HRM Strategies for the Modern Workplace

This assignment delves into the evolving role of Human Resource Management (HRM) in an era dominated by management accountancy. It examines the limitations and possibilities presented by this paradigm shift, requiring a critical analysis of how HRM strategies adapt to new demands. The document explores topics like talent management, organizational justice, high-performance practices, and the influence of technology on employee attitudes and behaviors within the context of management accountancy.

HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1: The purpose and functions of HRM regarding workforce planning and resourcing of Aldi1
P2: The strengths and weaknesses of Aldi's approaches for recruitment and selection..............2
TASK 2............................................................................................................................................4
P3: The benefits of different HRM practises for employers and employees of Aldi..................4
P4: The effectiveness of different HRM practises for increasing the profit and productivity of
Aldi..............................................................................................................................................5
TASK 3............................................................................................................................................7
P5: Importance of employee relations in influencing Aldi's HRM decision making.................7
P6: Impact of employment legislation on HRM decision making in Aldi..................................8
TASK 4............................................................................................................................................8
P7: The application of HRM practices in work related context of Aldi.....................................8
CONCLUSION ...............................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
The Human resource management defined as the process of selecting and recruiting
employee, managing induction and orientation, training and development, providing benefits and
compensation, assessment of employees etc. Management of organizational human resources is
very dynamic and crucial job. It is essential for the enterprise to use HRM as it is a strategic
approach to managing, motivating,acquiring and gaining the commitment of company's key
resources. Human resource management is playing a vital role in outlining the function of HRM.
The present report is focused on Aldi, which is one among the largest grocery retailers.
Organization have more than 7,000 stores in around 70 countries. Furthermore, various functions
of HRM which is use in workforce planning and resourcing also discussed. In addition to this,
strengths and weaknesses of recruitment and selection process also evaluated. In the end,
Influence of employee legislation on HRM decision making also discussed.
TASK 1
P1: The purpose and functions of HRM regarding workforce planning and resourcing of Aldi
Aldi adopted numerous HRM functions for the purpose of appropriate planning and
resourcing the human resources of the enterprise. As an leading grocery retailer Aldi believes
that people are key to success. Organization adopted a well-versed HRM system so that they can
deliver effective training packages compare to other companies within the same industry
(Knowles, Holton III and Swanson, 2014). Following are the purpose and functions of Human
resource management within Aldi:
The managerial purpose and function of human resource management
Planning- The human resource planning process use by Aldi is useful in identifying the
current and future needs of human resources in order to achieve all the organizational goals and
objectives. In this function enterprise required to carry in-depth research so that needed
information can be collected and analyses (Kehoe and Wright, 2013).
Organizing- As per the human resource organizing function, the management of Aldi
develops an organizational structure and assign human resources for the purpose of ensuring the
accomplishment of set objectives. The manager of Aldi also determined towards organize the
HRM activities in a manner so that healthy relationship can be developed among the employees.
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Directing- Directing as a HRM functions is useful in a way so that manager of Aldi guide
and instruct the performance of the workforce that the per-determined objectives can be achieved
(Bolman and Deal, 2017).
After the completion of planning, organizing and directing the performance of employees is
checked. Aldi evaluate each employee performance and if it is not up to the level then control
measures need to be taken
Controlling- As per the planning, organizing and directing function the employee
performance is evaluated. The controlling measures taken into consideration by Aldi, when the
performance of the workers is not up to the level (Armstrong, 2014).
The operative purpose and function of human resource management
Recruitment and selection- The Human resource department of Aldi is accountable for
the recruitment and selection procedure. It is useful for the enterprise in bringing the pool of
talented employees.
Job analysis and design- It is the function of determining the nature of job and
describing the human requirements such as- skills, qualification and work experience for
performing the particular job. The HR department set all the boundaries for candidates under the
function of job analysis and design (Locke and Latham, 2013).
Performance appraisal- The human resource professional of Aldi are performing this
function for ensuring the performance of an employee is at acceptable level.
Training and development- The HR department of Aldi is accountable to conduct
training and development program. This is useful for the employees for acquiring new skills and
knowledge through which they can contribute more in the company's operations.
Other operative functions- Aldi human resource department also carry out various other
operational functions, such as- wage and salary administration, employee welfare, maintenance,
labor relations, personnel research and record etc (Clark and et.al, 2016).
P2: The strengths and weaknesses of Aldi's approaches for recruitment and selection
Recruitment and selection process- The recruitment is refer to process of searching
candidates for a particular job or function. Whereas, the selection process is use for to identify
and hire individuals and a group of individuals to filling the required vacancy within the
organization. There are various elements which have impact on the recruitment and selection
process of Aldi:
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Internal factors
The internal factors also called as internal sourcing is use for advertising the vacated
position within Aldi to their existing employees. It is an useful tool for the organization as there
is no need for the additional training which leads to minimizing the expenses of advertising for
new candidates (Gelens and et.al, 2013).
Strength and Weakness of internal recruitment and selection process for Aldi
Strength
 It enlightens Aldi about the strength
and weakness about their own existing
employees.
 Internal recruitment and selection
process is useful company to utilizing
the knowledge and skills of existing
employees, It also eliminate the
problem face by them.
 It also increase the level of loyalty and
parity among the employees.
 It shapes the employee mentality as
company is rewarding their hard work
by offering new opportunities to them.
 The internal recruitment and selection
process has a lower cost for the
organization (Nyberg and et.al, 2014).
 It is also increase the morale of existing
employees as they know enterprise
would prefer them over the outsiders.
Weakness
 It will limit the choice of talent for Aldi
as they are bounded to recruit candidate
within the existing employees.
 The internal employees are protected
from competition in internal
recruitment process, which leads to
developing a tendency among them to
take promotions without increasing
their knowledge and skills (Phillips,
2013).
 In internal recruitment and selection
process the source of supply of
manpower is limited. If an existing
employee got promotion then the
previous position will be vacant.
 It will increase the level of conflict
among the internal employees for
getting promotion.
External factors
It is a method of recruitment and selection which is conduct for searching employee
candidates by using external recruitment tools. The external tools can be job boards, trade
publication announcement and newspaper advertisements. Several factors such as demographic,
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labour laws, unemployment situations and legal consideration also considered as external factors
of recruitment and selection for Aldi (Al Ariss, Cascio and Paauwe, 2014).
Strength and Weakness of External recruitment and selection process for Aldi
Strength
 This method is useful for Aldi in
bringing the interested job candidates.
 External recruitment approach provide
availability and wider choice of
qualified employees.
 It also create an environment of healthy
competition between internal and
external employees which are willing to
be more efficient and trained.
 It is an open process of recruitment, as
external recruitment and selection
process inculcate the opportunities for
all candidates to for applying for a
particular vacant position.
 In this process Aldi will have all the
power without any domination to
selecting and recruiting the right
employee.
Weakness
 It is more expensive comparatively the
internal sources of recruitment.
 It can be leads to dissatisfaction among
the existing employee of the Aldi.
 The new joiners may face the
adaptability problem which will reflects
on organization productivity.
 As the competition between the
existing employees and new joiners
result in loss of organizational
productivity and quality (Dries, 2013).
TASK 2
P3: The benefits of different HRM practises for employers and employees of Aldi
A successful enterprise such as Aldi developed a positive working environment and for
employees as well as employers by using appropriate HRM practices. This practices satisfy the
employers and employees and encourage them to contribute more towards the organization.
Furthermore, Aldi use various HRM practices such as- performance management, employ
benefits, payroll and training (Gallardo-Gallardo, Dries and González-Cruz, 2013). Following
are the benefits which employer and employee of Aldi are getting out from HRM practices:
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Benefits to employer of Aldi
Recruitment- The direct benefit out of HRM practices to employer is systematic and
appropriate process of recruitment. It is useful for the employer of Aldi to recruiting and
selecting the right person for specified job.
Fulfillment of goals and objectives- The organization itself get various advantage from
HRM practices. Through recruiting and selecting the right candidate employer can achieve the
organizational goals and objectives for which they are accountable (Mok, Sparks and
Kadampully, 2013).
Record keeping- Keeping the record of employees became more easy by the use of
proper HRM practices. Employer can manage and keep the record of employee. Record keeping
will be leads to fair promotion and appraisal by employer to employee.
Developing employees- HRM practices encourage employees to contribute more towards
the organization. It will make employers task more easy by fulfilling the need and requirement of
company (Rao, 2014).
Benefits to employee of Aldi
Development on individual level- HRM practices are very useful for the employees of
Aldi in the context of individual development. Employees consistently try to meet the objectives
of enterprises by maximizing their productivity and also improvize their week areas by training
and development.
Building a flexible workplace- HRM practices are accountable for shifting demographics
at the workplace. The human resource department of Aldi is determined towards providing a
flexible workplace to their employees. Employees are getting advantages out of flexible design
of work environment, work schedules, communication platforms and accountability methods.
Developed relationships- By including the HRM practices within the Aldi managers can
increase the level of employer-employee relationship. Employee can share their problems and
issues directly with the higher level employer which will increase their level of motivation
(Shaw, Park and Kim, 2013).
P4: The effectiveness of different HRM practises for increasing the profit and productivity of
Aldi
An effective human resource management practices named as training and development,
employee encouragement, appraisal system are one of the most important elements for Aldi in
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order to generating profit and increasing the level of productivity. The prime goal of any
business is to generate profit. The HRM department of Aldi is also focusing towards aligning
their work to the organizational objectives and increasing the level of profit (Cavusgil and et.al,
2014).
Human resource practices emphasis on maximizing the level of employee engagement.
Aldi tries to manage their employee engagement rates high so that they can increase the revenue
growth. In addition to this, the HR department of Aldi is using various practices in order to
improvising the productivity of the organization by giving right person right job. Developing the
level of motivation among the employees is another productive practice by Aldi's HR
department. Motivation enhance the level of employees efforts which maximize the productivity
of the enterprise. The cost benefit analysis done by the HR manager of Aldi provides
quantitative understanding about the returns on the investment on the projects like employee
training and development program.
The primary goal of Aldi is to developing linkage between HR practices with
productivity, quality and efficiency improvement within the organization. The Human resource
decision making is playing a vital role in increasing the organizational performance which will
leads to increase the amount of profit. The training, development, recruitment, selection,
induction program are useful for Aldi in order to increasing their level of productivity. Adequate
employee relationship is useful for the organization in order to communicate the vision and goals
to employees. It will also make employees to directly interact with the higher authority where
they can share their problem and issues (Kehoe and Wright, 2013).
The Human resource manager of Aldi have have very challenging task to balancing the
performance and innovation by the use of talent management. It is providing tremendous benefits
to the organization. The talent management process of Aldi is making them more competitive as
they have talented and skillful employees and with the help of their workforce they are
producing better products and services as compare to their competitors.
Human resource management practices are fruitful for Aldi in ample of ways. It is also
contributing in the increasing the reputation of the organziation on a global level which makes
organization more profitable. Cost control practice perform by the HR department is useful in
saving the money. Through conducting the training and development program for employees
organization productivity also enhanced (Bolman and Deal, 2017).
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TASK 3
P5: Importance of employee relations in influencing Aldi's HRM decision making
The term employee relationship defines efforts of an organization to manage relationship
in between the employers and employees. An organization enable with effective employee
relationship program treat fair and consistently to all of their employees so that they can be more
committed towards their jobs and their loyalty level also increases. Aldi also make employee
relationship program part of their human resource strategy to ensuring the most efficient use of
people to accomplishing the mission st by them (Armstrong, 2014).
The primary motive of Aldi for using the employee relationship program is understanding
various issues which are influencing their employees regarding pay and benefits, working
conditions, work life balance and so on. Below are several elements of employee relationship
program which have influence upon the Aldi's HRM decision making process:
Communication- The communication plays very vital role in employee relationship
program. It makes work environment more positive and helps employees in achieving the
organizational target at much faster rate. Aldi is promoting communication more as to engage the
managers and employees with each other (Locke and Latham, 2013).
Employee satisfaction- Employee relationship is also useful in measuring the satisfaction
level of employees. As per the concern of Aldi's HRM decision making it is an useful tool to
increase the employee morale and their engagement with work.
Leadership- Managers of Aldi are becoming better leader by applying employee
relationship program. The leadership is determining tool in the context of employee
commitment. Positive employee relationship results in better leadership by the higher authority
of firm (Gelens and et.al, 2013).
Performance management- The development of prudent performance management
system is also depends on positive relationship between employer and employees. Employee
relationship program is useful in improvise the performance and productivity of an enterprise.
Professional growth- Employee relationship program develop a platform for employee
for their personal and professional growth. Employees can develop new skills and knowledge for
their self improvement (Nyberg and et.al, 2014).
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P6: Impact of employment legislation on HRM decision making in Aldi
In addition to employment legislation each and every state has their own laws and
regulations. It is usually includes the areas such as- labor relations, criminal records of
employees and reimbursement requirement for the workers. There are several employment
legislation which has impact on Aldi human resource decision making on a national level.
Moreover, HR professional of the organization need to be knowledgeable about the rapidly
changing area of employment law so that they can minimize the liability in all the parts of HR
operations (Al Ariss, Cascio and Paauwe, 2014). Following are several employment legislation
which directly impact on the Aldi's HR decision making process:
Anti-discrimination- The civil right act of 1964 is totally against the discrimination with
employees on the basis of color, race, religion, sex and origin. The human resource managers
cannot deny to hire an employee, terminate from employment on the basis of any element of
discrimination. This legislation is not applicable on the business consist with less than 20
employees.
Wage and hour- The federal minimum wage is established by the fair labor standards
act. Here, the HR professionals of Aldi require to continuously verify the amount which
company is paying to their employees and evaluate the degree of accuracy. There are several
exemption under this act which company need to be adhere to (Dries, 2013).
Leave provisions- The leave provisions provide by the legislation also need to be taken
care by HR professionals of Aldi. Employees are allowed to take unpaid leave up to 12 weeks in
a year because of the situations such as health related issues of employees, their children and
spouse.
TASK 4
P7: The application of HRM practices in work related context of Aldi
Aldi as an organization believes that their employees are the main factors for every
success. Organization is very concern about fair and effective HRM practices so that they can
deliver leading training package within the industry. The career progression within the Aldi is
done done by their HR professional. They use internal promotion approach for the purpose of
maintaining the motivation level among existing employees.
The HR centric strategy is the backbone of human resource initiatives within the Aldi.
Aldi is using the strategic human resource approach for maximizing the effectiveness of their HR
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practices. In addition to this, human resource within the firm is playing strategic role by
supporting day to day business activities. It is also useful for Aldi in order to keeping their
operational cost low by more dependence upon their work force (Bolman and Deal, 2017).
Following are several HR practices includes in Aldi organizational framework:
Management of work environment- It is the responsibility of human resource
department of Aldi to manage the work environment in a way so it will become more positive.
The management of work environment done in a manner so that employees can work more
effectively and efficiently.
Rewards and recognition- The reward and recognition is must for keeping the employee
performance level high. The distribution of rewards is a fair process and based on the record
keeping by HR professional of company.
Recruitment and selection- The recruitment and selection is never stop practices
performed by HR professionals of Aldi. The human resource department is determined to
provide skillful employees to the organization so that the profitability as well as productivity can
be maximized (Clark and et.al, 2016).
CONCLUSION
From the above report it can be concluded that, the human resource management is an
essential element for the practices such as recruitment and selection. Factors like productivity
and profitability for enterprise are largely depends upon the effective use of human resources.
Furthermore, managerial and advisory function of human resource management are important for
workforce planning and resourcing. The employment legislation are providing the framework to
the organization which is required to follow. In the end of the report it can be understand that
proper use of human resource practices is necessary for the enterprises for maximizing
productivity and level of profitability.
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REFERENCES
Books and Journal
Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future
research directions. Journal of World Business. 49(2). pp.173-179.
Armstrong, P., 2014. Limits and possibilities for HRM in an age of management accountancy.
New Perspectives On Human Resource Management op. cit. at. pp.154-166.
Bolman, L. G. and Deal, T. E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Cavusgil and et.al, 2014. International business. Pearson Australia.
Clark and et.al, 2016. Boundary work for sustainable development: natural resource management
at the Consultative Group on International Agricultural Research (CGIAR). Proceedings of
the National Academy of Sciences. 113(17). pp.4615-4622.
Dries, N., 2013. The psychology of talent management: A review and research agenda. Human
Resource Management Review. 23(4). pp.272-285.
Gallardo-Gallardo, E., Dries, N. and González-Cruz, T.F., 2013. What is the meaning of
‘talent’in the world of work?. Human Resource Management Review. 23(4). pp.290-300.
Gelens and et.al, 2013. The role of perceived organizational justice in shaping the outcomes of
talent management: A research agenda. Human Resource Management Review.23(4).
pp.341-353.
Kehoe, R. R. and Wright, P. M., 2013. The impact of high-performance human resource practices
on employees’ attitudes and behaviors. Journal of management. 39(2). pp.366-391.
Knowles, M. S., Holton III, E. F. and Swanson, R. A., 2014. The adult learner: The definitive
classic in adult education and human resource development. Routledge.
Locke, E. A. and Latham, G. P. Eds., 2013. New developments in goal setting and task
performance. Routledge.
Mok, C., Sparks, B. and Kadampully, J., 2013. Service quality management in hospitality,
tourism, and leisure. Routledge.
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Nyberg and et.al, 2014. Resource-based perspectives on unit-level human capital: A review and
integration.Journal of Management. 40(1). pp.316-346.
Phillips, J., 2013. PMP, Project Management Professional (Certification Study Guides).
McGraw-Hill Osborne Media.
Rao, T.V., 2014. HRD audit: Evaluating the human resource function for business improvement.
SAGE Publications India.
Shaw, J. D., Park, T. Y. and Kim, E., 2013. A resource‐based perspective on human capital
losses, HRM investments, and organizational performance.Strategic management journal.
34(5). pp.572-589.
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