Human Resource Management Assignment

This assignment delves into the multifaceted realm of Human Resource Management. It encompasses key concepts such as strategic HR planning, the impact of external factors on HR practices, performance management systems, and effective contact management strategies. The questions require a thorough understanding of HR principles and their practical application in organizational settings.

Running head: MANAGING HUMAN RESOURCE SERVICES
Managing Human Resource Services
Name of the Student
Name of the University
Author note

1MANAGING HUMAN RESOURCE SERVICES
Q1
In managing human resources in Australia, the following five legislations must be
applied.
a. Equal Opportunity for Women in the Workplace Act 1999 that replaced Affirmative
Action Act 1986. Business organizations which have more than 100 workers should
establish Equal Opportunity for Women in all the workplace programs (Marchington et
al. 2016).
b. Privacy Act 1988 must be applied in the organizations as it provides protection for the
persons whose information is held by the Commonwealth Government agencies, like
Centre link or Taxation Office (Hendry 2012).
c. Human Rights and Equal Opportunity Commission Act 1986 must also be applied in
organizations to prohibit the discrimination in the employment structure on the basis of
religion, sex, trade union activities, marital status, sexual preferences and many other
things. This legislation sets up the framework for the equal opportunity for all the
employees at the Commonwealth level.
d. Racial Discrimination Act 1975 prohibits the discrimination among the employees on the
basis of their race and national origins (Marchington et al. 2016).
e. Workplace Relations Act 1996 must also be applied in managing Human resources to set
the minimum conditions for employment in the land of Australia and also sets up a
framework for the industrial relation system.

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Q2
The important ten workplace entitlements for the permanent employees of organisations
outlined in the National Employment standards are mentioned below.
a. The employees are allowed to work for 38 hours a week and if they want they can work
for additional hours for extra remuneration.
b. In certain conditions the employees can request their managers to change their working
arrangement.
c. In case of pregnancy or other parental issues, employees can get up to 12 months of
unpaid leave and they have the right to ask for more 12 months of unpaid leave if there is
a valid reason.
d. The employees must be allowed to take a four weeks paid leave per annum and for some
specific shift workers they can get an extra week leave (Stahl, Björkman and Morris
2012).
e. All the employees are eligible to get a 10 days paid personal leave and two days leave if
required and in addition to that in some cases the employees are eligible to take two more
days compassionate leave if required (Buller and McEvoy 2012).
f. The employees are eligible to get unpaid leave if they get engaged in voluntary emergeny
services and leave for jury services. If they are engaged in judicial services the employees
can get paid for up to 10 days leave.
g. The employees who have served the organizations for a long period of time are eligible to
get long paid leaves if required (Bratton and Gold 2012).
h. A paid leave on public holidays are the right of the employees under any circumstances.

3MANAGING HUMAN RESOURCE SERVICES
i. The employees must get five to sixteen weeks leave if they are to get terminated by the
organization based on the time they are serving for the organization (Hendry 2012).
j. The employers must provide Fair Work Information Statement to all the employees.
Q3
Under the Fair Work Act 2009, all the employees of Australia must keep the record of
some professional records for at least seven years, and those are: the employer’s name, the
employee’s name, the employer’s Australian Business Number, the employee’s commencement
date and the basis of the employment whether it was permanent, temporary or casual (Buller and
McEvoy 2012).
Q4
Having a professional code of conduct within the organization is a very important thing,
as these codes of ethics actually help in increasing the probability so that the employees can
behave in a convinced manner. The code of conduct that is good will help in focusing on the
actions taken by the public servants so that it can result in performing the right things for the
correct reasons. The moral autonomy of the employees does not get hampered due to these codes
of conduct. Lastly, the code of ethics helps in functioning as a professional statement for the
employees.
Q5
Human resources is the department designated to find and train the employees for the
organization and to help in any undesired situations within the workplace. Human resource

4MANAGING HUMAN RESOURCE SERVICES
strategies take those responsibilities and makes sure that they are meeting the goals, future needs
and the mission of the organization (Hendry 2012).
Q6
The Human resource professionals have huge responsibilities as they train and develop
the employees of the organizations and the workforce is the nucleus of the organizations (Bratton
and Gold 2012). Thus, it can be said that the productivity of the organization depends a lot on the
effectiveness of the HR department. The HR department helps the business organizations in
conserving its costs with respect to the development of the salary packages and the benefits that
can be provided to the employees along with the provision of support. These managers are also
responsible for managing the issues regarding quality within the organization (Griffin 2013).
Q7
Steps for the HR department’s planning
a. The key priorities of the HR department are to scan the environment like labor market,
present and future economic conditions (Brewster and Hegewisch 2017). They have to
plan for technological advancement and they can change the legislation if needed
(Armstrong and Taylor 2014).
b. The HR department has to think about the external factors as well, because they have to
plan for the workforce composition and has to change the policy platforms if needed.
c. HR department has to determine the organization’s present and future resources when
required and develop the plans accordingly (Anderson 2013).

5MANAGING HUMAN RESOURCE SERVICES
d. The key is to implement the plans made by HR department and the professionals of HR
department has to constantly measure, monitor and report on the progress of the
organization’s actions in various circumstances (Anderson 2013).
Q8
Performance management aims to build high performance culture within the organization
for both the individual employees and also for the teams so that they can collaborate and be able
to take the responsibility to improve the process of doing business in a continuous manner and
helps in raising the bar of competence by helping the employees in increasing their own sets of
skills (Armstrong and Taylor 2014).
Q9
Performance planning, Performance appraisal and reviewing and performance
improvement plans are the major three components of performance management system.
Q10
Contact management is the process through which the execution and the analysis of
managing the contact creation will help in maximizing the functional and the operational
performance within the organization by minimizing the risks that are related to finance within the
company (Brewster and Hegewisch 2017).
Q11
From the feedbacks which were collected, it can be said that the reviewer is not at all
satisfied with the actions of the HR recruiter and he is not at all satisfied with the whole

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recruitment process, selection of candidates and the overall management. In addition to that,
from the reviews it is evident that that the HR functions must be reviewed by all the employees
of the organization. It would be wiser if the reviewer gets involved with the recruitment process
and thus an overall improvement in HR management can be seen.

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References
Anderson, V., 2013. Research methods in human resource management: investigating a business
issue. Kogan Page Publishers.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource
Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review, 22(1), pp.43-56.
Griffin, R.W., 2013. Fundamentals of management. Cengage Learning.
Hendry, C., 2012. Human resource management. Routledge.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Nickson, D., 2013. Human resource management for hospitality, tourism and events. Routledge.
Stahl, G.K., Björkman, I. and Morris, S. eds., 2012. Handbook of research in international
human resource management. Edward Elgar Publishing.