceptual knowledge and suitability of candidates to Harrods culture. Thus Harrods recruitment technique is more prominent to examine minutely the best of talent who can be more adaptive to various changes or challenges of industry as it includes more detailed elimination process to reach to right candidate who can hold the reputation and value of Harrods for long term. (Ferguson and Reio Jr, 2010)

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3.1 Assess the link between motivational theory and reward at Virgin Media or your chosen organization

Virgin Media has motivation instilled in its genes. The employees are spread all over the world and work in coordination because of effective teamwork. Virgin recognizes the importance and need of motivation that is prevalent amid the employees for achieving the objectives of an organization and thereby, Virgin provides a constant support to the desirable behaviours at work by the advantage of offering two bonus schemes. (Pearsall, Christian and Ellis, 2010)

There are various motivational theories but at Virgin, one can see the application of Maslow’s theory of motivation where five levels of needs are been emphasized. The first and basic need of an employee is the fulfilment of Physiological needs such as food, shelter, clothes etc. and the second stage covers the safety needs such as job security, integrity etc. The third stage of need is belonging needs which includes of friendship, family, recognition etc. and the fourth need is the esteem need such as sense of achievement, self respect, etc. The final stage is of the self-actualisation need where it is assumed that an employee has attained its maximal potential.

One can relate the physiological needs of an employee by providing various motivational benefits such with competitive wages, health benefits, educational support etc. as these are the very basic needs which must be fulfilled. Other motivational benefits for example training programmes, life insurance etc. can be linked to an employee’s safety needs. The need of belongingness at Virgin can be related to the workplace relations with co-workers and superiors, pay hike, discount lunch etc.  further determining employees loyalty towards the company. By offering benefits like appraisals, paid vacation, stock purchase plan, bonus schemes etc. Virgin cultivates a sense of achievement within the employees which can be linked to the esteem needs.  Motivational theory also stresses on establishing secure environment where employees’ contributions are recognized in the form of rewards. At Virgin Media, employees are furnished with both facilities and flexibilities thereby, fulfilling the norm of providing a safe and secure working atmosphere. In addition, reward in the forms of promotions and incentives are offered. Rewarding is not just an encouragement for a certain employee but is a motivation for the underperformers to work more hard. Winning a reward can be linked to the need of self-actualisation. (Pearsall, Christian and Ellis, 2010)

3.2 Evaluate the process of job evaluation and other factors determining pay at Virgin Media or your chosen organization

Gaining Acceptance: ahead of performing job evaluation, Virgin’s management must get a clear picture regarding to expectations, aims and objectives of all the positions eventually conveying it to the employees. (Snell and Bohlander, 2010)

Creating Job Evaluation Committee: the committee must comprise of the HR department, senior line managers, management and stakeholders like union leaders

Finding Jobs to be evaluated: at Virgin, all the positions available are evaluated except the jobs in IT department

Analysing and Preparing the Job Description: preparing the JD is the key role of the committee formed at Virgin. Every job is evaluated according to the management’s mandate which is further broken down in regard to the requirements, roles and responsibilities, optimal candidate details, allowance etc.

Selecting the method of evaluation: the best method for evaluating a job is comparing with competitors. Moreover, the evaluation can also be done by outsourced professional agencies or by observing the current market rates

Classifying Jobs: at Virgin, jobs are classified by bringing in together similar JDs and pay structures.

Installing the Program: at Virgin, this exercise is conducted through surveys, which is practiced as an annual routine and is further updated annually

Reviewing Periodically: it also is an annual exercise done for updating and modifying the existing pay structure

At Virgin Media, factors like seniority, experience, value added and employee motivation determine the pay. The pay range of the senior employees is different at Virgin. One can see that the pay scale of employees with a minimum 10 years of experience changes and their invaluable contributions are acknowledged and recognized. Furthermore, the pay structure of all employees are been altered repeatedly. The HR Manager in consultation with the management designs special pay packages for certain employees who are capable of playing multiple job roles. Moreover, the pay structure is designed by considering factors such as bringing change in workplace, inputs, employee’s prospective growth, their versatility towards changes, new roles, zest for taking risks etc. are the factors determining pay, which eventually is evaluated by the line managers and HR department. (Snell and Bohlander, 2010)

3.3 Assess in different contexts how effective is the reward systems at Virgin Media or your chosen organization

Reward systems and its effectiveness in Virgin Media It has been observed that the reward system at Virgin has been categorized into two key sections namely financial and non-financial

Financial rewards

Non- Financial rewards

Effectiveness of rewards in Virgin Media

The key purpose behind initiating a reward system is to recognize and acknowledge the employees contributions in driving the business towards its desirable goals. Virgin provides its employees with monthly incentives added in the pay for reaching the given targets and ensures that hardworking employees are praised at work so that feel motivated and inspire the others. Virgin encourages healthy competition amid the employees for winning the rewards as it not only is related to a monetary value but also is a matter of pride for the employee. An employee, who is promoted for undertaking higher responsibilities, is also considered as reward and the employees feel promotion as a recognition which they are seeking to achieve. (Gittell, Seidner and Wimbush, 2010)

 3.4 Examine the methods Virgin Media or your chosen organization use to monitor employee performance

Methods of monitoring employee performances at Virgin

Set clear policies on time and productivity: it is important to plan the tasks to be allotted in advance eventually providing employees with direction and an idea of the performance standards expected from them. (De Jong and Elfring, 2010)

Regular check-ins and reporting needs: it is important to ensure that check-ins and reports are not demanding but rather should be encouraging for both employees and management bringing them together on the same page. Moreover, evaluation of the work described in a report or while check-in must be done

Apprehending motivational levels: can be done with the surveys where employees can voice their opinions and concerns.

Virgin Media can adopt a trimester appraisal system in order to evaluate the employees’ performances further enabling the management in cutting down the costs of the process of evaluation. Tom Mockridge, CEO, Virgin Media has stated that the company’s current process of performance evaluation is too costly when compared with the outcomes and thereby, for reducing the burden a plan must be made for implementing the structure. Practice of a trimester appraisal system is very effective for Virgin as it allows the employees to keep a track on their performances thrice in a year enabling them to avail the opportunities to improve and work attentively around the year. (De Jong and Elfring, 2010)

4.1 Identify the reasons for termination of Faisal’s employment contract with The Chicken Master and generally explain other reasons for cessation of employment

The owner of Chicken Master, Bob Jones takes into consideration multiple reasons ahead of terminating an employee further allowing the restaurant to keep its position safe. Ahead of terminating an employee, Bob Jones ensures that it has enough evidences and valid reason to proving that the action was legitimate in case the employee drags Chicken Master to the tribunal. Moreover, Bob gets involved on a personal level in every activity whether it is recruitment or termination, to ensure that any kind of reprehensible practice is not exercised in the restaurant and that all the processes are executed in adherence to the employment laws of UK. (Guest, Isaksson and De Witte, 2010)

Faisal, the restaurant manager at Chicken Master was laid off because of his bad behaviour and performance at work. Faisal although having 15 years of work experience in a restaurant failed in maintaining cleanliness in the restaurant’s kitchen and never stocked the store which raised problems while serving the customers. Moreover, he would often take out the restaurant’s equipment for his personal use without the knowledge of Bob, which was a violation of the policies mentioned in the employee handbook which he signed while joining. On investigating Bob found that Faisal would regularly watch pornography, emailing his wife and helping his daughter with her homework, even designing his own restaurant which was misbehaviour and violation of the restaurant’s policies. All these factors eventually lead to his termination on the grounds of unethical behaviour at work. (Guest, Isaksson and De Witte, 2010)

Reasons for cessation of employment

Shrinking Budget: continuous low profits or lack of funds from shareholders gives rise to situations where an organization becomes helpless in maintain the employees and are forced to lay off employees for maximizing their budgets.

Attendance: although employers understand the need of taking a time off citing illness, relatives death, holidays etc. an employee who is habituated in remaining continuously absent at work is subjected of getting terminated as it negatively influences on the company’s overall productivity, profits and morale. (Castilla and Benard, 2010)

Performance: employees with poor performances such as failure in achieving the given targets, missing deadlines, negligence at work etc. despite of multiple opportunities of improving themselves can face termination

Attitude and Behaviour: an organization expects the employees of maintaining a certain standard of respect at workplace with employer, co-workers, vendors and customers. Behaviours like misbehaving with customers, stealing office accessories or leaking secret information, maligning company’s name, drug and alcohol abuse etc. might result into employees’ termination. (Castilla and Benard, 2010)

4.2 Describe the employment exit procedures used by The Chicken Master and another organization of your choice

Employment exit procedure of NHS

Employment exit procedure of Chicken Master:  Chicken Master’s employment exit procedure is quick and is eventually is related with the overall growth of the business while a financial crunch. Termination linked to employees’ performance is low and can be related to training, growth opportunities and the reward structure. Employees are given a minimum of 2 months time to look out other job and often at times gives references or when a background check is processed, the Bob gives a positive respond. In case an employee resigns, an interview is organized where the employee gives valid reasons behind the decisions. However, in case an employee is terminated on the grounds of unacceptable behaviour a fast processing is employed without indulging into many formalities. (Kramer, 2010)

4.3 Consider the impact of the legal and regulatory framework on employment cessation arrangements with an organization such as The Chicken Master if Faisal’s claim was proven to be true

There can be a considerable effect on Chicken Master while managing and adhering to the legal and regulatory framework during employment cessation as it is mandatory to adhere to the regulations. One can evaluate the employment cessation with the help of various prospects like annual and sustainability report of the restaurant. On the basis of the study, one can say that the restaurant has been particular with its employment cessation arrangements which might be considered as a sterile exercise by its competitors but Bob ensures that there is zero impact on the restaurant’s performance in terms of costs resulted because of non compliance of the regulatory framework for employment cessation. Comprehensively, the employment cessation arrangements at Chicken Master are steady at large under the legal and regulatory frameworks. It has been observed that Bobs has adopted numerous measures for ensuring that employees’ growth and productivity remain unaffected and are in accordance to the job requirements.  Moreover, Chicken Master has never attempted of overseeing the employment laws and its related provisions. (Rubery, 2010)

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At the end, we conclude that the HRM is very important to be practiced in an organization for achieving a long-term success. The report highlights any organization overcomes the various challenges it faces while executing the policies and strategies of HRM. The report also analyzes the importance and role played by HRM as an organization keeps growing in terms of size. The execution of HRM is a planned process, which tends to evolve over a period of time can be analyzed through various aspects like personnel management, recruitment and selection process, reward system, employees motivation and employment termination and cessation. HRM ensures that an organization employs a proactive approach at work further resulting into an improved workforce planning and utilization along with an enhanced opportunities of growth for the employees.

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Anderson, D. and Anderson, L.A., 2010. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons. Choi, M. and Ruona, W.E., 2010. Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review, p.1534484310384957. Castilla, E.J. and Benard, S., 2010. The paradox of meritocracy in organizations. Administrative Science Quarterly, 55(4), pp.543-676. De Jong, B.A. and Elfring, T., 2010. How does trust affect the performance of ongoing teams? The mediating role of reflexivity, monitoring, and effort. Academy of Management Journal, 53(3), pp.535-549. Farndale, E., Scullion, H. and Sparrow, P., 2010. The role of the corporate HR function in global talent management. Journal of World Business, 45(2), pp.161-168. Ferguson, K.L. and Reio Jr, T.G., 2010. Human resource management systems and firm performance. Journal of Management Development, 29(5), pp.471-494. Gittell, J.H., Seidner, R. and Wimbush, J., 2010. A relational model of how high-performance work systems work. Organization science, 21(2), pp.490-506. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Guest, D.E., Isaksson, K. and De Witte, H., 2010. Employment  legal contract , psychological contracts, and employee well-being: an international study. Oxford University Press.

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Human Resource Management

University: Regent College London

  • Level: Undergraduate/College
  • Pages: 15 / Words 3867
  • Paper Type: Assignment
  • Course Code:
  • Downloads: 31746

INTRODUCTION

HRM is essential element in organization which helps in reaching desired goals. It is the management function designed by corporate entities for selecting, attracting, rewarding of employees. British gas is a reputed company of petroleum sector which deal in various kids of energy products. The report helps in understanding the difference between HRM and personal management. It also explains HRM policies adopted by British gas and their impact on organization success.

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Task 1 hr management, 1.1 distinguish between personal management and hr management.

Personal management and human resource management both are related to employee management in the organization, but there are some philosophical changes exist in between.PM is somewhat related to following the employment low and dealing with payroll policies. In contrast, Human resource management has a wider concept and is related to managing and controlling workforce. HRM function directly contributes in success of organization. In the present era HRM is accountable to incorporate all the task of personal management (Grobler and Warnich, 2006). It motivated workforce to increase the reputation of company and maximise organizational effectiveness. HRM is a proactive function on the other hand Personal management is reactive. Human resource management focused on continuous development of policies while the second one is considering as self – regulatory function of organization. HRM always seeks for development of organization while encouraging the personal and professional development of employees. In personal management organization has single responsibility of personal development but in HRM all managers of different department works together towards a similar goal. British Gas, has various department which works one together with the aim of employee effectiveness and productivity, hence it can be said that company in performing human resource management task.

1.2 Functions of HRM

Human resource management is accountable for recruiting, compensating, providing trainings, development of leadership and so on. Following points explains the various functions of HRM.

  • Recruitment and selection
  • Training and developments
  • Benefits and Compensations
  • Development of effective policies
  • Personal administration
  • Ensuring Legal Compliance

The various functions of HRM play a significance role in managing human resource capital which supports organization to become efficient internally and to remain competitive in market place. With and selecting policies supports in choosing right candidate for the right place. Training and development are the essential functions of HRM that are focusing on continuous investment to providing training to employees. This function is directly linked with organizational performance. Well trained employees will give better performance outcomes to company overall the business will reach improved performance outcomes (Paauwe, 2004). The functions of HRM are based on trust and mutual understanding, management ensure employees to provide development opportunities. IN British Gas provides job training as well as refresher trainings to newly hirers. The training and development programmes help in truing employees in into company’s assets (Hollenbeck, Gerhart and Wright, 2004). The opportunity of personal and career growth provided by organization helps in gaining employee loyalty. British Gas needs to provide professional leadership training to manager so they can contribute in achieving desired goals. Another function of HRM is to provide benefits and compensation to workforce which allows business to achieve employee retention. Attractive payrolls packages help in attracting talent pools in the organization.  The major task of HRM is to make aware management team with the various employments laws and employ policies that are beneficial to employees as well as organization (Dowling, Festing and  Engle, 2008). 

1.3 Role and responsibilities of line managers in British Gas

Every employee in the organization has to reports line managers at the end of each task given to them. The responsibility of line managers is to inform the top management about   individual employee and its performance status. These managers work as bottom line managers and monitor the performance of workforce and gives reports to department head.  Management of British Gas includes various departments and it has single line managers of each department (Guest, 2011). Line manager are responsible of recruitment process as it provides information of need of workforce for a special task to Hr department them HR department decides the conducts interviews. The interviews of various candidates are to be taken by line managers, in this way the accountability of selecting suitable candidate in British Gas lies with such managers. After selecting a candidate they arrange training for them. In the organization employees are trained in two ways such on the job trainings and off the job trainings (Saari and Judge, 2004). On the job training are to be given be line managers themselves on the other hand to arrange off the job training they have to communicate with HR department. Line managers monitor the performance of workers and access their need of training. If any employee needs any kind of training they ask management for providing resources to improve effective of workers. Such managers are accountable for day to day people management, quality checking, measuring operational performance, supervising and so on.

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1.4 The Equality Act 2010 has meant some changes to employment legislation

The major aim behind introduction Equality Act 2010 is to strengthen the law which support progress of equality practices in organization. According to the Equality Act 2010 there has not to be any discrimination between employee on their cast creed and believes. The all need to given chance to be selected in the company and discrimination as per gender has also to be avoided in the organization. British Gas adopted all the legal policies of Equality Act 2010 and respects the feeling of existing and potential employees. HR policies of company such as recruitment and selection, rewarding workforce, trainings and so on are designed while following the regulations of Equality Act 2010 act. It supports company in attracting and retaining talent pools. In respect to BG, where all the employees are working with equal efforts and consideration, this law is effective and applicable. As per this act, all the employee should be treated with equal wages and should be motivated with the equaility. There shouls not be any difference made in treating them with any differernece. Moreover, at BG, there are various functiosn which are mainly performed by male, but the allocation of activities shouyld be made so effective in respect to female staff in this organisation.

TASK 2 RECRUITMENT AND SELECTION

2.1 an outline of the stages involved in hr planning within british gas.

Human resource planning is the process indentifying the needs to human resources in the organization and designing the strategies to meet such demand. Business need to conduct proper internal and external assessment of HR needs and supply.

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Stages involved in Human resource planning of British Gas

Accessing human resources: Human resource planning is starts with internal and external analysis. Business unit access the current HR inventory level, which helps in determine the internal strengths and weakness of human capital as well opportunities and threats of performing job analysis. In BG, every aspect of exusting manpower are measured and evakluate so that effective allocation of work practices can be given and allotted.

Demand forecasting: After having proper human capital assessment next step is forecast the demand of human resource.  It refers to the process of determining future needs of HR in terms of quality and quantity. The management for through the plans and procedures of company and decide the need (Jackson, Schuler and Werner, 2011).  At BG, it is very important to discuss the requirements for leading team of manpower in appropriate manner. Wirth the help of propoer management at BG, this practice can be made by forecasting needs in advance.

Supply forecasting: Supply of human resource refers to fill the vacant post with suitable candidate. To meet the need of human capital British Gas use both internal and external sources of recruitment such as promotions and recruitment of fresh candidates. At BG, this is a complete process, which is achieved with the proper recruitmnet process.

Matching demand with supply: Matching demand with supply is considered as the bringing supply and forecast at an equilibrium positions. The company focuses on shortages and over staffing position it also gives the information about sources of recruitment (Cardon and  Stevens, 2004).  At BG, this process is made effective with the achievement of matching demand of manpower at BG with the supply made.

Action plan: This is the last stage where HR plans are to be executed to attract talent pools in the organization. In this stage HR manager controls and evaluates whether planning policies meets with HR objectives or not. At BG, the action plans for effective HR planning is achieved by implementation of procedures and policies laid down for recruitment and selection.

Being a largest energy supplier human resource planning is very essential in British Gas. The am behind adopting HRP is to remain competitive in energy industry. The consumers of energy product have a dynamic nature and they always look for quality and standard services. To fulfil the needs of clients and to gain customer loyalty business needs highly skilled labour with expertise in energy products. HRP helps in designing the policies to attract and retain employees in organization. Once a candidate is selected it had to be given training to his / her performance area. It also helps in encouraging British Gas employees for learning new technologies (Price, 2011). The company offers quality services at competitive prices.  To perform the technical task organization need a highly skilled team of engineers. Human resource planning will help organization in conducting job analysis and in designing job description and job specific. Business can also formulate promotional policies for the workforce. HR planning can help in recruiting top class engineers and this will a cost effective way to recruit employees.  If company recruit suitable and quality employees it will have to pay less for training, thus the cost cutting will be possible.  In this ways it can be said that with the help of human resource planning British Gas can make more profits and also can maintain high standard of services.

2.2 Compare the current recruitment and selection processes for British Gas

Recruitment is the process of attracting talented candidate on the other hand selection is refereed as choosing a best employee among them. This process helps organization in having right candidate for a write job. Wherever, in the British Gas, need of human capital occurs, management put the advertisement in newspapers or company’s websites. The candidates are asked for dropping online application. After receiving the application they replay to candidate and give them information of receiving applications. Recruitment teams and managers reviews the applications as per requires skills and educational qualifications. After that HR manager make a call to selected candidate for taking a telephonic interview (Kaplan and  Norton, 2004). Most of time, company conducts interview in its central assessment venues. At this stage candidate is asked for bring their licences, address proofs.In this interview behavioural and technical expertise of candidate are to be judged. The result of interview will be passed over the telephones. Company stores the data of unsuccessful candidates to future use for filling vacant post. After selecting candidates their medical and criminal record is to be accessed and then successful candidate are enrolled for training.  EDP is a company of energy sector and its recruitment and selection process is different from British Gas. The management do not taker CV and candidate have to apply online. After making online application recruitment team arranges interviews of candidates. The interview will be taken face to face and some job related questions are to be asked.  Further process is same as British gas but ERP sends feedbacks to unsuccessful candidates that can be helpful for future interview.

The aim of conducting recruitment policies of both companies is to recruit outstanding and dynamic employees. With the aim of providing best service to their clients   both the companies are trying to attract technical employees such as engineers. The recruitment and selection procedure is cost effective and. They conduct screening of application and chose only eligible person (Armstrong and Taylor, 2014). Both the companies have procedures such as position, attracting candidate, pre-screen, testing and evaluation, interview; reference checking, providing job offers and last successful placement. Optional client interview and site tour in not involved, in selection and recruitment process of both the companies (Chelladurai, 2006). The policies benefit the company in accessing right candidate for right place. Both the company take time to appointing candidate which can help in help in selecting a best candidate in a cost effective way.

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TASK 3 - REWARD AND MOTIVATION

3.1 evaluate the process of job evaluation‘within british gas.

Job evolution is the process of systematic comparison between jobs and their relative worth. The purpose behind to conduct job evolution is to design rational pay structure. The process of job evolution starts with job evolution and finishes at the point where the worth of a job is accessed.  It helps British Gas in analysing the worth of a job over other work and supports in achieving pay equity between jobs. It is not a tool to fix the pay structure but it provides basis for rational wages structure. Job evaluation helps to determine satisfactory wages differentials among jobs where performance appraisal helps award pay increase to employees who shoe improved performances (Schuler and Jackson, 2008).

Job evolution process of British Gas has following steps such as

  • Gaining acceptance
  • Creating job evaluation committee
  • Finding the jobs to be evaluated
  • Analysis and preparing job description
  • Selecting the method of evaluation
  • Classifying of jobs
  • Deciding the pay scale

Organization has two factors which determine the pay scale to employees   such as internal and external factors while considering the factors such of labour market, cost of living and government legislations decides the pay scale of employees. The most important factor which determines the pay scale in British Gas is performance appraisal. The management provides salaries as per individual performance and capabilities. The organization need to establish performance standards and should communicate the standards to each employee which will help it in measuring the actual performance with the expected one.  To monitor the employee performance they can appoint supervisors at every level (Dess, Lumpkin and Eisner, 2006).

At BG, this practice is implemented with the Equity Theory of workplace motivation. This theory is based on the premise taht employees come down to an equilibrium level when the level of input become equal to output.

  • Effort and enthusiasm
  • Skills and abilities
  • Flexibility and adaptability
  • Loyalty and commitment to the organization
  • Financial compensation
  • Praise and recognition
  • Additional responsibility and autonomy
  • Job security
  • A sense of career advancement or personal growth

According to this theory, equity theory is when the input outcomes of employess working at BG becomes equal to outputs. When they feel equitable level to the reward achievement, the factors such as job satisfaction, workplace behavior and low employee morale can be achieved.

3.2 Assess motivation theory within the context of British Gas

British Gas has maintained an image of largest and best quality service provider in UK energy market. To maintain this image company need support from its employees in terms of higher performance and productivity. In order to motivate the workforce company has to identify needs of individual employee. There is a positive relationship between   employee motivation and reward system. Management can motivate employees using monetary and non monetary reward system through which it can gain higher employee performance. According to the existing employees of organization, the reward system in the organization is not in a ways to motivate them as the organization takes a long time to promote employees. The business need has to improve promotion schemes and employee is to be promoted as per their performance.  As and financial rewards employees can be offered attractive pay scales ,  perks, expenses, bonus and commission,  overtime  benefits, pension agreement  and so on. On contrary monetary   rewards includes reputation, social -recognition, praise, thanks, accountability and training & development opportunities.  Performance based appraisal system is to be introduced in which incentives and bonus will be provided as per the individual productivity (Armstrong and Taylor, 2014). There is a lack of communication in the British Gas which is a main barrier of employee motivation. It needs to communicate reward to employee through a proper ceremony in particular time period. Organization can also arrange award for best employee of the year, in these employees can be better motivated (Odina, 2014). To achieve employee motivation in different situations British Gas has to consider “Equity theory”.  The company is suggested to appoint managers that will prepare the report on individual performance so there can be a fair reward system.  HRM system will have to design three kinds of rewards system such as profit sharing, job evolution and merits rating with the aim of achieve employee motivation in the organization.

TASK 4 - EMPLOYEE EXIT PROCEDURES

4.1 identify reasons for leaving the organisations.

There are various reasons for the cessation of the employment in the British Gas which are very important to study. Some of the main reasons are resignation, layoff, mergers, buyout, poor performance, bribe, etc.

Resignation - Employees can give resignation for the different reasons it may be personal or any problem in the office. But before leaving the office it is very important to provide a notice period and also have to attend the exit interview so that the main reason of the resignation can be known. After all this he has to provide written resignation documents.

Layoffs - It is also one of the many problems as many times companies are not able to make the desired profits and because of that they are asked to leave the organization. There are many reasons like if the company is facing any financial problems or the particular job is no longer required in the company, it may be layoff of the employees in the fair and the honest ways.

Mergers/Buyouts - If the British Gas merge with any other company or they buyout any companies, employees may lost their jobs by giving some of the amount.

For case - Any employee could be terminated if he violated made by the British Gas or could have jeopardize the laws made by the company.

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Exit Procedure

1. Partial Termination

  • It may be because the employee has given the resignation to the department with 4 week notice
  • Employee has to give the secret exit interview so that the cause of the exit can be known
  • Employee has to fill up a particular form regarding the retires system returns
  • Employee has to return his badge to the HRM department
  • Tax sheltered annuity of the deferred compensation plan
  • Unemployment compensation has to be given

It has been analysed that BG and EDF uses partial termination as a tool so that employees may learn about the effective achievemnt of loopholes made prior to the work process. Moreover, this is a way to evaluate the acting employee on behalf of staff who is terminated.

2. Retirement

  • Person has to apply for retirement
  • Complete health and dental insurance is checked
  • All the social security benefits are checked

It has been evaluated that by following retiremnet as a procedure by BG and EDF, the opportunities for new employes can be developed. It is alos a way to seek the leadrning and arena of motivation to more broader level.

3. Dismisal

  • In case of dismissal he has to follow all the steps as stated in the above process
  • In case of the death of an employee who has been terminated or retired for the less than 90 days, department has to inform the HR service centre.

There are different legal and employment acts on the employment. When any new person is employed both the parties have to sign on some legal documents regarding the job. It is very difficult to cease the employees immediately as employer has to follow some of the rules before ceasing. If any employee is found doing something wrong then HR can take some of the immediate steps to cease the employee. If the employee does not any reason for his ceasing then he can easily apply again to consider his case and the ceasing procedure is found illegal then HR will be have to face legal proceedings.

Human resource management is an integral part of business which ensures company to manage employees in an effective way.  The report aims to explain the human resource practices of adopted by British Gas an energy company of UK.  It also discuses HRM policies adopted by British Gas and their impact on organizatio

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HRM Assignment: Strategic Human Resource Management

Assessment Task: You are required to compile an Annotated bibliography of 5 peer-reviewed journal articles

Step 1. Select an industry sector Read the Assessment 3 Essay task and identify which sector you will study for Assessments 2 and 3 (e.g. agriculture; construction; financial services; health care; hospitality; manufacturing; mining; retail; transport).

Step 2. Undertake research of the recent academic literature since 2013. Identify five (5) academic peer reviewed journal articles relevant to the Assessment 3 Essay topic. It is suggested that you align your selected articles with the unit themes from Weeks 3 to 5 (e.g. job design, HR planning, recruitment and selection). It is recommended that you undertake your research via the online ‘search’ of CQUniversity Library

Step 3. Write 2 paragraphs on each article For each journal article, you are to write approximately 400 words in two paragraphs. The first paragraph will summarise the main ideas of the article, identifying the hypothesis, purpose, research methodology and conclusions. The second paragraph will identify how you will use that article in relation to the Assessment 3 Essay

Step 4. Use an appropriate format Present your Annotated bibliography in a format similar to that provided below. For more information, see the library guide for writing an annotated bibliography. http://libguides.library.cqu.edu.au/ld.php?content_id=37972692

Introduction The sector chosen for the HRM Assignment is manufacturing sector as it is one of the fastest developing sectors across the globe. The paper will present the various articles in respect with the manufacturing sector. The topics which have been highlighted in this are strategic human resource management, recruitment and selection, social media recruitment and social influences in recruitment. All these are the primary topics which are highly relevant in the developing manufacturing sector such as there has been an increased use of social media in the process of recruitment and selection as well as the role of HRM has also enhanced in the organisational performance. In this HRM assignment we have strictly followed the format given in marking rubrics to cover in helping the student to cover all the deliverables in the annotated bibliography.

Annotated Bibliography of the Articles

Article 1: The Impact of Strategic Human Resource Management on Organizational Performance

Reference: Cania, L. (2014). The impact of strategic human resource management on organizational performance. Economia. Seria Management, 17(2), 373-383.

Key words: (strategic HRM, organizational performance, effective management, HR outcomes)

The main idea of this Human Resource Management Assignment by Cania.L is to understand the impact of the strategic human resource management upon the performance of the organisations. There are no hypothesis developed for undertaking this research as it is basically a secondary research where all the data is taken from the various secondary resources such as the articles, books, journals and other website articles. The key purpose behind the development of this paper is to thoroughly understand the effect of the strategic human resource management on the performance of the organisation. The research methodology of the article is that the study is conducted on the basis of collection and analysis of data from several publications on this field. There has been chosen two cities for the research purpose i.e. Durres and Albania. Data collection is done for the manufacturing sector and the service sector. There was also used a questionnaire which was filled by the general manager or the human resource managers. The number of organisations taken was 30 and out of which 14 are of manufacturing and 16 are of service. The article concludes that there is a vital role of SHRM in the effective organisational performance and though sound HR strategies, HR planning and effective management must be used for achieving better performance (Cania, 2014).

There is a vital significance of strategic human resource management in the study as it has a direct relation with human resource planning. There are a number of findings which are useful in the study of manufacturing sector because the manufacturing sector in present scenario had attained a huge growth. There is higher employment generation through the manufacturing sector across the globe. Thus, there is a need to understand the impact of strategic human resource planning and strategic human resource management upon the performance of the manufacturing sector. The organisational managers of the manufacturing sector are required to led down huge emphasis upon the human resource planning and human resource management . The effective human resource planning and SHRM contributes to the accomplishment of the goals and the survival of the manufacturing firm. It also supports the successful implementation of the business strategies in the manufacturing organisations. It helps the manufacturing industries in maintaining a competitive advantage and enhancing the responsiveness of the organisation. There is a significance impact of SHRM and HR planning upon the performance of the organisation as it improves the cooperation among the line managers and HRM departments as well as it also enhance the number of strategic options for the manufacturing organisation.

Article 2: The Impact of Recruitment and Selection Criteria On Organizational Performance

Reference: Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection Criteria on Organizational Performance.

Key words: (Recruitment, Organization, Selection, Human Resource, Performance)

This Human Resource Management Assignment article published in 2015 focus on understanding the impact of recruitment and selection upon the performance of the organisations. The hypothesis developed for the research are that first i.e. the criteria of selection and recruitment have significant impact upon the performance of the organisation and second, the more objective the selection and the recruitment criteria, the improved is the performance of the organisation. The key purpose behind the development of this paper is to thoroughly understand the effect of the recruitment and selection on the performance of the organisation. The research methodology of the article is that the study is conducted on the basis of survey research design where there has been prepared a structured questionnaire for collecting data. The research population comprises of the 6 main business divisions of Fidelity Bank Plc. Random sampling technique was used for selection of every element of the population. There were selected a total of 16 full staff and 6 contract staff. s. A total of 132 copies of questionnaires were administered and out of which 130 copies were filled properly. The article concludes that there is a vital role of recruitment and selection in the effective organisational performance and though sound recruitment and selection strategies, recruitment planning and effective selection must be used for achieving better performance (Ekwoaba, Ikeije & Ufoma, 2015).

There is a vital significance of recruitment and selection in the study at it has a direct relation with the organisational performance. There are a number of findings which are useful in the study of manufacturing sector because the manufacturing sector in present scenario had achieved huge development and growth. There is higher employment generation through the manufacturing sector across the globe. Thus, there is a need to understand the impact of recruitment and selection upon the performance of the manufacturing sector. The organisational managers of the manufacturing sector are required to lay down huge emphasis upon the process and strategies of recruitment and selection of the employees. Because of the increased demand for talent, skills and competence the manufacturing organisations are required to put efforts in the selection of appropriate recruitment strategies. It helps the manufacturing industries in maintaining a competitive advantage as the effective recruitment and selection practices helps n fetching the attention of the required talent. There are negative costs incurred when the wrong candidates are recruited in the organisation. Therefore, the sound recruitment and selection helps in saving huge costs.

Article 3: Recruitment and Selection Practices in Manufacturing SMEs in Japan: An analysis of the link with business performance

Reference: Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), 37-52.

Key words: (business performance; HR outcomes; human resource management; recruitment and selection; small and medium enterprises)

The main idea of this HRM Assignment by Gamage is to understand the link between the practices of recruitment and selection in the manufacturing SMEs with the performance of the organisations. There are no hypothesis developed for undertaking this research as it is basically a secondary research where all the data is taken from the various secondary resources such as the articles, books, journals and other website articles. The key purpose behind the development of this paper is to thoroughly understand the link between the practices of recruitment and selection in the manufacturing SMEs with the performance of the organisations. The research methodology of the article is that there has been prepared a structured questionnaire for collecting data. For the study, the three key dimensions used are organizational development, training & development and the career development. A total of 436 questionnaires were distributed to the randomly selected sample in the various manufacturing SMEs. Out of which 105 effectively responded to the survey. The article concludes that there is a vital the link between the practices of recruitment and selection in the manufacturing SMEs with the performance of the organisations and though sound recruitment and selection strategies, recruitment planning, sound human resource management practices and effective selection must be used for achieving better performance (Gamage, 2014).

The article is much useful in the study as the overall aim of the human resource management for ensuring the business is able to attain high success by the means of individuals. The HRM objects to enhance the organisational skills and effectiveness which means the competence of the manufacturing unit for attaining the goals by the means of available resources in the most potential manner. The researchers have also found the human resource management systems as the source of abilities of the firm which allows the employees to benefit and learn from the opportunities. The recruitment and selection practices generate and help in retaining a contended and appropriate workforce which offers the high contribution to the growth and success of the organisation. Thus, the contented, motivated and qualified employees are the key factors for the growth of the business. Additional, the effective recruitment and selection practices support the manufacturing industries to fetch the attention of and hire the qualified individuals and keep them updated. It means the sound policies and practices of recruitment and selection keeps the employees motivated and brings a number of benefits to the organisations.

Article 4: Using Social Media as a Research Recruitment Tool: Ethical Issues and Recommendations

Reference: Gelinas, L., Pierce, R., Winkler, S., Cohen, I. G., Lynch, H. F., & Bierer, B. E. (2017). Using social media as a research recruitment tool: ethical issues and recommendations. The American Journal of Bioethics, 17(3), 3-14.

Key words: (Research, ethics, social media, recruitment, privacy, transparency)

The main idea of this HRM Assignment is to understand the use of social media as a recruitment tool and to get informed about the various ethical issues which are related to this. There are no hypothesis developed for undertaking this research as it is basically a secondary research where all the data is taken from the various secondary resources such as the articles, books, journals and other website articles. The key purpose behind the development of this paper is to thoroughly understand the use of social media as a recruitment tool, its ethical issues and recommendations. The research methodology of the article is that there has been used various cases for the research. There has also been used the non-exceptionalist approach so that both the purposes are solved i.e. maintaining the privacy and other interests of social media users and also to maintain investigator transparency. The article concludes that there is increased use of social media as a recruitment tool but still there are several ethical issues which are associated. Therefore, there is a need to follow some kid of recommendation to manage these ethical issues and effectively take use of social media as a recruitment tool (Gelinas Pierce, Winkler, Cohen, Lynch & Bierer, 2017).

There is a significant role of the topic in the study as in the modern and globalized world; there are increased use of the social media sites and platforms. The various social media sites such as LinkedIn, Instagram, Twitter, Facebook and various other social media sites provide the platform for sharing information and interest and connecting. It permits the users for maintaining a degree of anonymity as well as physical separation. This article defines the social media as the platform which helps the users in developing a semi-public or public profile as well as for maintaining a list of other users with whom there can be shared the information with other social networking and interaction sessions. With the continuous and improved use of the social media platforms, the investigators have exploited number of ways for utilizing social media. The social media has been emerged in the manufacturing sector as the promising way for the identification and the recruitment of the potential candidates. The social media is very much attractive when it comes to enable the investigators for widening their reach also target the people based upon their personal info.

Article 5: Social Influences in Recruitment: When is Word-of-Mouth Most Effective?

Reference: Van Hoye, G., Weijters, B., Lievens, F., & Stockman, S. (2016). Social Influences in Recruitment: When is word?of?mouth most effective?. International Journal of Selection and Assessment, 24(1), 42-53.

Key words: (recruitment, employer branding, recruitment source, word-of-mouth, organizational attractiveness, incentive)

The main idea of this HRM Assignment is to understand the various social influences in the recruitment and also to understand that at what time word-of-mouth is effective. There are developed 6 hypotheses for undertaking the research (H1. When the recipients know that there has been offered a monetary incentive to the source then they will be less attracted towards the positive word-of-mouth. H2. When the source is an organization’s employee then they will be more attracted towards the positive word-of-mouth. H3. While receiving the positive word-of mouth, women will be more attracted in comparison with men. H4. When the source is of same gender then the recipients will be more attracted towards the positive word-of-mouth. H5. When the source is a friend instead of an acquaintance then the recipients will be more attracted towards the positive word-of-mouth. H6. When the message comprises of symbolic info rather than instrumental information then the recipients will be more attracted towards the positive word-of-mouth). The key purpose behind the development of this article is to understand the various social influences in the recruitment and also to understand that at what time word-of-mouth is effective. The research methodology is that two different samples have been taken of actual job seekers, and thereby taking out the possible differences among the employed and unemployed job seeker populations into account. The article concludes that there are increased social influences in the recruitment process and also word-of-mouth plays an effective role in the recruitment process and social influences (Van Hoye, Weijters, Lievens & Stockman, 2016).

There is a vital role of the topic in the study as with the rise in the modern ways of recruitment there is a major role played by the social influences. It has become vital to attract the talented and competent employees for the organisations and its survival. One of the most important factors which determine the attraction of the job seekers towards the organisation is the key source by the means of which the individuals receive employment information. A number of advertisements, job fairs and job sites which help the job seekers to understand and take use of the job opportunities. The job seekers have learn a number of things by a wide range of sources that comprises of advertisements, friends, family and other people. The study has also helped in understanding the effects of word of mouth based upon the independent recruitment process. ?

Cania, L. (2014). The impact of strategic human resource management on organizational performance. Economia. Seria Management, 17(2), 373-383.

Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection Criteria on Organizational Performance.

Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), 37-52.

Gelinas, L., Pierce, R., Winkler, S., Cohen, I. G., Lynch, H. F., & Bierer, B. E. (2017). Using social media as a research recruitment tool: ethical issues and recommendations. The American Journal of Bioethics, 17(3), 3-14.

Van Hoye, G., Weijters, B., Lievens, F., & Stockman, S. (2016). Social Influences in Recruitment: When is word?of?mouth most effective?. International Journal of Selection and Assessment, 24(1), 42-53.

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MBA ASSIGNMENT Human Resource Management

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Related Papers

Petra Saarinen

hr management assignment sample

SHRM THESIS Proposal

Omar Mohamed Hassan

The focus of this study is the impact of strategic Human Resource Management on Organizational performance. The aim of strategic human resource management is to improve organizational performance through the management of people. The organizations need to effectively and efficiently manage their human resources in order to achieve the desired goals and objectives. The attainment of the goals and objectives translates also in better performance (corporate, financial, etc.). Therefore, the issues raised in this study is the approach used by organizations to manage their human resources and to check if strategic human resource management help to meet the requirements, the goals and objectives of the business organization. The aim of this study is to establish the potency of human resource management in an organization, to ascertain the correlation in strategic human resource management practice and organizational performance, to investigate the interrelation of strategic human resource management exercise and organizational performance and to explore the relationship between these strategic human resource management practices and numerical difference. Sources of information for the study were obtained from questionnaire responses, books, seminar, and journals. The discovery of the study is based on the analysis that: there is a beneficial link between strategic human resource management (recruitment, appraisal, training, etc.) and an organizational performance. There is a remarkable correlation of output per employee and strategic human resource management. There is an association between profit per employee and strategic human resource management. There is a beneficial and remarkable relationship linking strategic human resource management and the overall enhancement of organizational operation. The following recommendations were made on the basis of the above; 1. The role of trust towards achieving service delivery should be addressed. 2. Management should accept a service orientation for an employee in order to meet their professional standard. 3. Human resource management should be made an element of learning at all levels. The study presumes that human resource management is concerned with all the areas of an organization in order to obtain the needed skill and will-motivated workforce in organizations so as to achieve organizational performance.

Lynda Gratton

Mariedel Barrio

Hiroshi Yamamoto

Tsholofelo Selaolane

International Journal for Multidisciplinary Research

Dipak Mahat

HR systems can provide a long-term competitive advantage through permitting the growth of firmspecific abilities. Strategic management of human resources involves with establishing a connection amongst the general strategic objectives of the organization and the strategy for human resources and performance. In this study, an approach to surveys was used using an autonomous standardized questionnaires as a data collecting technique, which was communicated to (50) executives and gathered from (29) managers. The study found no significant differences in HRM effects based on work format. Years of expertise significantly influenced HRM dynamics and performance indicators, indicating its crucial role. Overall, expertise had a more substantial impact than work format on HRM-related outcomes. The current investigation makes significant enhancements to the reservoir of information at both the scientific and pragmatic stages, and it offers substantial suggestions that will improve HRM and SHRM management, which will enhance the overall success of the organization.

Edwina Awere

International Journal of Management Reviews

Peter C. Boxall

Academia Letters

Amal Wijenayaka

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Human Resource Management Assignment Sample

Human Resource Management Assignment Sample

Author : Andy

Table of Content

Online Human Resource Management Assignment Sample

Benefits of our human resource management assignment help.

Human Resource Management can be defined as handling the issues faced by employees in an organisation. This is one of the basic components of an organisation, hence it is important for students pursuing this course to write a Human Resource Management Assignment . Any future HR manager must study this course in order to understand the various elements that affect an employee and how to handle them. The most important component of HRM is its relativity to human nature, hence, handling employees and the issues faced by them is not an easy task. Students undertaking human resource management courses often resort to seeking online assistance for writing their assignments. The reason why this happens is because of various issues, such as the lack of adequate knowledge of the subject, not being aware of the correct methodology and procedure of writing an assignment, lack of time due to working part-time jobs in order to pay off student loans, and more. This is where we come in. My Assignment Services is an online assignment writing service that is reliable, affordable and capable of writing your assignment for you. You can check some of the online Human resource management assignment samples uploaded on our website and see how our experts write these assignments.

Students often search for a human resource management assignment online sample so that they can know the correct procedure of writing their own ones. However, not every online service provider gives the best human resource management assignment writing help . My Assignment Services provides the most reliable services when it comes to academics. Take a look at this assignment written by our experts. You will get an idea of how to write yours on your own. This assignment required the analysis of several things about the Human Resource Business Partner model given by Dave Ulrich. The writer had to analyse literature and evolution of the application of this model. It was also required to draw a conclusion about the current practicality of the model in contributing towards sustainable businesses. The conclusions drawn out of this study were that according to the model, the role of Human Resource professionals is not just restricted to the conventional ones. In fact, the HR must now also coordinate with the various line managers and help in strategic planning for a long future of the business. It is vital for the business to not simply develop individual leadership, but instead develop collective leadership for better growth of the company.

For this assessment you are required

  • To analyse and discuss relevant scholarly literature on HR Business Partner model (Ulrich, 1997) Page 5 of 9
  • Discuss how and why the application of the HR Business Partner model (Ulrich, 1997) has evolved over time
  • Draw a conclusion about the current usefulness of the model in contributing to sustainable business outcomes

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Introduction

In the modern era, effective management of human resources is considered as the key and most critical task for companies. Nowadays, the competition among businesses in almost every industry has become so intense that it is no longer secure for a firm to gain a competitive advantage over other market players. Further, challenges such as increasing rate of employee dissatisfaction and turnover also create obstacles to long-term growth and success of a business enterprise (McCracken, et al. 2017). To sustain in the marketplace, companies are now required to emphasise on areas such as growth and development of staff members. The use of concepts such as strategic human resources management (SHRM) among companies is now increasing because it supports in carrying out the best and most efficient use of all staff members working in an organisation. The present study reflects analysis and discussion on HR Business Partner Model which was developed by Ulrich in the year 1997. The primary objective of this model is to determine how the performance of an organisation can be enhanced with the help of HR value. Apart from this, the evolution of HR Business Partner Model has also been carried out in the present study.

Analysis of the literature on the HR Business Partner Model

As per the view of Hunter, Saunders & Constance, (2016) the primary objective of HR Business Partner Model developed by Ulrich in the year 1997 is to enhance the role of HR professionals in growth and success of an organisation. It can be analysed that the model encourages these professionals to integrate more thoroughly and take active participation in business operations and processes. In addition to this, the model also allows the HR professionals with an opportunity to combine their day-to-day tasks and work with overall outcomes of the business enterprise. The model also highlights the fact that companies can enhance their overall effectiveness and efficiencies by using the concept of HR business partnering. It can be analysed that the role of HR Business partners and line managers is very critical in this situation. Before, the evolution of this model, the role of HR managers was restricted only to administration and management of human resources within a company. However, it can be argued that the model highlights the HR business partner should invest less time and efforts on administration and should work more on task related to strategic management and business operations (Gerpott, 2015). It has been analysed that instead of focusing on doable, the Ulrich model emphasises more on the deliverables. On the other side of this, the model also states that the business partner should focus more on results instead of stressing about measuring the process used to deliver products and services to the customers. The statement can be justified by the example that instead of determining the tools and techniques of training, the HR business partner should focus on measuring what kind of impact does the training and development program will have on the overall performance of the business enterprise (Bratton & Gold, 2017). This will allow the HR business partner and professionals to take active participation in the business processes and activities. In addition to this, the model also highlights the fact that it is required by companies to ensure that their businesses process is efficient enough to deliver value to society, employees, customers and shareholders. Here, the use of HR business partner model can be done as the model provides HR business partner and professionals with an opportunity to create and maintain capabilities which can support in delivering such kind of value to all the internal and external stakeholders. Over the past few years, the use of models such as strategic HRM has also increased to a great extent, and the reason behind growing popularity of this model is the benefits associated with the same. For example, the feature of SHRM is that it provides companies with an opportunity to recognise their external environment and the impact of this environment on activities and operations (Nadiv, Raz & Kuna, 2017). In addition to this, the use of SHRM also supports companies to use problem-solving approach while carrying out their tasks and activities.

Evolution of the HR Business Partner Model

The HR business partner Model was evolved in the year 1997, and it reflects four roles model which creates and adds value to a business enterprise. The roles are employee champion, administrative expert, change agent and strategic partner. The primary purpose of all the HR professionals in an organisation is to create value, and therefore, these professionals can be termed as business partners. Furthermore, the role of HR strategic partner is to develop a productive and long-term relationship with the line managers to share responsibilities and achieve the business objectives in every possible manner (Ulrich, et al. 2015). Before the development of this model, the role of HR managers was restricted to the recruitment and selection of right people for the right job. However, the model explains that HR strategic partner must work closely with the line managers and enhance the organisational capabilities regarding leadership, change management, innovation and collaboration. Furthermore, effective HR strategic partner is the one who does not restrict themselves to draft a strategy but also takes active participation in implementing the strategy in the best possible manner. The role of HR professionals has been increased even at a strategic level as here the professionals are required to perform functions such as active business partners. Here, the role of HR professionals is to make sure that the staff members working in the organisation have adequate skills and capabilities which are required to deliver value to customers and other stakeholders. However, it can be critically argued that becoming a strategic partner is not an easy task for the HR professionals as they need to acquire certain skills and competencies to become the same (Ulrich & Dulebohn, 2015). For instance, the professionals need to have adequate knowledge about the business operations and activities. Knowledge is essential because it supports the professionals in translating the HR models, concepts and strategies and integrating the same into business operations and activities. Effective analytical, communication, problem solving and team working skills are also required to become a strategic business partner. Apart from this, it is also required by the HR strategic partner to have a unique and innovative approach which can assist a company in getting a competitive advantage over other players operating in the market (Lo, Macky & Pio, 2015). The role of HR strategic partner according to HR Business Partner Model developed by Ulrich is to develop collective leadership within the entire organisation. The role of HR professionals is considered as critical even during the process of implementing and managing change within a business enterprise. According to the model presented by Ulrich, organisations can become competitive and gain an edge over other companies by developing practical cooperation between HR business partners and line managers. To establish such kind of corporation, the concept of shared responsibilities between the managers and partners can be taken into consideration (Aldrich, et al. 2015). To meet the business goals and objectives, it is required by the business partners to undertake the task of strategic planning. HR Business Partner must identify the problems faced by line managers and then present practical solutions to deal with those issues and problems in every possible manner.

From the above study, it can be HR Business Partner Model is very effective in terms of enhancing the overall competency of a business enterprise. The Model was developed by Ulrich in the year 1997 and it explains that the role of HR professionals is not restricted to recruitment, selection and administration. Nowadays, these professionals are required to perform a broader role in the management to accomplish the goals and objectives of a company. Here, the professionals are expected to collaborate with line managers and support them in enhancing the overall competency and effectiveness of the organization. The concept of shared responsibilities can be taken into consideration to develop and maintain appropriate collaboration between line managers and HR Business Partners. It can be also inferred that instead of emphasising and improving the overall process of business, it is required by the HR professionals or business partners to focus more on the outcomes or results delivered by the process. Even the concept of strategic human resources management explains that the role of HR managers or professionals has become proactive in strategic planning and business management of a company. Nowadays, the intense competition in almost every industry has resulted in making it very complicated for companies to sustain in the marketplace. The Business Partner Model states that it is the duty of HR managers to continually work upon enhancing the operational capabilities of a business and create value for all internal and external stakeholders of an organisation. Value creation through strategic planning is now essential as it directly contributes to long-term growth and sustainability of a business enterprise. Nowadays, it is the responsibility of HR professionals to assist line managers in process such as leadership, management, risk management and innovations. Instead of developing individual leaders within an organisation, the strategic business partners should emphasise more on developing collective leadership within a company.

My Assignment Services provides the best academic assistance to students studying in various universities across Australia. Due to the pressure of studies, part-time jobs, studies, et cetera, students often turn towards an online Human Resource Management essay writing service providers. We have a team of expert academic writers who are proficient in their fields and in tackling all kinds of academic documents.

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Human Resource Management Functions

Assessment Purpose: The primary purpose of this assessment is to enhance students’ research, analysis and referencing skills.

The secondary purpose is to give students the opportunity to demonstrate their critical thinking and written communication skills.

The third purpose is to demonstrate that you have commenced appropriate research for Assessment 3.

Before starting this assessment, please read the assessment rubric at the end of this document. You should always check the unit website for specific instructions, which may be updated continuously.

Assessment Task: You are required to compile an Annotated bibliography of 5 peer-reviewed journal articles.

Step 1. Select an industry sector. Read the Assessment 3 Essay task and identify which sector you will study for Assessments 2 and 3 (e.g. agriculture; construction; financial services; health care; hospitality; manufacturing; mining; retail; transport).

Step 2. Undertake research of the recent academic literature since 2010. Identify five (5) academic peer reviewed journal articles relevant to the Assessment 3 Essay topic. It is suggested that you align your selected articles with the unit themes from Weeks 3 to 5 (e.g. job design, HR planning, recruitment and selection). It is recommended that you undertake your research via the online ‘search’ of CQUniversity Library. You cannot use articles from your Assessment 1 presentation for Assessment 2.

Step 3. Write 2 paragraphs on each article (400 words) For each journal article, you are to write approximately 400 words in two paragraphs. The first paragraph will summarise the main ideas of the article, identifying the hypothesis, purpose, research methodology and conclusions. The second paragraph will identify how you will use that article in relation to the Assessment 3 Essay.

Step 4. Use an appropriate format Present your Annotated bibliography in a format similar to that provided below. For more information, see the library guide for writing an annotated bibliography.

Topic: Human Resource Management Functions

Annotated Bibliography Introduction: Human Resource Management Functions are broader terms that impactmanagement and performance of any organisation. The HR manager needs to take timely-based and effective recruitment decisions that can help in the achievement of goals. Most of the jurisdictions in organisations that long time in identifying new HR strategies. Change is the necessary aspect of management. The HR manager needs to pool the best resource out of the hundred applicants. This is focused on identification of the Human Resource Management Assignment tools and implementation of new strategies from time to time. To reduce the long-term negative impacts, recruitment, selection training, planning and job-design are important aspects that impact the staffing decisions.

Article 1: Fevre, R. (2012). Social Mobility, Equity and the Politics of Recruitment. Sociology Compass, 6(9), 740-750. Retrieved from: http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN021814.pdf

Keywords: Recruitment, Human Resource Management

The purpose of this journal article is to explain how the retention of high-quality professionals is crucial to the success of the organization. The market is extremely competitive. Today, manpower is available with diverse skills. The recruiters need to be more selective. This article is written for the public service audience. The article talks about different recruitment and human resource management strategies. Human Resource Management Assignment manager need to be more careful in the recruitment process. The retention of skilled talent is necessary for the Organization. The HR managers need to develop management strategies impact the staff morale. The highlights of this journal article are external and internal recruitment strategies, on the job training and value-added services to customers (Fevre, 2012). The Human Resource Management Functions and recruitment process can be conducted internally through referrals or promotion or transfer of personnel. The HR managers can advertise the jobs posting through the electronic boards or company newsletters and office memoranda. A commonly observed practice is referrals are word-of-mouth publicity and a lower cost recruiting methodology. The Organization can organize job fairs, and best of the companies can participate. The dozens of candidates are available, all at one place. The recruitment strategy is focused at bringing the job seekers and job givers at one place.

The drawback of this journal article is public service Organizations are more worried about the market share. These organizations operate in a monopolistic environment. The HR managers need to emphasize on the formulation of new strategies that aim at targeting the best experts. The Public-sector organizations need to comprehend the demands and wants of the consumers. Public sector organizations are open to scrutiny. The journal implies attracting the pool of talent for the different opportunities that are available in the market. There must be greater honesty and transparency in HR recruitment practices. A great plethora of opportunities are available in the market. The Human Resource Management Assignment needs to discuss the strategic and tactical role of Human resource implications in the longer run. Although, a commonly observed practice is there are few publicly operating organizations that maintain fairness in the recruitment processes? These organizations are aimed at protecting the individuals from harmful practices. The public service organizations need to maintain the detailed procedures and practices, if necessary to eliminate the discrimination. Cost is one the essential word-of-mouth factor that defines the retention policy of an organization. Another factor is convenience- as it allows the screening of candidates in a shorter span of time.

Article 2: Hoch, J., & Dulebohn, J. (2013). Shared leadership in enterprise resource planning and human resource management system implementation. Human Resource Management Review, 23(1), 114-125. Retrieved from: https://www.ikbooks.com/home/samplechapter?filename=168_Sample-Chapter.pdf

Keywords: Human Resource Planning, Strategic Planning

Human resource planning and strategic planning are the key areas of any Organization. This article refers to adequate source and effective application of human resources. This article is for those organizations who are undertaking an extensive research study. The human resource management functions must be taken to fulfill the mission, vision, and objectives of the Organization. The prime function of any HR in an organization is to hire the right people at the right time. An intermittent re-assessment of all the new developments in the Organization must be reviewed (Hoch &Dulebohn, 2013). The Human resource planning function should aim at effective planning and motivational processes. The Organizations should be able to estimate the number of resources required to run an Organization. Human resource planning is also referred to as- “Manpower planning”. The chief function of human resource department is to carry out the recruitment function at different levels. This can be for different purposes. HR plan operates at a national level, sectoral level, industry level, unit level and departmental level. The main aim of Human Resource Management Assignment is to ensure the demand and supply of manpower at different levels. This can be for serving the educational purposes, industrial developmental purposes or any employment plans made in the organization.

The drawback of this article is the development of concurrent employment plans in any company. The organizations are unable to forecast the need of manpower at different levels. The proportionate distribution of human resources at every level should be decided depending upon significance. The HR planning department must take into account the operational levels of every different department. A specific company is in question when human resource needs are not met with time. A business plan of any company is functional when the objectives defined can evade the unexpected disturbance in the production levels. This specifies lack of talented manpower in the Organization; therefore, appropriate strategies should be adopted. The Human Resource Management Functions should be all-inclusive and cover, marketing plans, financial plans and operational plans of an organization. The HR capabilities must be integrated and unified in an Organization. The organization must be able to fulfil the input needs and serve the desired output to customers. There are environmental constraints in every organization; therefore, a strategic plan must be formulated. The Human resource planning function aims all the employees in an organization to communicate the needs and wants, and constraints felt at different levels. An integration of all the Human resource plans is required at all the levels.

Article 3: Roberts, G. (2002). Employee Performance Appraisal System Participation: A Technique That Works. Public Personnel Management, 31(3), 333-342. Retrieved from: https://pdfs.semanticscholar.org/93cc/62d7f8a9188c88c509df80b6550f98bc5e7f.pdf

Keywords: Performance Appraisal, Performance Management

This article refers to employee engagement and commitment levels that are made by an employee to an organization. An organization wants a member those feel highly- encouraged and finish the given task on time. This article is for all the low-level and mid-level Organizations who want to study the long-term appraising techniques. The employees should give inner soul to the company’s success. The performance appraisal and performance management are two techniques those are aimed at developing a strong link between the current objectives of employees with the present objective of the Organization. It is similar to mapping your own vision and mission plan with your company’s plan. There must be a co-existence of mutual trust between the employer and employee (Roberts, 2002). The performance appraisal technique measures employee absenteeism from work, the greater engagement with patrons, fewer mistakes and earning higher profits within stipulated period of time. The competitiveness factor among employees can be developed by the utility of the employee engagement technique. The primary objective of a Human Resource Management Functions technique is enhancing the growth and development of individual and Organizations. Performance Management and performance appraisal are two terms which could be used as synonymous to each other. Performance rating methods can be used for foreseeing the performance levels of an employee in an organization.

The critical point in the article is how to review the performance of an employee in an Organization on a concurrent basis. Performance management refers to the successful attainment of objectives in an organization. Performance appraisal function implementation is critical to the success of every organization. The Performance management function is one main component of performance appraisal. To maximize the output and efficiency of groups and employees, the human resource functions must be in place. The performance of various teams existing inorganization is a critical process. The operational performance appraisal system assesses new incomings and plans for the growth and development of employees. In an Organization, where the performance appraisal system has been implemented, more than 60 percent of employees have shown dissatisfaction and did not like receiving. In such a scenario, this process can be thought for complete elimination. The most important aspect is to provide the feedback to the managers and initiate employee participation process. The employees and employers must be able to make the valid decisions. In today’s global competitive world, enhanced output and productivity can be served only when performance appraisal technique is in implementing stage. Managers must take into account all the legal considerations and an effective appraising system must be studied.

Article 4: Lozano, R. (2011). Creativity and Organizational Learning as Means to Foster Sustainability. Sustainable Development, 22(3), 205-216. Retrieved from: https://www.cebma.org/wp-content/uploads/Guide-to-the-after_action_review.pdf

Keywords: Action After Review, Organizational Learning

Organizational learning and development assess the need for intermittent identification of performances and taking lessons from success and failures, from time to time. This article refers to -The Action after Review (AAR) is a human resource management technique that is, conducted at the end of the project or event or a program. This Human Resource Management Assignment article focuses on the domestic and international level companies who are undertaking programs or events and a purposeful study for those who want to review the performance levels. The HR management function of any Organization devises strategies and team learning takes place through objective and mission statement. Action after Review follows a structured approach and identifies the strengths, weaknesses, opportunities, and threats in a given area of work (Lozano, 2011). Some of the famous companies using Action after Review programs are GE, Motorola, and others. The implementation of Action after Review is a necessary aspect of an Organization as it answers these questions- What are the occurrences in future? What has happened? Whether an employee participation is up to the mark or not? Can the things be improvised in an Organization? The Action after review plan is focused to withstand the resources in an Organization. The management committee needs to propose recommendations.

The critical point in this article is-how to effectively manage one-time projects to long-term events. The management needs to measure the event outcomes, there is always scope for growth and development and good learning prospects. It should be made mandatory for employees to attend the Action after review program. Another critical point is-when Action after review program should be used by the Organizations-just after an event or when a program ends. What functional structure should be adopted by the company practices to provide the maximum advantage to the Organizations? The implementation of Action after review plan is not possible without a moderator. How to define whether informal or spontaneous Action after review plan must be implemented before the event ends or after an event? The formal AAR can be implemented through the help of a facilitator and spontaneous AAR can be directed through team manager. Another critical point in Action after review technique is time barrier. For instance- Informal AAR can be conducted without allotting any time-span. This can be as short as ten minutes and success barriers cannot be measured. A formal AAR can be done within a stipulated time period of one to two hours. Few strategies must be recommended for the successful implementation of informal AAR.

Article 5: Strych, J. (2015). Job Rotation and Employer Learning About Human Capital. SSRN Electronic Journal. Retrieved from:http://ergo-plus.com/wp-content/uploads/Job-Rotation.pdf

Keywords: Job Rotation, Quality Standards

This article reviews the structured exchange of employees between two different departments, within an organization at different time intervals is known as Job Rotation. Enhancement of more work and increase of physical demands, therefore, adds a change in the complete structure of employment. This article is for public sector and private sector an Organization who wants to understand the overall requirements of different rotational jobs. The HR function of any Organization should focus on the development of reliable and methodical job rotations. The advantages of job rotation are focused to share the risk factors present in an organizational environment. The Human Resource Management Assignment function needs to identify the high-risky jobs and address and troubleshoot, whenever possible. When job rotation is implemented within an Organization, it helps in reducing the physical demands associated with a job (Strych, 2015). The job rotation is focused to increase work efficiency and enhance quality standards in different processes. The Job rotation capabilities aim at the elimination of ergonomic problems. The employers must be able to identify the problems as early as possible. Consult management and group leader’s work together to decide on which internal departments are suitable for the job rotation program. Strategically driven job rotation programs give best competitive advantage.

The critical point in this article is the implementation of job rotation program at different units, within a company. The management undergoes through numerous barriers. The crucial aspect is that every department or job is not appropriate for the job rotation program. Some of the problems encountered are- issues with the product quality, employee productivity losses, employees hesitate to rotate because of the difficulties associated with jobs. Restriction of ability is one main reason that inhibits the job rotation process. In industrial organizations, various threats imposed by the union workers, especially for the job compensation rules. The employees are not convinced about the compensation cost that is received. The Human resource management functions find very difficult to implement the job rotation programs. A research study undertaken suggests-employee productivity and product quality suffer with the enactment of job rotation. The company’s culture must be enduring for the successful implementation of frequent job rotation programs. The strategists should draw an effective job design that is, based on job factors- applications utilized, training and development requirements, external and internal forces, frequent opportunities and threats. The productivity gains can become lower without a real-based job rotation program. The employers have greater flexibility levels when adequate training is given to employees on Human Resource Management Functions.

References Fevre, R. (2012). Social Mobility, Equity and the Politics of Recruitment. Sociology Compass, 6(9), 740-750.

Hoch, J., & Dulebohn, J. (2013). Shared leadership in enterprise resource planning and human resource management system implementation. Human Resource Management Review, 23(1), 114-125.

Lozano, R. (2011). Creativity and Organizational Learning as Means to Foster Sustainability. Sustainable Development, 22(3), 205-216.

Roberts, G. (2002). Employee Performance Appraisal System Participation: A Technique That Works. Public Personnel Management, 31(3), 333-342.

Strych, J. (2015). Job Rotation and Employer Learning About Human Capital. SSRN Electronic Journal.

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  • Human Resource Management

Introduction - Human Resources (HR) Management Assignment

P1 explain the purpose and functions of hrm, applicable to workforce planning and resourcing an organization., explanation of human resources management:.

  • Human resources management’s purpose in the organization:
  • Human resources management’s functions:

P2 Explain the strengths and weakness of different approaches to recruitment and selection.

Internal recruitment method:, external recruitment method:, campus recruitment:, online recruitment:, with the help of social media:, p3 explain the benefits of different hrm practices within the organisation for both the employer and employee., employee motivation and development:, effective relations between employees:, positive behaviour of employees:, p4 evaluate the effectiveness of different hrm practices in terms of raising the organisational profit and productivity, innovative ideologies and creative strategies:, employee engagement:, positive and healthy environment:, p5 analyze the importance of employees relations in respect to influence human resources management decision-making, p6: identify the key elements of employment legislation and the impact it has upon human resources management decision-making, evaluate the key aspects of employee relations management and employee legislation that affect hrm decision-making:, p7 illustrate the application of hrm practices in a work-related context with suitable examples., job specification:.

Words: 5140

Human Resources Management Assignemnt

Human resource management is the activity which ensures the proper management of employees in an organization for acquiring several goals and objectives of the business. This report will discuss about the case of Sainsbury’s which is the largest supermarket in the UK in which HRM manages the staff members in the UK. In this, discussion of functions and objectives of human resource management will take place for developing an organization. The skill and talent of the employees for the growth and benefit of the organization will be on the basis of the selection process of the HRM and HR Assignment Help in which weakness and strengths of the employees will also be discussed. In this for developing the organization, the need of the idea and relation of the employees in the organization which is putting impact on the organization and UK legislation and engagement of employees in an organization will also be discussed.

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The major motive of Human resources management is to achieve various organizational goals and business objectives. The HR department is responsible for managing the functions of the organization and they are also responsible for hiring, recruiting and the whole selection process. Sainsbury’s is the largest supermarkets in UK. They plan each and everything in the organisation from hiring new individuals to assign various duties and responsibilities to the employees. They also manage disputes among employees and make the use of resources in an optimum way (Gahlawat and Kundu, 2019).

Human resources management’s purpose in the organization:

Human Resources management is responsible for managing the work and skills of employees and they also plan and strategies various ideas and techniques for the effective functioning of the organisation. They also maintain the productivity and profitability ratio of the organization. They also assure positive mindset to the employees by providing healthy and positive environment and surroundings to the employees. There are two types of HR practices used by Human Resources management, hard and soft practices in order to provide directions to the employees so that business objectives can be achieved (Aust et al., 2020).

For improving the performance of the organisation and employees; they regulate various theories and concepts so that they can easily make control over certain things in the organisation. And on the other side, they also motivate and encourage the employees by which the employment engagement towards the organisation can be increased. Soft HRM practices are mainly adopted by the HR department so that they can easily empower employees.

Human resources management’s functions:

Recruiting and hiring new individuals:.

The Human Resources department is responsible for the taking interviews and for the whole selection process. They set various criteria and requirement of skills for making selection of the new employees. They are responsible for identifying staff shortage in the organization and then conduct the selection process.

Provide training and developing skills:

For improving the skills and knowledge of the employees the Human Resources department is responsible and plays a major role in providing proper training and coaching to the employees so that they can easily develop their knowledge according to the organization’s norms and conditions. For providing training they conduct various training programs and seminars (Karak, S., 2019).

Managerial functions of Human resources management:

The organization’s management is responsible to direct, organise and control various activities and tasks. They are responsible for planning various strategies and innovative ideas. They need to manage various tactics and strategies in order to maintain the growth and development of the organisation. 

Performance appraisal of employees:

The HR department is also responsible for making appraisals according to the performance of the employees. They need to check daily-to-daily feedbacks of the employees; on the basis of that criterion they can easily manage providing rewards and promotions to the employees (Hassan, 2016).

The welfare of employees:

The term welfare of employee’s means to satisfy the employees by providing environment that is healthy and positive. The Human resources department adopt those rules and regulations which can be easily understood by the employees so that they can adapt them in order to improve their performance and skills.

Maintaining the record of employees:

Sainsbury’s has large numbers of employees working in their organisation, because of this they have to maintain the employee’s record that is their joining date, per annum salary and total working hours in the organisation.

Sainsbury’s is the largest supermarket in UK, because of this they need to recruit or hire those individuals that are qualified and have good skills and knowledge so that with help of those employees they can improve the productivity and profitability of the organization. There are two types of recruitment methods, one is external recruitment method and other is internal recruitment method, with the help of these methods they recruit and select as per the individual’s skills and capabilities. The best fit practice and best practice model are the two types of the approaches that are used by the organization to make a good reputation in the competitive market (Sparrow and Otaye-Ebede, 2017).

The term best fit practice means the proper coordination between the organizational objectives and the needs of the human resource management. And the other term best practice model means to execute various plans and strategies to achieve organizational goals and business objectives.

From the term internal recruitment means transfer of existing employees, promotions etc. this type of process is very effective as the employees already know the norms and regulations of the organization (DeVaro, 2020). This internal method of recruitment has its own merits and demerits,

With the help of this recruitment process, the total timing in recruiting individuals’ decreases as they are already appointed in the organisation and the HR manager already estimated their criteria of performing duties and responsibilities. The employees adapt the culture of the organization as they already know about it. The procedure of internal recruitment is quite easy and affordable because the management don’t need to advertise about vacancies in their organization. By promoting employees and by increasing their incentives the organization’s like Sainsbury’s can increase the engagement of employees so that employees stay dedicated and committed towards their work which ultimately helps the organization in the growth and development (Farndale et al., 2018).

The procedure of promotion and transfer got hindered as some managers don’t cooperate with their team members. If some employee got promoted then their position remains vacant just because this; the management needs to conduct the selection process for hiring someone for that position. Due to competition in the organisation because of promoting other employees, conflicts and disputes may occur.

With the help of employment exchange they can easily hire new individuals. The term employment exchange means a kind of organisation that provides jobs to applicants on the basis of their experience and abilities (DeVaro, 2020). There are various ways by which organizations can recruit new individuals,

This is a procedure of recruiting young individuals from their colleges or universities while practicing internships. This is the procedure of providing employment to them when they are pursuing their degrees (McDonald, 2019).

This is the procedure of conducting online interviews by the HR management for selecting new individuals; this is a kind of easy process (Ladkin and Buhalis, 2016). On the basis of these online interviews and tests they hire them (Holm and Haahr, 2019).

The social media helps in providing job and employment regarding advertisements, through Facebook and Instagram people got to know about new jobs and recruitments (Holm and Haahr, 2019).

With the help of various promotions and advertisements they can easily provide structure and culture of the organisation so that applicants get an idea about the jobs criteria. In this method they can easily hire applicants on the basis qualification and knowledge (Ahmed and Ahmed, 2019).

Online recruitment is quite costly process of hiring individuals as so much money is required in doing advertisements. Because of this process conflicts may occur in the organisation as the employees are not aware about the structure and culture of the organisation.

In Sainsbury’s the HR management should adopt those mix approaches and techniques for selecting new individuals according to their skills, knowledge and experience.

The Human resources department has a major role in the functioning of the organisation. They are the one who is responsible for the growth and development of the organization. They need to manage everything in the organisation from planning to assign the work and projects to the employees. They are the one who direct, organise and make control over the tasks and activities of the organisation. The HR department is responsible for implementing various strategies and plans in the organisation. They organise various training programs and seminars for making improvements in the skills and knowledge of the employees that helps them in their career enhancement. In Sainsbury’s the management’s various practices and approaches help and provide benefit to both employer and employees as well (Hassan, 2016).

The major and important role of HR management is to motivate and encourage employees towards their business goals and career objectives. For developing and improving their skills they need to conduct various training programs and seminars so that helps them in their career development. For motivating their employees; Sainsbury’s adopt many motivational theories to provide motivation and encouragement to the employees. The employees are also allowed to choose their shift hours according to their suitability. By providing training and coaching the organisation meant that the employees can make improvements in their personal and professional lives (Hassan, 2016).

The Human resources department initiates working in groups and teams so that the relations of employees can be improved and maintained in the organization. With the help of this initiative the organizations can maintain long term relations with the employees so that the turnover of employees can be decrease (Hassan, 2016).

If the management provide healthy environment and surroundings to the employees, the employees will be able to work with positive mindset. Sainsbury’s should adopt healthy and positive culture in the organization to that the employees can give their best in accomplishing their duties and responsibilities. If the employees got proper motivation and encouragement then only they can focus on their work in efficient manner, and they got motivated if the management provide proper performance appraisals, promotions and higher incentives to them in this way they got encouraged towards their work and stay committed to the organization (Hassan, 2016). 

All these factors are provide benefits and profits to both employer and employees as by implementing HR approaches in proper manner they can easily achieve the set targets and business objectives. And the employees can make improvements in their personal and professional lives and can enhance their career goals.

Sainsbury’s is well known supermarket in UK, their main motive to improve their performance and develop growth in the global market while considering all the negative and positive aspects. Their main aim is to operate a successful business operation in order to achieve good profitability and productivity ratio (Rana and Malik, 2017).

For making unique ideologies and creative strategies the organization need to support the employees and provide them a positive environment so that with the help of their skills and knowledge they can make unique ideas and strategies that help the organization in making improvements in growth and development process. The employees can easily make various innovations and new ideas if they got a proper environment and surroundings to work in efficient manner.

The employee’s engagement is highly interlinked with the employee’s contribution in the organisation. Sainsbury’s can increase their employee’s engagement by providing rewards to them, rewards like promotions, higher incentives etc. by which they can stay dedicated and committed towards the organization. This will help the organisation in achieving a good productivity and profitability ratio. The employee engagement can be increase if the organization provides facilities according to the employee’s requirements (Osborne and Hammoud, 2017).

Any organization’s success and growth is totally depends on the contribution of the employees; employees are the main source of contribution in any organization’s development. For achieving organisational goals and business objectives, the organization needs to provide a proper healthy and positive environment and culture so that the employees can work with an ease and meet those business goals. Plus the management also needs to hire those individuals that have sober thinking and can easily make adjustments in any kind of culture. The HR management also needs to adopt corporate and diversified culture so that those employees who belong from various cultures and backgrounds can easily manage their work in efficient manner. Sainsbury’s should adopt diversified culture in order to provide healthy and social environment to their employees so that they can enhance and improve their career objectives (Hameed et al., 2020).

The role of the employees in the organization plays very important role in the organization for increasing the profit and productivity in the Sainsbury’s supermarket in UK. The employees in the organization, plans various techniques and strategies for improving the productivity and profit of the Sainsbury’s supermarket. The employees of the Sainsbury’s market are building strong relationship with the customers so that they purchase the products from the Sainsbury’s supermarket repeatedly by raising the satisfaction level of the customers by fulfilling the needs and the requirements of the customer (García et al., 2017). The relation of the employees is shown with the various points which are listed below:

Higher productivity and effectiveness in the business: The productivity of the employees in the Sainsbury’s supermarket in UK are increased if the employees of the organization are actively participating in all the responsibilities and work which is given to them. The employees who are giving their 100 percent efforts in improvising the productivity and profit of the Sainsbury’s supermarket by doing their assigned tasks and work are living happily in the environment of the organization and are satisfied with HR management. Through this the manager of the human resource will make fast decisions if the productivity in the Sainsbury’s supermarket is increased even if there is high chance of the risks present in the contract and in this way the managers of the human resource are showing their trust on the employees of the organization (García et al., 2017).

Working culture in effective way: The managers of human resource of the Sainsbury’s supermarket is encouraging and motivating the employees of the organization so that the employees feel motivated from the behavior of the HR manager which helps them to finish their assign tasks and work on time with their efforts. The HR managers are promoting the diverse culture and background of the employees which helps the employees in increasing the productivity and growth of the organization as they feel motivated from the behavior of the HR managers as they are giving their complete efforts by completing their assigned work or tasks on time. Managers of human resource are providing equal opportunities to all the members of the Sainsbury’s supermarket and they feel encouraged from this free diversity.

Customer’ satisfaction: In the Sainsbury’s supermarket, the managers are managing the employees of the organization. The employees of the organization are building strong customer base with the employees in which the employees sells the products of the Sainsbury’s supermarket in such a way that customers purchases the products from the Sainsbury’s supermarket repeatedly which leads to the increase in the productivity and growth of the Sainsbury’s supermarket. In building the strong relationship in between the customers and employees, communication plays very important role as for selling their products to the customers, employees communicate with the customers so that they can convince them to purchase that product.

If the employees of the organization are treated well then it can affect their performance and they will perform better and by this the staff members for achieving the higher satisfaction level of the customers, they will provide better services to the customers as per their demand and requirements.

Maintaining strong relationship with the employees, the employee must feel good about their image as they are working in such large organization like Sainsbury’s supermarket. If the employees in the Sainsbury’s supermarket are not treated well then it may affect their performance in certain ways in which one factor is the indiscipline among the employee of the organization.

The employment legislation mainly includes few essential elements. They are:

Uniform employment opportunity: The management must be unbiased towards the employees on the bases of religion .caste, creed and every such aspect when it comes to recruitment of its employees. The rights of the employee are covered under The Employment Opportunity Act (1972) which refers to certain standards that all people have the right to receive fair treatment at the workplace irrespective of the characteristics they have (Vivares-Vergara et al., 2016).

Affirmative Actions: They include certain principles which prevent discrimination on the basis of caste, religion, color etc. these policies are mainly framed to protect the unprotected or the disadvantaged from the discriminative practices. Several reforms have been taken overtime to provide benefits to them which mainly include better education and housing facilities and increase in wage rates etc.

Sexual Harassments:  One of the major concerns includes the sexual harassment in the corporate world of which women are the major victim’s .They majorly includes actions of sexual/physical discomforts and asking favors for extra perks and incentives from the subordinates by the superiors which has resulted a drop in the working female employees numbers over the years.

Work time regulations : This forms an essential part of HR Legislature. A flexible working schedule must be designed in order to provide a work - life balance to the employees thereby providing them with more efficiency (Vivares-Vergara et al., 2016).

Working Conditions: Another essential element in the list is a proper working environment .It includes various factors such as hygiene, health and safety, regular and proper remunerations, profit sharing etc.

Trade Unions and Other Industrial Relations: Trade Unions are considered backbones of the employees in the company. They represent the interests of the employees and also negotiate with the employers on behalf of their members. A healthy relations with these unions is must to establish mutual harmony and growth of the company.

Social Security:  It mainly includes financial aid against the occurrence of unforeseen natural events such as retirement, death, disability, etc to the employees. The benefits mainly comprises of retirement funds, medical insurance, disability insurance etc.

Employee Relationship Management forms an important part in the current competitive business scenario. Thus building and maintaining a healthy employee relationship is an important aspect of success of a business. The key elements include:

Open Communication:  The key to any effective relationship is open communication. It is essential part as the employees spend majority of the day in the office so it becomes for the employees to feel at ease and feel free to communicate their needs to the manger (Putri et al., 2017).

Recognition : A sense of recognition and appreciation is directly related to a higher self-esteem and increased motivation to increase their efficiency. Proper rewards for the employees increase their competitive spirit and help them work even harder for the overall growth of the company.

Regular Feedback: A proper and frequent feedback including appreciation and constructive criticism gives the employees areas on which they can improve for their improved learning forms an important part of building relationships between the managers and their teams.

Invest in Employees: Another way for building an effective and harmonically relationships between managers and their employees is by showing some care and affection to the employees .Providing them with extra benefits like gym facilities to maintain a healthy lifestyle , leading some projects of the company , paid work from home options etc.

The consumers of the marketing manager are behaving as their mediators in which all the interactions and communication are managed by the marketing manager. The marketing manager is using many techniques and strategies for the growth of the organization and is also handling the team. Sales engineers, employees and activities of advertisement are collectively bring together by the marketing manager in which they see whether these people are making progressive strategies or not for implementing so that the organization can grow progressively. There is some information which is required for hiring an employee for performing various duties which are as follows:

Offer letter for the applicants:

Job Advertisement:

This report has discussed about the Sainsbury’s supermarket in which there is a requirement of the skilled and talented employees. This report has already discussed about the functions, motives, weaknesses and strengths of the human resource department. The report has given the job specification, job advertisement and offer letters which are provided to the applicants. It has also discussed the importance of the relations of the employees in an organization and discussing different methods of practices of HRM. In the last there is a discussion of employee engagement and employees legislation in UK.

You Can Also Read out our Other Assignment Services From the Popular category like Construction Dissertation Writing Service and Audit Assignment Help

Ahmed, K.U. and Ahmed, B.F., 2019. External Recruitment Practices of an Organization.

Aust, I., Matthews, B. and Muller-Camen, M., 2020. Common Good HRM: A paradigm shift in Sustainable HRM?.  Human Resource Management Review ,  30 (3), p.100705.

DeVaro, J., 2020. Internal hiring or external recruitment?.  IZA World of Labor .

Farndale, E., Nikandrou, I. and Panayotopoulou, L., 2018. Recruitment and selection in context. In  Handbook of Research on Comparative Human Resource Management . Edward Elgar Publishing.

Gahlawat, N. and Kundu, S.C., 2019. Participatory HRM and firm performance.  Employee Relations: The International Journal .

García, A.B., Munduate, L., Elgoibar, P., Wendt, H. and Euwema, M., 2017. Competent or competitive? How employee representatives gain influence in organizational decision?making.  Negotiation and Conflict Management Research ,  10 (2), pp.107-125.

Hameed, Z., Khan, I.U., Islam, T., Sheikh, Z. and Naeem, R.M., 2020. Do green HRM practices influence employees' environmental performance?.  International Journal of Manpower .

Hassan, S., 2016. Impact of HRM practices on employee’s performance.  International Journal of Academic Research in Accounting, Finance and Management Sciences ,  6 (1), pp.15-22.

Holm, A.B. and Haahr, L., 2019. E-recruitment and Selection. In  E-hrm . Routledge.

Karak, S., 2019. Performance appraisal of employees: a literature.

Ladkin, A. and Buhalis, D., 2016. Online and social media recruitment.  International journal of contemporary hospitality management .

McDonald, L.S., 2019. The Impact of Campus Facilities on the Recruitment of Students in Higher Education.

Osborne, S. and Hammoud, M.S., 2017. Effective employee engagement in the workplace.  International Journal of Applied Management and Technology ,  16 (1), p.4.

Putri, N.T., Yusof, S.M., Hasan, A. and Darma, H.S., 2017. A structural equation model for evaluating the relationship between total quality management and employees’ productivity.  International Journal of Quality & Reliability Management .

Rana, M.H. and Malik, M.S., 2017. Impact of human resource (HR) practices on organizational performance.  International Journal of Islamic and Middle Eastern Finance and Management .

Sparrow, P. and Otaye-Ebede, L., 2017. HRM and productivity. In  A Research Agenda for Human Resource Management . Edward Elgar Publishing.

Vivares-Vergara, J.A., Sarache-Castro, W.A. and Naranjo-Valencia, J.C., 2016. Impact of human resource management on performance in competitive priorities.  International Journal of Operations & Production Management .

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9 HR Capstone Project Examples for HRMBA Students

  • Published April 27, 2018
  • Last Updated June 23, 2023

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Nine HR Capstone Project Examples

  • Human Resources Theory into Practice
  • Effect of Increasing Training Budget
  • Methods of Employee Assessment
  • How Does the Human Resources Department Increase the Value of a Company?
  • Workplace Diversity Concerns
  • What Are the Key Factors that Contribute to Employee Turnover Within the Organization?
  • What is the Relationship Between Employee Recognition Programs and Employee Morale and Retention?
  • How Does the Implementation of Flexible Work Arrangements Affect Employee Engagement and Work-Life Balance?
  • How Does Leadership Style Impact Employee Motivation and Job Satisfaction in Organizations?

A capstone project is one of the final tasks in business school.  Through the process, whether an international business or HRMBA capstone project, students demonstrate that they understand the principles of their field and can practically apply this information. Many business students, especially those in human resource management, choose to use their final project as an opportunity to learn more about a particular subcategory as well as boost their resume. Since there are so many different career paths for HRMBA graduates, a targeted capstone experience can help these students jumpstart their career after graduation. Some human resources management capstone project ideas include the following.

Read:  Top 50 Best Online Master’s in HR Degree Programs (MSHR)

1. Human Resources Theory into Practice

For this project idea, students can examine a few different theories in human resources or just do an in-depth study on one and describe what the selected theories look like in the industry. Many times, these capstone projects include an element of experiential learning where the student spends time in a workplace to understand what the job is actually like. During this experience, the student then watches for specific techniques used by the human resource department. Then, at the capstone presentation, they can highlight which theories and techniques were used at the work site and the results and any recommendations based on human resources theory.

2. Effect of Increasing Training Budget

This project focuses on the degree to which employee training can affect profits. For this capstone idea, after choosing a specific workplace, a student can examine the current training methods and determine what changes would be effective. Based on the data collected and predictive modeling techniques, the student can calculate the tipping point, or at what point adding money to training no longer increases profits and how much is added up until that point.

3. Methods of Employee Performance Appraisal

Along with training, another aspect of human resources involves rating an employee’s performance in a variety of areas. Sometimes, this is based on definitive data, but other times, this involves quantifying less directly measurable skills. For this HRMBA capstone project idea, a student could explore ways of objectively scoring employee performance in these positions. Another aspect of this involves removing subjective bias during the interview process.

4. How Does the Human Resources Department Increase the Value of a Company?

This capstone idea focuses on the intrinsic value of a strong human resource department and how this affects different aspects of the company. Training methods, employee motivational programs, benefits selection, and recruitment processes all affect how employees view their workplace. Further, the student can describe how these also determine the opinions of other companies, potential applicants, and the general public.

5. How do Diversity and Inclusion Initiatives Impact Organizational Performance and Innovation? 

Increasing diversity at all levels of employment is becoming more important. According to Forbes , the field of human resources is changing, and one main aspect of this involves companies being open about the diversity of their staff or lack thereof. For this capstone HR  project, students demonstrate all the benefits of diversity in the workplace including the financial and cultural effects.

6. What Are the Key Factors that Contribute to Employee Turnover Within the Organization?

This capstone could be a research project looking at the top reasons for turnover within an organization.  While specific factors can vary based on the industry, several factors could be explored including:

  • Job dissatisfaction
  • Lack of career development
  • Poor leadership and management
  • Lack of recognition and reward
  • Work environment and relationships

If turnover is your area of interest, HRMBA students could partner with an organization to do an assessment and make recommendations.  Interviews or surveys could be conducted with management and former staff to learn more about their reason for leaving.  Recommendations could be made to the organization with ways they could reduce their turnover rate.

7.  What is the Relationship Between Employee Recognition Programs and Employee Morale and Retention?

Recognizing and appreciating employees’ efforts and achievements boosts their motivation and morale.  When employees feel valued and appreciated, they are more like to be engaged and productive.  But how do you know if your organization’s recognition program is effective?  A capstone studying an organization’s recognition program that includes interviews or surveys with staff would be of great value to an organization.  Some other HR project ideas in this area could consist of:

  • What are the key factors that influence employee retention within an organization?
  • What is the relationship between employee recognition and retention within the organization?
  • How effective are current employee retention efforts in reducing turnover rates?
  • What role does work-life balance play in employee retention?

8. How Does the Implementation of Flexible Work Arrangements Affect Employee Engagement and Work-Life Balance?

While flexible work arrangements existed before the COVID pandemic, there has been a 20% increase in companies who prioritize flexible scheduling since 2019.  After years of remote work, there is finally enough data to show that it works.  According to McKinsey’s American Opportunity Survey, 58% of Americans reported having the opportunity to work from home at least one day a week.  The survey also showed that 87% of workers accept a flexible work arrangement when it is offered.  Flexible work arrangements are a desirable feature for American workers.

Not every industry is structured to support work from home, so fortunately company leadership can choose from a variety of flexible work arrangements.  Here are some research questions that could provide some capstone project ideas .

  • What are the perceived advantages and disadvantages of flexible work arrangements from the perspective of both employees and employers?
  • What is the impact of flexible work arrangements on team collaboration, team building, and coordination?
  • How do different types of flexible work arrangements affect employee outcomes and organizational outcomes?

9.  How Does Leadership Style Impact Employee Motivation and Job Satisfaction in Organizations? 

Human resources is a popular concentration within an MBA program.  MBA graduates are prepared for leadership roles within an organization, so their capstone experience must provide them with the opportunity to develop these leadership skills.  HR MBA capstone project ideas related to leadership style can be a journey of self-discovery.  Completing a capstone experience in an organization can help you identify leadership behaviors that drive employees to succeed.  By comparing the leadership styles within several different organizations, MBA HR students can begin to see which styles have a positive impact on an organization and which may be toxic.

At the end of most graduate programs, students need to display their mastery of the core competencies in their field. Completing a capstone project during an HRMBA program showcases a student’s knowledge and also allows students to focus on an area of human resources that is of particular interest to them.  We hope these capstone human resources /MBA ideas have been a helpful resource.

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    Under this area of human resource management, the focus is placed on the attraction of employees, skills development, rewards and retention, processes Cornelius Willem van der Westhuizen 3 Unit A/615/2727 - Human Resource Management fwhich are critical to the growth of individual employees and the workers (Hou et al. 2017).

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    Human Resource Management is the approach which is concerned with optimum use of manpower to achieve the objectives of an organization effectively. Example, HRM is followed in Harrods, UK. (Armstrong and Taylor, 2014) Approach and Focus. It is traditional in nature where manpower is treated as resource.

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    1.2 Functions of HRM. Human resource management is accountable for recruiting, compensating, providing trainings, development of leadership and so on. Following points explains the various functions of HRM. Recruitment and selection. Training and developments. Benefits and Compensations. Reporting.

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  11. HRM Assignment: Strategic Human Resource Management

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    The role of trust towards achieving service delivery should be addressed. 2. Management should accept a service orientation for an employee in order to meet their professional standard. 3. Human resource management should be made an element of learning at all levels.

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    Human Resource Management can be defined as handling the issues faced by employees in an organisation. This is one of the basic components of an organisation, hence it is important for students pursuing this course to write a Human Resource Management Assignment.Any future HR manager must study this course in order to understand the various elements that affect an employee and how to handle them.

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  16. Human Resources (HR) Management Assignment UK

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  17. 9 HR Capstone Project Examples for HRMBA Students

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  18. FULL SET OF Assignment- Human Resource Management

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  19. [PDF] Human Resource Management Assignment: Sample

    Human Resource Management Assignment: Sample. Boyacigiller et al (2006 p81) have stated that 'A key difference between domestic and global managers is the need for global managers to deal with significantly greater complexity and to be open to the outside world.'. However, Baruch (2002 p36) has made the point that 'although the concept of ...

  20. PDF HUMAN RESOURCE MANAGEMENT

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