HRM Concepts and Their Applications in Coca-Cola

This report delves into the significance of human resource management (HRM) in the context of Coca-Cola, a global beverage giant. It explores the purpose and functions of HRM, analyzing its impact on workforce planning and resource allocation. The report examines different approaches to recruitment and selection, highlighting their strengths and weaknesses. It further investigates how various HRM practices benefit both management and employees, evaluating their effectiveness in boosting organizational profit and productivity. The importance of employee relations in influencing HRM decision-making is also discussed, along with the key elements of employment legislation and their impact on Coca-Cola's HRM practices. Finally, the report illustrates the application of HRM practices in a work-related context using specific examples from Coca-Cola.

HRM concepts and their applications
1

Table of Contents
Introduction...................................................................................................................3
LO1...............................................................................................................................3
[P1] Explain the purpose and the functions of HRM, applicable to workforce planning
and resources in your chosen organisation. [M1]........................................................3
[P2] Using examples from your chosen organisation, explain the strengths and
weaknesses of different approaches to recruitment and selection. [M2].....................6
LO 2..............................................................................................................................9
[P3] Explain how different HRM practices benefit the management and employees of
your chosen organisation. [M3]....................................................................................9
[P4] Evaluate the effectiveness of different HRM practices in your chosen
organisation in terms of raising organisational profit and productivity.......................10
LO 3............................................................................................................................13
[P5] Analyse the importance of employee relations in your chosen organisation in
respect to influencing HRM decision-making.............................................................13
[P6] Identify the key elements of employment legislation and the impact it has upon
HRM decision-making in your chosen organisation. [M4]..........................................13
LO4.............................................................................................................................15
[P7] Illustrate the application of HRM practices in a work-related context, using
specific examples from your chosen organisation. [M5]...........................................15
Conclusion..................................................................................................................22
References.................................................................................................................23
2

Introduction
Human resource management is important for the functionality as well as for
structural integrity of business organisations. Business organisations are functioning
in the environment through continual engagement in human resource management.
This reports aims to discuss the purpose of human resource management in Coca
Cola and its effectual workforce planning strategies directed at business objectives.
The Coca-Cola Company has seen changes in leadership styles and ultimately
reached its unsurpassable success through the years of committed efforts towards
leadership in the market. The effectual HRM policies of such successful businesses
elicit the way to perform in contemporary business environment effectively. The
report shall further enable the comprehension of internal and external factors that
affects the human resource management and thus the business organisation in the
long run. Finally, an application of the human resource management concludes the
rationale of the discussion by applying the understood concepts and fundamentals of
human resource management.
3

LO1
[P1] Explain the purpose and the functions of HRM, applicable to workforce
planning and resources in your chosen organisation. [M1]
Human Resource management is defined as intelligible strategic managerial
approach towards the most crucial attribute involved in business organisations- the
people working collectively toward attaining the shared goals and objectives of the
business (Banfield et al. , 2018). There are distinct approaches that differ across the
business organisations and shape it human resource management policies
effectually.
Best fit approach-
The best fit approach targets at attaining competitive advantage through the
collective attempts directed at innovation, quality and cost leadership. The best
approaches mainly propose congruency amongst the HR practices and business
policies (Oke, 2016). The vertical integration in case of best fit approaches is a key
attribute that drives the business and it strategically enhances the HR engagement
by adapting to the current needs of the people, which is essential for the multi-
national functioning of the business organisation in context, Coca-Cola. The
approach is coherent with life cycle models, strategic configuration model and
competitive strategy models stated below.
Life cycle model
Figure 1: Lifecycle model
(Source: Cascio, 2018)
The lifecycle model clearly identifies there are precisely 4 stages of product
development and sustenance including the introduction, growth, maturity and
decline. Consequently, There requires substantial changes in human resource
4

management in order to successfully introduce, sustain the growth phase as long as
possible and allow the maturity phase to be retained until decline is inevitable
(Cascio, 2018). Meanwhile, human resource management needs to be integrated
with the sales and time stats to assure the performance of the people contributing to
the business is optimal and in aligned with business strategies.
Competitive strategy models
Figure 2: Competitive strategy models
(Source: Bratton and Gold, 2017)
The business goals and objectives that are regarded for the constructivism of best-fit
approach involve the strategic competitive model development. Every business
ideally directing its activities towards cost advantage or differentiation advantage
needs to align the human resources and the capabilities of the company needs to be
realised in order to succeed in dynamic business environments (Bratton and Gold,
2017).
Strategic configuration model
Figure 3: Strategic configuration model
(Source: Armstrong and Taylor, 2014)
5

The model aims to establish a vertical system of organisation where the context and
circumstances are taken into consideration for framing policies in the organisation
and thus aligning the human resource forms pivotal factors for the successful
functionality and sustenance.
Figure 4: Contingency theory
(Source: Wadongo and Abdel-Kader, 2014)
Thus, the coherence with the contingency model is evident in case of best-fit
approaches where the dynamicity in the environment determines the strategic
planning of workforce for attaining business objectives.
Coca-Cola being an international company operates in multitude of business
environments and thus it follows the Best-fit practices in order to adapt to the cultural
barriers and micro as well as macro-environment factors effectually. The contingency
theory further validates the strategic management where communication is formal
and usually top-downward form where the managers take the decisions and then
these are communicated to sub-ordinates (Snell et al., 2015). Teams are led by their
individual departmental managers who are led by a territory manager who is led by a
country manager specific for every country the company operates in. The structure
favours authoritarian conduct and since the stable environments of the countries
permits the operations of such a rigid structure which fits the business model, the
practices I prevalent since many years. However, the system despite its structure
rigidity focuses on it human resource and soft HRM policies are applied to ensure
the employees with talent and experience are retained as ‘assets’. Furthermore,
Workforce planning is done precisely to ensure at any point, where no shortage of
labour and the existing needs of the employees is are properly met. Monitoring the
economic trends and forecasts while evaluating the rivals and training needs of the
organisations enables Coca-Cola to effectually execute workforce planning.
However, recruitment and the staffing procedure require additional organisational
skills to ensure the annual productivity appraisal yield positive results in terms of
organisational progress.
6

[P2] Using examples from your chosen organisation, explain the strengths and
weaknesses of different approaches to recruitment and selection. [M2]
Recruitment at Coca-Cola is conducted through both internal and external
channels since entering the labour market and consequently distributing information
about the process of recruitment and generating interest are ambiguous events,
which require time and precision of public relations activities.
Figure 5: Recruitment process
(Source: Marchington et al. 2016)
The recruitment aims to obtain right type and quantity of human resource for
substantial contribution to organisation objectives.
Strengths of external recruitment: To generate a suitably qualified candidate pool
for the recruitment and selection process, Coca-Cola mainly resorts to advertising on
several online platforms and head-hunting through agencies to ensure senior
managerial posts are occupied by experienced and qualified candidates capable of
dealing with the complacencies associated with the job role. The private and
institutional recruitment through campus drives ensures there is a fresh boost of
creativity and new ideas for developing innovative sales and marketing strategies,
but on the contrary due to continual recruitment of fresher, company suffers from
issues intricately oriented with induction process (Marchington et al. 2016).
Strengths of internal recruitment: It assists in selection of the right candidates and
ensures time is saved since internally selecting and recruiting candidates is cost-
effective inherently (Kew and Stredwick, 2016). Promotion of vacancies and time
required for screening, selecting and training new employee is reduced. This further
ascertains strong relations are built amongst the employee and the management
which carets provision for employee retention.
However, there are some caveats of both the internal and external practices of
recruitment and selection including:
7

Limitations of Internal recruitment- It reduces the flow of ideas and limits the
potential applicants for the job profile. Meanwhile, new vacancies are created for the
position occupied by applicant if promotion is granted. Furthermore, at times internal
rivalry amongst colleagues for the position disrupts the ambience of the work
environment as a result of this recruitment process.
Limitations of external recruitment- It extends the recruitment process as strategic
advertisements has to be designed, the pool of applicants have to be scanned for
qualification and aptitude and then after diligent appraisal systems, vacancies can be
filled. It also requires additional engagement in training programs to align the
individual personnel with the company objectives and there is a significant scope of
selection of ineffective candidate despite the rigorous and expensive practice
(Mazur, 2014). Studies show that there is a high chance of employee turnover after
external recruitment in the next 1 year and there is fraction of the same who never
show up after the first day at work that can be prevented by strategic human
resource management regarding the on boarding process. The process for Coca-
Cola can thus be improvised through thorough alignment by displaying, integrity,
transparency and discussing the story of the company’s growth with the candidate
along with assuring them, of job roles and responsibilities during interview and
employment process.
Recruitment involves the pivotal component of selection so that the right candidates
recruited and the additional wastage of resources inclusive of time and money can
be minimised. The selection is thus carried out through a staged approach where
the application forms are circulated, followed by screening, the right group of
candidates are requested to appear for interview and then their skills are tested in
groups to assess the potential of the candidates comparatively (Lasserre, 2017).
Thus, structuring the schedule of selection and recruitment is of paramount
importance for workforce planning and professional conduct. Efficient time
management and accurate judgement with minimal judgement errors are required for
ensuring effective human resource management functions throughout the
organisation across the globe.
8

LO 2
[P3] Explain how different HRM practices benefit the management and
employees of your chosen organisation. [M3]
The key elements of HRM involve learning, developing and training effectively. The
combination of the three can give the desired results from the recruitment and
selection procedure. The short-term training and thee long-term development both is
equally important for reducing employee turnover associated costs effectually. The
company in context, Coca-Cola focuses on the training needs of new recruits and of
old recruits by assessing the training gaps and inconsistency in their work and
capabilities displayed during selection. The organisational analysis assist in resource
allocation and related in competencies identification, whereas the task analysis help
in identifying the shortcomings in terms of skills, knowledge and the workforce
analysis assists in identifying the internal and external environment’s impact on the
performance (Gamble and Thompson, 2014). Coca-Cola bridges the gap by
actualisation of the gap between the desired results and the original results obtained
and then aims to pin-point the arena or department that requires training activities.
Training can be of two types:
1. On the job training methods- The process on the job training involves the
rotation of job roles, coaching and committee assignments that ensure the
employees draft personal development plans to mediate the gap between
expectation and original employee performance.
2. Off the job training methods- There are several ways of developing the
performance without engaging in the practice directly. This involves
enhancing the productivity through case studies, role play, in basket methods,
grid training, business games, lectures, management education, conference
and simulations which emulate the work place situations.
Coca-Cola engages in on the job training to effectively induce the employees and
instil employee loyalty within them. Such training ensures the management and their
attributes resonate the sense of responsibilities and roles within the newly appointed
personnel. Consequently, the investments on the new recruits are lowered and the
involvement of expert managers in the process ensures the work ethics and
techniques, learning needs are correctly assessed by the organisation. Additionally,
the unskilled instructor might also negatively impact the new employees and destroy
their work morale (Mazur, 2014). For new recruits engaging in jobs for the first time,
apprenticeships is recommended for initial years to inform the candidate of roles and
expectations while training them for future independent functioning. Orientation
training to inform about practices, policies and rules is performed by Coca-Cola
which has ensured the employee satisfaction I the past years. Alternatively, Self-
directed learning might also be practised in the organisation to ensure trainees learn
and develop at their own pace and the responsibility is taken up solely by them were
the organisation simply provides instructors as ‘facilitators’ for the desired
transformation.
9

[P4] Evaluate the effectiveness of different HRM practices in your chosen
organisation in terms of raising organisational profit and productivity.
The effectiveness of different HRM practices is reflected in the form of productivity of
the workforce. The workplace design and the employee reward management system
in place determine the satisfaction, motivation and the tendency of human resource
to continue in the company, performing the same job roles. The supportive
environment prevailing in the workplace and the retention rates along with motivation
which is reflected in the sales growth are evident sources for validation of the
existing policies and for understand the requirements of changes in the HRM
practices.
Coca-Cola takes into account the Maslow’s hierarchy of needs which depicts the
fundamental needs in increasing order. The pyramid represents the need and
expectations that re to be satisfied by the employer in order to retain skilled
employees in the long run.
Figure 6: Maslow’s hierarchy of needs
(Source: Brewster et al. 2016)
But, the concept lacking form current HRM practices is a descriptive, strategic
rewards scheme for the employees, team and organisations. Total reward strategy
can be implementing in this context to ensure motivation levels are high and
employees have the sense of direction, and persistence to align their efforts with the
company’s objectives. Extrinsic rewards in form of tangible benefits and intrinsic
rewards through psychologically parsing team efforts, cooperation and
acknowledging contribution of individuals is important. The need for social rewards
is no less persistent than other and hence shared beliefs, values and sense of
common purpose instilled with every employee can contribute to enhancement of
productivity eventually, which is in line with the expectancy theory.
10

Expectancy theory proposes that employees can only direct their goals towards the
business goals if there is a high probability of getting the desired rewards that
suffices their own needs effectively (Storey, 2014). The desirable outcomes and the
probability of getting it thus control the tenacity of employee.
Figure 7: Expectancy theory
Source: Storey, 2014
In order to achieve high level job enrichment by creating more autonomic job roles
and opportunities and developing a learning environment and flexible attitude in the
workplace is necessary. Herzberg’s two factor theory comes into play here and the
hygiene factors and motivators can evidently enhance productivity and efficiency of
the employees (Albrecht et al. 2015).
Figure 8: Herzberg’s two factor theory
Source: Albrecht et al. 2015
Hygiene factors involve security, quality of management, rules and procedures,
facilities, and interpersonal skills. The motivator factors include sense of
achievement, recognition, responsibility, nature of work, and personal growth as well
11

as advancement. Thus, human resource management in Coca-Cola has immense
scope of attaining higher efficiency through the utilisation of human resource by
striving to achieve a state of ‘no dissatisfaction’.
Furthermore, the company in context also needs to employ the Equity Theory to
evaluate the success of the strategic human resource management in order to
critically eliminate the chances of comparison amongst employees. The competitive
outlook needs to be eliminated in case of teams to ensure cooperatively and team
work and public criticism of employees has to be avoided to successfully
management the HR (Brewster et al. 2016). The activities directed towards the
business goals have to be accredited and the healthy work environment has to be
maintained. This has been partially accomplished by Coca-Cola but complete
elimination of rivalry requires stringent cooperation enhancing group projects and
elimination of authoritative management.
Additionally, Handy’s Flexible organisations models is followed at Coca-Cola
where the core team is often assisted by contractual workers working on particular
project for limited period of time, which adds to the efficacy of the workforce and its
productivity. The model also creates provision of another fringe involving flexible
workforce who is temporary and added to the core when needed. The capital gains
out of such diverse engagement for the company and the productivity are at par with
one another and thus, such a system which is efficient and productive is employed
by the company.
Figure 8: Handy’s Flexible organisations models
Source: Wilton, 2016
12

LO 3
[P5] Analyse the importance of employee relations in your chosen
organisation in respect to influencing HRM decision-making.
Employee relations are inclusive of human resource management activities that aim
to involve relationships amongst employees and with employees. These relations
can be direct or recognised through trade unions. The employee relations at Coca-
Cola are a multi-faceted process that involves several sectors and dimensions. While
making HRKM decisions, it is important to assess the interests of the employees
often represented by the trade unions. The trade unions though are chaotic yet their
realised it that there is no potential benefit in sustaining the hostility or opting for
confrontation (Wilton, 2016). The employee relations at Coca-Cola are devoid of
such trade unions but the needs and the demands of the employees are heard by
constant feedback based methods that directs the firm policies.
Ethical behaviour and cultural integrity is highly regarded at Coca-Cola and the
respect for human dignity, basic rights and strong corporate social responsibility
understanding drives the workforce towards progress. Ethical dilemmas are avoided
in the workplace and cultural safety and awareness is promoted in order to avoid
conflicts of interest, or discriminatory behaviour directed by sub-consciously
perceived cognitive bias.
HR managers at Coca-Cola indulge in strategies to improve the relations through
effectual involvement of team members, encourages team to act coherently by
sharing their knowledge base and expertise in the field. They assign targets and
ensure every team member contributes equally towards fulfilment of the target.
However, effective communication is not encouraged across all starts of
management due to the vertical communication system prevailing in the
organisation. In order to improve on this factor, meeting and interactive activities are
required to instil the feel of common shared gaols across employees holding all sorts
of positions. Furthermore this can also potentially affect the inter-departmental
integrity and coherence and collectively direct them towards positive outcomes.
[P6] Identify the key elements of employment legislation and the impact it has
upon HRM decision-making in your chosen organisation. [M4]
Coca-Cola is proactive in terms of recognising its social responsibilities and abides
by the employment legislation and meets the economical, ethical and discretionary
responsibilities altogether. Governmental policies and legislation affects the
regulation and business affairs mainly due to the complying strategies of the
company which taken in consideration, all attributes for HRM decision-making
procedure.
In context of UK, the company has to abide by the following rules to function in UK:
 Equality Act, 2010
 Human Rights Act, 1998
13

 Sex Discrimination Act, 1975
 Health and Safety at Work Act, 1974
Occupational safety and health, consumer protection, fair labour practices and
environmental protection laws direct the strategies of corporate governance including
hiring, firing, compensating policies of the organisation. It is mandatory to abide by
the international business ethics, labour conditions, minimal wage act, whistle blower
protection and compliance with equal opportunities act that obligates the company to
display no signs of discrimination based on gender, religion, race etc (Storey, 2014).
The labour laws strictly govern the employment relationship guidelines and collective
bargaining of the employees for fulfilment of their demands is evident in Coca-Cola
factories. The relationship amongst the management and the employees who are
either core or peripheral components of the business are thus subject to international
legislation. Since the company is headquartered is USA, the legislation of America
and its legal framework of jurisdiction is applicable to the employer, Coca-Cola
Company.
For collective agreements, written communication and terms and conditions of
employment paired with consent form both parties employer and employee is
required for ratification of the agreement. The company has provisions of dispute
settlement involving grievance, mediation and arbitration specifically (Armstrong and
Taylor, 2014). The collective agreements can ensure disputes are settled in time and
neither of the parties is harmed substantially due to the collusion. Conflicts, Strikes
and lock-outs are avoided fundamentality by the authoritative structure and
prohibition of trade union formation in most countries, excluding some which allows
for such bodies where the company has no right to voice their opinion. However, the
discipline and discharge policies followed by the company are stringent in its core
which prohibits the scope for appraisal of such conflicts and dilemmas by adhering to
a strong set of principles, business ethics and values that are bolstered to the core of
the business and are reflected in the business strategies effectually.
14

LO4
[P7] Illustrate the application of HRM practices in a work-related context,
using specific examples from your chosen organisation. [M5]
Job Design
Job specification
Marketing executives perform the crucial function of marketing and coordinating with
the sales department through effective campaigning and promotional services to
enhance sales and market share effectively. The job requires effective
communication skills and ability to work in teams along with strong marketing skills.
Flexibility and ability to adapt with dynamicity of the market as well as foresee
competitor’s strategy is important to become a successful marketing officer.
Job Responsibilities:
 Lead and manage marketing department staff
 Work in collaboration with sales department to design campaigns
 Promote the brand name and products through strategic planning
 Conduct market research and evaluate reports and sales data
 Adheres to company policies and business ethics
 Organise and attend marketing events
Marketing executive skills and qualifications:
Advanced degree in marketing, or related fields, extensive marketing experience and
computer proficiency is required. Creativity and innovation, adaptability and
interpersonal skills are desirable. Experience in public speaking, multi-tasking,
market research and people management will be preferred.
15

CV 1
16
Curriculum Vitae
Brianna Bocsan
London
[e-mail] – [phone]
Profile
I am 25 year old female of Romanian origin. I have worked hard to achieve my success
and intend to continually learn through my experiences.
I am extroverted and communicate effectively in the work environment to achieve desired
results. I am confident and willing to travel for job purposes.
Work Experience
Post Name of the Company Time Period
Sales executive Marks & Spencer - London September 2017 to Present
Waitress Zaika of Kensington by
tamarind - London
April 2016 to September 2017
Bar-maid Mamounia Lounge Mayfair -
London
November 2015 to February
2016
Production Worker Brevitech S.R.L, Romania 2013 to 2014
Academic Qualifications
HND level 4-5 in business - Icon College – London - April 2016 to April 2018
IQ IAM Level 3 Diploma in Management - LearnSkillsToday – London - August 2016 to
January 2017
Diploma Cambridge school of Bucharest
Skills
 Graphics Designing
 Public speaking
 Negotiation
 Analytical thinking
Languages: English, French, Romanian, Italian
Hobbies
 Playing Chess
 Reading
 Swimming
References available on request

CV 2
Curriculum Vitae
THOMAS MAYHEW
12/10/1991
123, Baker Avenue, Illinoire IG4 10DA, UK
092348 511 4867/ [e-mail]
Profile
With ambitious endeavors and honestly, I strive to achieve perfection in job and
everywhere I can possibly contribute positively. I can blend with relative ease
everywhere and I am efficient in terms of communication and organizational skills. I
am willing to travel for the marketing purposes of the company and can re-locate if
required as well.
I am currently looking for work and contribute to the growth of a renowned company.
Work Experience
 Operations Manager at Sainsbury’s: September 2017 till Present
 Accounts officer at Boyce and Carlos Chartered Certified Accountants:
September 2016 to August 2017
 Sales Representative at Oracle: July 2015 to August 2016
Education
 Masters in Business Administration at South Hampton College , South
Hampton, 2014-2016
 Stafford High School (corresponding to B-levels), Stafford Road, 1998-2010
Skills
 Excellent written English and communication skills
 Advanced level skills in Microsoft package (Microsoft Word, Microsoft Excel,
and Microsoft Power Point)
 Strong Leadership skills
 Ability to prioritize and negotiate
Hobbies
 Playing baseball
 Cycling
 Surfing internet
REFERENCES ARE AVAILABLE UPON REQUEST.
17

CV 3
Curriculum Vitae
Gareth Adams
21/05/1976
136 Hartfordshire Rd., Illinoire IG8 8JY, UK
07128 421 455/ [e-mail]
Profile
Aspiring to get employment in an established corporate organisation where I can
develop individually and professionally.
Work Experience
Sales manager at ALDI from 2009 till Present
Sales Executive at John Lewis Partnership from 1997 till 2009
Education
Masters in Business Management from Mont Rose College of Management &
Science, 1993-1998
Avenue House School (equivalent of B-levels),Ealing, West London, 1981-1994
Skills
1. Executive level Microsoft package
2. C++ language
3. Java language
4. Good understanding of written and spoken English
Hobbies
 Playing soccer
 Swimming
References Are Available Upon Request
Interview Selection Criteria
Candidates sufficing the job roles and effectually having sufficient experience and
qualifications aligning with marketing manager specification are to be selected.
Interview notes and preparation
Brianna Bocsan
 Effective communication skills
 Managerial skills
 Flexible
18

 Score – 7/10
Thomas Mayhew
 Adequately Qualified
 Experienced in related field
 Good at accounts and financing
 Communicative
 Leadership skills
 Score - 8/10
Gareth Adams
 Inefficient communications skills
 Strong IT Skills
 Experience in adjunct field
 Score – 7/10
The assessment clearly illustrates Thomas Mayhew is the correct candidate for the
post of Marketing executive.
19

Offer Letter
evaluation of the process and the rationale for conducting appropriate HR practices.
Provide a rationale for the application of specific HRM practices based on your
chosen organisation. [M5]
Conclusio
20
Coca-Cola Company
Offer Post: Marketing executive
Date: 26/03/2018
Thomas Mayhew
London
092348 511 4867
[e-mail]
Dear Thomas Mayhew,
Subject: Letter of Offer
We would like to thank you for showing interest in our organization and would like to inform
you that you have been selected for the position of Marketing executive.
Your cost to company (CTC) or salary package would be £33,242 per year according to the
terms and conditions mentioned in the contract, which shall be available to you after you
accept the offer. The salary being offered is inclusive of the employee benefits and facilities
extended by the company.
Kindly inform us about your decision concerning the acceptance within 7 days of receiving the
offer letter. In order to accept the offer, kindly go to the online portal and log in with the
candidate ID provided. The offer shall stand rejected if the acceptance is not done within 7
days.
Once, the on-line process is completed, please visit us at the office where you were
interviewed and we will provide you with the hard copy of your appointment letter. After the
documentation process is completed, you will inform about company policies and will have to
undergo an induction and orientation process for 3 days.
Thank You.
Regards,
Marinela Liliana Lazar
Human Resource Manager

Evaluation of the Process
The recruitment and selection process conducted by the company, Coca-cola has no
inherent bias and the candidates were evaluated based on their skills and
qualifications. Their alignment with the responsibility of the job was the key attribute
for selection and preferences were not given based on the prior ties or link to the
company or any executives. Fair evaluation of their skills set has been possible by
diligent interviewing process and assessment of skills and competencies required for
accomplishing the job role.
21

Conclusion
The scope of human resource has been discussed in this report. The strengths and
weaknesses associated with the recruitment and selection has been assessed and
then HRM practices has been explored for their benefits and the management and
employees of coca-cola company has been discussed. The key elements of HRM
have been thus evaluated for effectiveness and the importance of employee
relations. Furthermore, key elements of employment legislation and the impact upon
HRM decision-making in Coca-Cola has been assessed along with roles of HRM in
work environment.
22

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