Human Resource Management Practices and Impact

This assignment delves into the multifaceted realm of Human Resource Management (HRM), examining its critical role in shaping organizational success. It requires an in-depth analysis of diverse HRM practices, including recruitment strategies, training methodologies, and performance management systems. Students are tasked with evaluating the impact of these practices on key organizational outcomes such as employee motivation, productivity, innovation, and overall effectiveness. The assignment also encourages critical reflection on contemporary HRM trends and challenges in a globalized business environment.

Human resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Purpose and function of Human recourse management in Alda.......................................1
P 2 Different ways of recruitment and selection and their advantages and disadvantages....3
TASK 2............................................................................................................................................6
P3 Benefits of human resource practices................................................................................6
P4 How human recourse management practices raise in productivity and profitability in Alda7
TASK 3............................................................................................................................................9
P5 Importance of employee relations in respect of Human resource management decision-
making....................................................................................................................................9
P6 Elements of Employee legislation and its impact upon Human resource management
decision-making...................................................................................................................10
TASK 4..........................................................................................................................................11
P7 Application of human resource practice in work place...................................................11
CONCLUSION..............................................................................................................................11
REFERENCE.................................................................................................................................12

Illustration Index
Illustration 1: Sources of Recruitment.............................................................................................3
Illustration 2: Organisation performance and human recourse practices.........................................8

Index of Tables
Table 1: Pros and cons of promotion...............................................................................................4
Table 2: Merits and demerits of transfer..........................................................................................4
Table 3: Pros and cons of Campus recruitment...............................................................................4
Table 4: Merits and demerits of Media advertisement....................................................................5
Table 5: Pros and cons of Business alliance recruitment.................................................................5
Table 6: Merits and demerits of Tele-recruitment...........................................................................6

INTRODUCTION
Human resource is a stream that invite people to join an organisation in order to get
competitive advantage over existing market players. Human resource management is
concerned with managing the work force with material and machinery. The department is
responsible for employee benefits, recruitment, selection, training & development, rewarding,
performance appraisal and compensation. It is process which include planning, organising,
directing and controlling.
TASK 1
P1 Purpose and function of Human recourse management in Alda
The team suggests management team how to manage people as a business recourse.
They advise top level people on many problems related to employee and how they help the
company to achieve their goals. The main purpose of them are as follows:
 Collaboration: The main motive of the Human Recourse is to work together with top
level of managers to enhance and develop employees’ skills. The function includes
managing and hiring employee’s, Co-ordinating their benefits and suggesting the
development program for them (Sheldon and Sanders, 2016).
 Commitment: Alda's human recourse suggest strategies to the top level of
management for increasing the employee’s commitment to the company. This process
starts with selecting the appropriate candidate for the vacant job according to his/her
qualifications and experience. They hire only those who seriously feel that they should
be a part of this organisation and will loyal for them.
 Building capacity: They help the entity to gain competitive advantage, which includes
creating the capacity of the venture so that they can offer differentiate products and
services to their customers. To produce such product, workers should be effective.
They should know how to make proper use of material and machinery and produce
quality goods (Seeck and Diehl, 2016).
The function is obsessed with hiring, managing and motivating man-force in the organisation.
It deals with two basic function that are classified under management and operative function,
these are as follows:
 Planning: The estimation of number and type of employees are needed in the company
to achieve the objectives are determined. Research is made, where information is
1

collected and interpret to identify the requirement of people in present as well as
future. Forecast is made how the employee’s values, attitude, perception and
behaviour are affected in working environment (Sheldon and Sanders, 2016).
 Organising: Strategies are made by the top level of management and that are divided
into small task. That task is divided into all the members and relationship are
identified between two members. Human recourse management integrate all the
activities and assign the task.
 Directing: They lead employees at all the levels and departments of the company to
maximum contribute their efforts to complete all the task and standard. This can be
made through proper command and direction (Seeck and Diehl, 2016).
 Controlling: After all these process, actual performance is measured. It is comparison
of planning (standard made) and actual performance, to identify that implementation
are according to standard. And if any deviation is made, measure are taken to control
them.
 Recruitment and selection: It is major function where job specification and job
description are made after that application are called from internal and external
source. Selecting the best candidate for the vacant job according to skills, knowledge
and experience.
 Job analysis and design: It is basically identifying the responsibilities for particular
employee. Explain the task to be performed and to whom the worker is responsible. It
includes job task, duties, decision and responsibilities of every employee (Sheldon and
Sanders, 2016).
 Training and development: This function of human recourse management helps the
employees to enhance their skills, abilities and willingness to do work. When
promotion and transfer is made in the company, they are prepared to work according
to higher responsibilities.
 Compensation: They decide what will be paid to the employee for different job
position. It includes wage administration, salary incentives, bonus and fringe benefits.
P 2 Different ways of recruitment and selection and their advantages and disadvantages
2

There are various ways of selecting appropriate candidate for the particular job by Alda.
There are various factors at which selection of source is dependent such as cost and time.
Advantages and disadvantage of selecting the approach are as follows:
 Promotion: It is process where the working employee is being promoted to the higher
post with high salary according to skills, knowledge and experience by Alda.
Table 1: Pros and cons of promotion
Advantages Disadvantage
1. Improve morale of promoted employee. 1. Reduce fresh people entrance to the
3
Illustration 1: Sources of Recruitment
(Source: Human recourse management, 2017)

2. Reduces turnover, they will not leave the
organisation with the hope that if they work
effectively they will be promoted.
company.
2. Decrease in morale of those employees
who are not being selected for promotion.
 Transfer: When the employee is moved from one department to other to learn new
operation of company, but the post and salary are same (Sheldon and Sanders, 2016).
Table 2: Merits and demerits of transfer
Advantages Disadvantage
1. Employees are provided an opportunity to
learn new activities of business.
2. More familiar environment helps them to
work free mind.
1. New jobs or post is not filled by new
comers.
2. This opportunity is not provided to all the
employees of the organisation.
 Campus recruitment: It is way where Alda visit to colleges and university, analysis
fresher by the way of group discussion and personal interview. Select the candidate
and call for final interview to the company. Final interview is taken by human
recourse of the entity.
Table 3: Pros and cons of Campus recruitment
Advantages Disadvantage
1. Create new opportunity for fresher.
2. Fresher need not to search for the first job
3. Helps the company to link the new batch
students.
1. Add up huge cost for the company at the
button line because recruiter need to visit
colleges and university.
2. As in campus one, all are fresher so the
organisation will not find experience
employee.
 Media advertisement: When the company want large number of application then the
advertisement is made on web, ratio, newspaper and magazine (Seeck and Diehl,
2016).
Table 4: Merits and demerits of Media advertisement
4

Advantages Disadvantage
1. There large number of tools are used to
pre-employment screening and personality
assessment which help to find appropriate
candidate.
2. From media like LinkedIn and Indeed,
company can target large number of
audience.
1. High volume of respondent, where
difficulty to select the best candidate
2. High cost and time consuming because
there are large applicants, consume time to
analyse them.
 Business alliance recruitment: When one company acquire other one or merge with
other, then the venture share their staff or employee’s (Sheldon and Sanders, 2016).
Table 5: Pros and cons of Business alliance recruitment
Advantages Disadvantage
1. Easy to identify good candidate because
one company is working other company so
human recourse know the employee skills
and ability.
2. Employee has choice to switch to other
company if he wants to have experience in
another field.
1 No entrance of new employees who have
better skills.
2. Profitability will reduce if old workers will
be again employed.
 Tele-recruitment: Interview is made on phone where structured questions are asked, if
recruiter find candidate suitable then he invites that candidate to give personal
interview.
Table 6: Merits and demerits of Tele-recruitment
Advantages Disadvantage
1. Wide geographic access from the
telephone interview.
1.Bias decision, where recruiter know
candidate personally
5

2. Cost and time effective, as compare to mail
and media advertisement
2. Not effective analysis because recruiter are
not able to see that how candidate act to the
question put up.
TASK 2
P3 Benefits of human resource practices
It involves managing people/workforce in the organisation. Alda's human resource
practice includes hiring, firing, training, performance measuring, payroll and giving employee
benefits. Managing these practices, provide benefits that are as follows:
 Promoting positive behaviour: A successful company makes a positive and
environmental and favourable benefits for employees Human resource human
recourse practices. Making employees creative and happy. Alda adopts practices such
as providing reward to the productive worker which motive him as well as other
employees to work hard and smart so that employee feel that they are fruitful for the
organisation.
 Developing employee’s: Alda organise development programs in the work
environment and arrange competitive activities which enhance skills and knowledge
of the employee’s. Supervisor teach them how to react on particular situation and gain
competitive advantage. They also organise real work situation environment where
every employee is assigned some task or some problem, resources are provided them
to solve the problem (Seeck and Diehl, 2016). Then the supervisor observes the
reaction of each employee and accordingly teach them how to take analyse situation
and act upon that problem. Through these practice's employee develop their skills,
knowledge and experience and learn how to adopt changes according to competitor.
 Building flexible workplace: In an organisation, there are different type of people that
are working. They are having their own culture, tradition, norms, values and believes,
some workers are older some are young. These all are related to flexibility for the
human recourse. All the company want to retain employee’s and reduce turnover rate
so they have to set standard, work schedule, work assignment, composition of work
group, location and communication formats according to the employee’s. In more
6

flexible environment workers can able to work free mind and able to adopt the
changes (Seeck and Diehl, 2016).
 Motivating workers: Managers must use such practices which maximise employee
performance. That's why managers hire such employee who manage their and others
employee work effectively. Successful managers implement Human recourse
practices and help worker to increase their performance and effectively achieve
standard.
 Increase in self-esteem: Human recourse management continuously analysis and
observe the performance of each individual in the company. They make standard
according to employee capabilities and willingness. Workers are rewarded if they
achieve the standard and work effectively which increase their morale and self-
esteem.
 Team building: Human recourse practice create team spirit among the employee. Alda
organises some team activities and assign task to be done by team. Leader of the team
help them to learn how to work in team, communicate the information and help others
if your work is accomplished. These practice helps the employee to work effectively
in the group (Sheldon and Sanders, 2016).
P 4 How human recourse management practices raise in productivity and profitability in Alda
Increasing productivity and profitability is one of the most crucial objective of the
Alda. Employees are assets for the company, production is dependent upon their skills, ability
and experience. There is reason that revels the relationship between the human recourse and
productivity/profitability, these are as follows:
7

 Select better employees: Productivity does not start with training, it starts with the
selection of right employee for particular job vacancy. Unmotivated worker will be
unmotivated in the workplace whereas the star employee will produce/generate
quality work in bad working situation. Hiring and selecting the best class of workers
will lead to increase quality of production. Human resource personnel have ability to
pick the star employee and leave unmotivated that work for the company objective
and produce more that leads to increase in profitability of venture.
 Organise development programs: Alda organise development programs in the work
situation and set up competitive activities which raise skills and knowledge of the
employee’s. Supervisor teach them how to react on special position and gain
competitive advantage. They also organise real work situation surroundings where
every employee is assigned some task or some problem, resources are provided them
to solve the problem. Then the supervisor observes the reaction of each employee and
accordingly teach them how to take analyse situation and act upon that problem.
8
Illustration 2: Organisation performance and human recourse practices
(Source: Employee and organisation performance, 2017)

Through these practice's employee develop their skills, knowledge and experience and
learn how to adopt changes according to competitor (Seeck and Diehl, 2016).
 Create incentive programs: Incentives programs helps business to meet and exceed
production because it gives worker a specific and clear objective. Human resource
department are at the forefront of all these practices because they understand the job
activities of every department and create incentives programs that heave huge impact
on whole organisation. Human resource manager should sit with the top level of
management to discuss the role of each position and set incentives that encourage
large productivity by each worker.
 Encourage flexible schedule and best working environment: work-life balance is huge
attraction for young workers. They want to keep balance between their professional
life and personal life, where they have spare time to give importance to their family. If
employee have to work more than their capacity, frustration and stress will increase
and reduce in quality production. Employee should have given break between the
working hours so that they can boost up their energy and work effectively which will
lead to more productivity and profitability (Seeck and Diehl, 2016).
 Maximum wage rate: Employee should be provided wages according to their work.
Standard are decided such as if 100 units are produced £1000 will be given to the
employee that means £10/ unit, if more than 100 unit an employee will produce £20
will be given for each unit production. This type of distribution of wages will increase
the ability of employee and he/she will able to produce more.
TASK 3
P 5 Importance of employee relations in respect of Human resource management decision-
making
Human resource management has a vital role in Organisation, as the main idea of
ALDI was to exploit its resources efficiently and effectively. ALDI has accomplished the
importance of 'people', they are the key to success. Company has effective Human resource
management system focusing on bringing industry leading training package. Staff are
provided highly motivating and energetic “can-do” attitude recruitment process. Internal
promotion are granted to maintain motivation in employees. One of the major factors that has
to be considered in respect of retail store is whether the organisation is small or big, having
9

small number of employees and thereby raising communication. This is done in such a way
that employees are not treated as just a number.
Company is focusing on the improvement of employees as a result, effective Human
resource systems are implemented in the organisation. The major initiative company took was
to provide 'paid maternity leaves' as 'Australian First'. Additionally, organisation has higher
pay scales as compared to other retail grocery stores. Looking forward to the 2009 Nielson
barometer, the working environment within ALDI is highest rated among its rival
competitors. Industry's study illustrates that, in terms of trading and negotiations the
management practices being followed are emblematic.
P 6 Elements of Employee legislation and its impact upon Human resource management
decision-making.
Laws and regulations are made with the purpose of protecting employees. It is an
important Human resource issue that the proper health and safety of the employees are
assured. If the organisation doesn’t follow the laws they would be heavily fined by the
government for breaking the law. For not following the regulations laid by government they
could be sued by the employee (Seeck and Diehl, 2016). It is extremely important for the
Human resource department to make sure that all the laws relating to employee protection
and safety are followed and put right plan of action to match with that.
The National Minimum Wage Regulations 1999 (Amendment) Regulations 2009
ACT, provides national minimum wage for workers. Will put more money into the
pockets of low paid employees (Seeck and Diehl, 2016). Authorities has right to disregard
call from employer for pay freeze. It would be wrong to punish less paid workers for mistakes
to rich bankers. Under Workplace Parking Levy, the employer has to pay their staff for
parking. This will put additional tax burden on the employer. National Minimum Wage
Regulations 1999 (Amendment) Regulations, this has transformed the way tips, service
charges or tronc payments are treated.
TASK 4
P 7 Application of human resource practice in work place
 Personal productivity: Development programs are organised by the company to
increase the skills and ability of employees. Some competitive task is assigned by the
10

supervisor where every employee work hard to complete the task on time and get
appreciation. Supervisor teach them how to react on problem and decision are made.
These developments program help the employee to produce more in less time.
 Organisation performance: This is totally depended upon the employee performance.
If worker will work hard and increase and produce more quality products that helps in
enhance the performance of employee. Artificial work environment is created by the
human resource representative where every employee is assigned a task and standard
time is given to complete that task. All the employee is motivated by the leader to
work effectively and effectively in work environment. These type of activities helps
employees to work good in real work scenario (Sheldon and Sanders, 2016).
 Profitability: Increase in organisation performance and personal productivity will
increase in profits of company. Reward should be given to employee for working
effectively for the venture. The reward can be in any form like medals are given,
incentives and additional benefit like vehicle allowances and food allowances.
CONCLUSION
It can be concluded that employees are assets of the organisation. Their performance
will affect the organisation performance. Development is very essential part for human
resource management, which helps the employees to enhance their skills and ability. Proper
human resource management helps in Select better employees, organise development
programs, create incentive programs, encourage flexible schedule and best working
environment and provide maximum wages to employees. Various function is to be performed
by them are planning, organising, directing, controlling, recruitment, selection, performance
measurement, Compensation and training and development.
11

REFERENCE
Books and Journals
Afiouni, F., 2013. Human capital management: a new name for Human resource
management. International Journal of Learning and Intellectual Capital. 1(10). pp.18-34.
Armstrong, M., 2006. A handbook of human resource management practice. 10th ed. Kogan
Page Publishers.
Beattie, S. R., 2012. Understanding Human Resource Management. Employee Relations.
24(1). pp.101-112.
Benevene, P. and Cortini, M., 2010. Human resource strategic management in NPOs: An
explorative study on managers' psychosocial training. Journal of Workplace Learning.
22(8). pp.508 – 521.
Boxall, P. and Purcell, J., 2003. Strategy and Human Resource Management. Plagrave.
Bridle, P., 2010. Human resource should be buried and then given a seat on the board. Human
Resource Management International Digest.18(1). pp.5 – 7.
Brooks, K. And Nafukho, M. F., 2006. Human resource development, social capital,
emotional intelligence: Any link to productivity? Journal of European Industrial Training.
30(2). pp.117 – 128.
Brown, M. L. and Posner, Z. B., 2011. Exploring the relationship between learning and
leadership. Leadership & Organization Development Journal. 22(6). pp.274-280.
Budhwar, P. and Debrah, Y., 2011. Rethinking Comparative and Cross National Human
Resource Management Research. The International Journal of Human Resource
Management. 12(3). pp. 497–515.
Cornelius, N., 2012. Human resource management: a managerial perspective. 2nd ed.
Cengage Learning EMEA.
Dimba, A. B. 2010. Strategic human resource management practices: effect on performance.
African Journal of Economic and Management Studies. 1(2). pp.128-137.
Foster, D. R. And Akdere, M., 2007. Effective organizational vision: implications for human
resource development. Journal of European Industrial Training. 31(2). pp.100 – 111.
Hassan, A., Hashim 2006. Human resource development practices as determinant of Human
resourceD climate and quality orientation. Journal of European Industrial Training. 30(1).
pp.4 – 18.
12

Hoobler, J. and Johnson N., 2004. An analysis of current human resource management
publications. Personnel Review. 33(6). pp.665 – 676.
Jackson, S. E., 2011. Managing Human Resources. Cengage.
Karami, A., Analoui 2014. Strategic human resource management and resource-based
approach: the evidence from the British manufacturing industry. Management Research
News. 27(6). pp.50 – 68.
Leonard, B. and Cardy, R. L., 2011. Performance Management. 2nd ed. New York: M E Sharp
Inc.
Marchington, M. and Wilkinson, A., 2008. Human Resource Management at Work. Wiltshire:
CIPD
Mello, J. A., 2006. Strategic Human Resource Management. Thompson.
Pattanayak, B., 2005. Human resource Management. 3rd ed. Twelfth Printing.
Rowley, C. and Warner 2016. Management in South Korea Revisited. Routledge.
Rowold, J., 2008. Multiple effects of human resource development interventions. Journal of
European Industrial Training. 32(1). pp.32 – 44.
Saundry, R., Latreille 2016. Reframing Resolution: Innovation and Change in the
Management of Workplace Conflict. Springer.
Seeck, H. and Diehl, M.R., 2016. A literature review on Human resource management and
innovation–taking stock and future directions. The International Journal of Human
Resource Management. pp.1-32.
Sheldon, P. and Sanders, K., 2016. Contextualizing Human resource management in China:
difference within the country. The International Journal of Human Resource Management.
pp.1-17.
Sun, P.L., Lin 2016. Application of restriction fragment length polymorphism (RFLP) and
high resolution melting (Human resource management) analysis of beta-tubulin gene for
species and strains differentiation in Trichophyton mentagrophytes species complex.
Journal of Dermatological Science.
Vanhala, M. and Ritala, P., 2016. Human resource management practices, impersonal trust
and organizational innovativeness. Journal of Managerial Psychology. 31(1). pp.95-109.
Verhoest, K., Van Thiel 2016. Government agencies: practices and lessons from 30
countries. Springer.
13

Zambounis, A., Xanthopoulou 2016. A NEW ACCURATE GENOTYPING Human resource
management METHOD FOR ALTERNARIA SPECIES RELATED TO FRUIT ROT
DISEASES OF APPLE AND POMEGRANATE. International Journal of
Phytopathology. 4(3). pp.159-165.
Online
Duggan, T. 2013. Internal Factors to Consider in Human Resources Planning. [Online].
Available tHuman resourceough: <http://yourbusiness.azcentral.com/internal-factors-
consider-human-resources-planning-14978.html>. [Accessed on 23th August 2016].
Organisation performance, 2017. Available tHuman
resourceough:<http://keywordsuggest.org/gallery/617064.html>[Accessed on 16th June
2017]
14