Human Resource Management: A Comprehensive Analysis of HRM Practices and Their Impact on Organizational Success

HUMAN RESOURCES MANAGEMENT
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Table of Contents
Introduction......................................................................................................................................4
LO1..................................................................................................................................................5
P1: Explain the purpose and the functions of HRM, applicable to workforce planning and
resourcing an organisation...........................................................................................................5
P2 Explain the strengths and weaknesses of different approaches to recruitment and selection.
.....................................................................................................................................................6
M1 Assess how the functions of HRM can provide talent and skills appropriate to fulfil
business objectives.......................................................................................................................8
M2 Evaluate the strengths and weaknesses of different approaches to recruitment and
selection.......................................................................................................................................9
D1 Critically evaluates the strengths and weaknesses of different approaches to recruitment
and selection, supported by specific examples..........................................................................11
LO2................................................................................................................................................12
P3 Explain the benefits of different HRM practices within an organisation for both the
employer and employee.............................................................................................................12
P4 Evaluate the effectiveness of the different HRM practices in terms of raising organisational
profit and productivity...............................................................................................................14
M3 Explore the different methods used in HRM practices, providing specific examples to
support evaluation within an organisational context.................................................................15
D2 Critically evaluates HRM practices and application within an organisational context using
a range of specific examples......................................................................................................16
LO3................................................................................................................................................17
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P5: Analyse the importance of employee relations with respect to influencing HRM decision-
making.......................................................................................................................................17
P6: Identify the key elements of employment legislation and the impact it has on HRM
decision-making.........................................................................................................................19
M4: Evaluate the key aspects of employee relations management and employment legislation
that affect HRM decision-making in an organisational context................................................21
D3: Critically evaluate employee relations and the application of HRM practices that inform
and influence decision-making in the organisation...................................................................22
LO4................................................................................................................................................23
P7: Illustrate the application of HRM practices in a work-related context, using specific
examples....................................................................................................................................23
M5: Provide a rationale for the application of specific HRM practices in a work-related
context........................................................................................................................................25
Conclusion.....................................................................................................................................26
References......................................................................................................................................27
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Introduction
The report provides with an explanation of the various concepts of human resource management.
The report has discussed on various aspects of human resource management and has initiated to
identify the concept of this type of management. The report will profess on the application and
scope of human resource management in the planning and recruit the workforce. The report will
converse on the effectiveness of key elements of HRM. The report will also depict an
understanding of the internal and external factors which influence decision making and
employment legislation in the UK. Lastly, the report will communicate and apply the human
resource practice in an organisation. The report has considered BT a telecommunication in the
United Kingdom.
(Source: France-Presse, 2013.
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LO1
P1: Explain the purpose and the functions of HRM, applicable to workforce planning and
resourcing an organisation.
Human Resource Management is a contemporary concept of business and management which
engages in activities of procuring and managing human resources of the organisation. The
concept of human resource management includes various functions and scope of this concept is
vast. Strategic human resource management involves the activities of developing effective
human resources for the benefits of the organisation and rewarding the resources effectively to
provide with individual benefits to the employees.
Hard and soft HRM are amongst the different approaches applied by the human resources
manager to workforce planning and resourcing in global organisations like the BT. In the hard
HRM approach the manager treats and employees the human resources on the basis of workforce
requirements and planning. The resources are treated as any other assets or resource of the
employer and thus are foreseen according to the corporate business planning (Kepion, 2018). In
this approach of workforce planning and resourcing, the resources are not much engaged with
the top level management and minimal communication within the different levels of the
organisation is observed. The employees are not provided with a delegation of authority and
responsibility and thus have little or no command over the business processes and procedures.
In the soft HRM approach, the employees are treated as the most effective and valued assets of
business. The employees are considered as a source of achieving competitive advantage in
comparison to peer organisations. The approach considers in the practice of strong and two-way
communication indulging both the employees and the employers. The approach provides with
competitive rewards and payment structure to the employees in order to achieve the best of
organisational goals and objectives.
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P2 Explain the strengths and weaknesses of different approaches to recruitment and
selection.
The two popularly used approaches to employee selection and recruitment are internal and
external recruitment. Internal recruitment includes approaches like recommendations from
existing employees, promotion, transfers etc. Whereas external recruitment includes approaches
direct interviews, walk-in interview, consultancy etc. There are various strengths and weaknesses
of these approaches to recruitment which are discussed as below:
Internal Recruitment and Selection
Strengths
 Less time consuming and easier
selection process.
 Requires less sorting and selection of
candidates.
 Provides with high calibre and
required candidates for specific job roles
and positions (Kang and Shen, 2013).
 Provides with motivation and
increased dedication to the employees.
Weaknesses
 Restricts the flow of new energy and
thinking into the organisation.
 Promotion bars the thinking of
growth and development as per the business
specifications and requirements.
 Creates the atmosphere of
resentment and de-motivation for the
employees not being promoted at higher
levels.
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