Human Resource Management in Business

This document provides an overview of Human Resource Management (HRM) in business. It discusses the importance of HRM in organizations and its impact on organizational goals and employee management. The document covers topics such as internal and external planning factors, effective HR planning, motivational techniques, employee skills, contracts of employment, and more.

HUMAN RESOURCE
MANAGEMENT IN
BUSINESS

Table of Contents
INTRODUCTION................................................................................................................................4
Project 1................................................................................................................................................4
TASK 1.................................................................................................................................................4
(A) Internal planning factors (organisational needs, skills requirements, workforce profiles). .4
(B) External planning factors (supply of labour, labour costs, workforce skills, government
policy, labour market competition, changing nature of work, employee expectations, impact of
automation, demand for products and services)..........................................................................4
(C)Think about all the different services Morrison’s offers and how staff needs to be trained and
managed to provide these services..............................................................................................5
TASK 2.................................................................................................................................................5
Why a business needs effective HR planning to succeed...........................................................5
What constitutes effective HR planning.....................................................................................5
Why is planning needed to ensure an organisation has employees with the necessary skills,
knowledge and abilities to fulfil its purposes?............................................................................5
Examples within Morrison’s of effective HR planning..............................................................6
What would happen if there was not effective HR planning......................................................6
TASK 3 ................................................................................................................................................6
Now judge which business has the better motivational techniques and why. How could the other
business learn from the other’s practise to adapt their own motivational techniques?...............6
Employee skills (people as organisational resources, skill sets, skill acquisition, skills audit and
skill transferability, impact of technology).................................................................................6
Project 2 ...............................................................................................................................................7
TASK 1.................................................................................................................................................7
Contracts of employment (contractual entitlements, employee and employer rights, types of
employment contract, disciplinary procedures, grievance procedures, union membership, codes
of behaviour)...............................................................................................................................7
Employee involvement techniques (membership of work groups, suggestions schemes, devolved
authority and responsibility, open communications, types of communication, organisational
culture, national accreditation.....................................................................................................8
TASK 2.................................................................................................................................................8
How organisations motivate their employees.............................................................................8
TASK 3.................................................................................................................................................9
What theory each business uses..................................................................................................9
How this theory has led to the reward systems within the business...........................................9
The effectiveness of this system.................................................................................................9
How your 2 chosen businesses differ..........................................................................................9
TASK 4.................................................................................................................................................9
Make judgements about the value of monitoring and managing employees (give examples of
businesses that do this well and not so well)...............................................................................9
Contrast the benefits of performance management with the consequences of failing to manage
performance..............................................................................................................................10
Explain the benefits to the business and to employees of measuring and managing staff
performance..............................................................................................................................10
Project 3 .............................................................................................................................................11
TASK 1 .....................................................................................................................................11
Enclosed in PPT .......................................................................................................................11
TASK 2......................................................................................................................................11
Performance indicators for each role........................................................................................11
How to improve performance for each role..............................................................................11
Think about exactly what the job role entails and then think about how they will be managed and

reviewed....................................................................................................................................11
CONCLUSION ................................................................................................................................12
REFERENCES...................................................................................................................................13

INTRODUCTION
Human resource management has become more important factor for consideration in an
organisation. HRM has come with new procedures which will affect the organisational goals and
the employees of the organisation as a whole. In the history managing people in an.
Organisation was called as, Personnel management‟ and it was just a flat theory on
controlling people. With the time it has been changed to Human Resource management or Human
capital management, which is more flexible and more organized as well. As HRM has shown it‟s
affecton organisational goals and development and also employee controlling, it has now become a
vital part in every organisation (Human Resource Management: Definition, Objectives &
Responsibilities 2017).
Project 1
TASK 1
(A) Internal planning factors (organisational needs, skills requirements, workforce profiles)
These are the factors that relate to what is already happening inside the business.
Organisational needs - The workforce needs to be able to adapt to changes. Demand for
products and services will affect the number of people needed in certain roles
Skills requirements - Assessing the skills of the current workforce is an essential part of
human resources planning as it enables a business to build up a profile of the training, experience
and qualifications that employees already have (Kehoe, and et.al., 2013).
Workforce profiles - This means that a manager can view and monitor the types of
employee working for the business (Marchington, et.al., 2016).
(B) External planning factors (supply of labour, labour costs, workforce skills, government policy,
labour market competition, changing nature of work, employee expectations, impact of
automation, demand for products and services)
These are the factors that influence the business from outside its direct control.
Supply of labour - What are the trends of the area the business is in? Is there any particular
type of trade in that area? Nationally, the supply of labour is dependent on trends in unemployment
and the types of skills that are needed by employers.
Labour costs - The cost of labour, as a percentage of the other costs within a business, will
depend on whether the business is capital or labour intensive.
Workforce skills - Using published national statistics, organisations can see the types of skills that
are available in their local area or region (Chelladurai, and et.al., 2017).

Government policy - Government policy and changes to education policies can lead to gaps in
skills, or gaps in skills being addressed (Stone, 2013).
Impact of automation - This addresses the changes in technology over time and how this affects
organisations - such as the internet and email, no need for phone operators, customers entering their
own details online
(C)Think about all the different services Morrison’s offers and how staff needs to be trained and
managed to provide these services.
Skill sets:-
The types of human skills that are required to do a job effectively are known as a 'skills set'
 Speaking and presenting
 Data analysis
 Coaching
 Time management
 Working machinery (forklift truck)
 Using software (spreadsheets)
Different jobs have different levels of skills:- If a job is complicated and demands a high
level of education and training, it is going to need a high level of skill.
Skill acquisition:- Acquiring skills during work is extremely important for both employers
and employees.
TASK 2
Why a business needs effective HR planning to succeed
Human resources planning evaluates your current staffing needs, what they might be a year
from now and where they might be beyond that.
What constitutes effective HR planning
Human resource planning is a process that identifies current and future human resources
needs for an organization to achieve its goals.
Why is planning needed to ensure an organisation has employees with the necessary skills,
knowledge and abilities to fulfil its purposes?
 To recruit and maintain the HR of requisite quantity and quality.
 To predict the employee turnover and make the arrangements for minimizing turnover and
filing up of consequent vacancies.
 To meet the requirements of the programmes of expansion, diversification etc.

Examples within Morrison’s of effective HR planning
Morrison’s HR has to training to the employee as far as they can keeps their positions. The
organizations must watch the marketing in orders to open new store in other countries or other
regions (Stone, 2013).
What would happen if there was not effective HR planning
Having human resources may allow you to interface directly with employees anytime an
employment issue arises. You may find these communications rewarding, as might your staff.
Conversely, these daily interactions may require a chunk of time that you as business owner or
manager simply don't have (Thunnissen, and et.al., 2013).
TASK 3
Now judge which business has the better motivational techniques and why. How could the other
business learn from the other’s practise to adapt their own motivational techniques?
Management motivation strategies are inevitably based on the overall management
philosophy and its approach towards people, and what they want from their job. Rooted in the
previously described management theories, management styles have moved away from the
traditional classicalists' model based on the assumption that people do not like to work and that they
need to be closely supervised and motivated only by money. Today's management styles have first
turned to the human relations model, focusing on people who naturally seek acknowledgement at
work, and further towards the human resource model, according to which the main TASK of a
manager is to ensure that the organisation benefits from the employees' unused potential by
encouraging their participation (Hur, 2013).
TASK 4
Employee skills (people as organisational resources, skill sets, skill acquisition, skills audit and skill
transferability, impact of technology)
Employee Skills:- The skills and talents of employees are very important to businesses as
they can add value to the organisation. This means that they can make the organisation even better
or more efficient if full use is made of them (Cherian, and et.al., 2013).
People as organisational resources:- As human resources are just one part of the set of
resources that any organisation has available to it, humans should be considered in an objective way
and treated like any other resource.
Skill sets:- The types of human skills that are required to do a job effectively are known as a
'skills set'. Examples could be:

- speaking and presenting
- data analysis
- coaching
- time management
- working machinery (forklift truck)
- using software (spreadsheets)
Skill acquisition:- Acquiring skills during work is extremely important for both employers
and employees. Employers must make sure that they have got new people being trained to do a job
in case an employee leaves the company.
Impact of technology:- Technology is changing the way we work and it has a significant
impact on the number of workers that organisations need to employ, their other resources and the
level of technical expertise required.
Project 2
TASK 1
Contracts of employment (contractual entitlements, employee and employer rights, types of
employment contract, disciplinary procedures, grievance procedures, union membership,
codes of behaviour)
Contract of employment:- Clearly illustrates the terms and conditions to which both
employer and employee has to abide by. If one of them violates the policy then the contract will be
dismissed. Contracts states the date of beginning with employer and employee name on it
Disciplinary procedures:- This shows what action will be taken by the Morrison's Retail if
there is a problem with employee regarding low efficiently working (Kehoe, and et.al., 2013).
Grievance procedures:- If there are complaint or issues by the employees of Morrison's
there should a procedure mentioned in the contract that should guide the employees as to what they
need to do to make a point.
Employee rights:- All the rights that are being possessed by the employee must be
mentioned in clear words in the contract. If any employee wants to have maternity leave at the
company then it is their right to be given a paid leave and it should be written in the contract (Stone,
2013).

Employee involvement techniques (membership of work groups, suggestions schemes, devolved
authority and responsibility, open communications, types of communication, organisational
culture, national accreditation
Employment involving techniques:- It is another way of achieving organisational
cooperation between the two parties. It's not just the legal binding between the employer and the
employee that makes the work together but different techniques can be used that involves them both
to work together (Hauptmann, and et.al., 2013).
Suggestion scheme:- The company can also implement a suggestion scheme where all
employees will have the right to give in their suggestion regarding a certain problem and then the
management will address to it in the best possible manner and try to rectify it.
Communication groups:- Different formal and informal (sports club, charity club etc)
groups can be formed within Morrison's. These groups can be used often and then to socialise all
the employee and management (Hur, 2013).
TASK 2
How organisations motivate their employees
Enclosed In Poster
TASK 3
What theory each business uses
The three motivational theories recommended by me to Morrison's Retail (Mayo, Maslow
and Herzberg) can be used at different levels of hierarchy in the organisation. But first let us have a
look at the use of motivation.
How this theory has led to the reward systems within the business.
Motivational theories have always emphasised on better relation and understanding between
management and staff. Good relation on the basis of motivation can lead to resolving big issues
such as industrial relationship issues and problems like strikes. A good motivated team of labourer
would never want to go on strike when they know that all their basic necessities are being taken
care of by their management (Stone, 2013).
The effectiveness of this system.
The staff is more motivated then they can be used in a much more efficient manner than
before. When the employee is provided with good health and safety measures and they know that
they are secured they will obviously work better than before.

How your 2 chosen businesses differ.
A combination of Herzberg and Maslow can be used for an efficient workforce as at this
stage most of the staff is skilled or semi skilled and these are the people that Morrison's Retail
would want to retain for a longer period of time as they will be spending money to train them and
they will have the expertise and knowledge that is vital for the company's growth.
TASK 4
Make judgements about the value of monitoring and managing employees (give examples of
businesses that do this well and not so well)
Ability to effectively measure and manage employee performance is critical to ensure the
success of any business. Without any measures in place, human resources departments and
managers cannot effectively and quantifiably analyse their employees. It's crucial for any business
distinguish between successful employees and those that under-perform or need training and
development. With strict performance measures in place, businesses have the ability to fairly and
accurately manage employee performance
Contrast the benefits of performance management with the consequences of failing to manage
performance
Benefits of performance management :-
Managing employee or system performance facilitates the effective delivery of strategic and
operational goals. There is a clear and immediate correlation between using performance
management programs or software and improved business and organizational results.
A performance management system should provide employees with these four basic benefits:
1. A clear understanding of job expectations
2. Regular feedback about performance
3. Advice and steps for improving performance
4. Rewards for good performance.
Performance appraisal also aims at helping the management in carrying out their tasks more
effectively. A sound system of performance appraisal results in framing:
 A sound selection ?policy.
 An effective promotion and placement policy;
 An improved system of career and manpower planning;
 A realistic training programme;
 A good reward and punishment system; and

 An effective system of control and discipline in the organization.
Explain the benefits to the business and to employees of measuring and managing staff performance
Measuring and managing employee performance is important because it gives you the
ability to properly gauge worker efficiency, identify who is working hard and who isn’t, determine
how to properly compensate your workforce, and improve your workplace’s overall productivity.
Measuring and managing employee performance is important because it gives you the ability to
properly gauge worker efficiency, identify who is working hard and who isn’t, determine how to
properly compensate your workforce, and improve your workplace’s overall productivity (Stone,
2013).
 Maintain Increased Employee Efficiency
 Identifying Strong and Weak Links
 Determining Appropriate Compensation
 Improving Workplace Productivity
Project 3
TASK 1
Enclosed in PPT
TASK 2
Performance indicators for each role
The role of Key Performance Indicators (KPIs) in the organization is to provide internal and
external clients with actionable metrics in easily accessible, customizable formats they can use to
increase the effectiveness and efficiency of their operations. What differentiates KPIs from the
wealth of metrics that can be generated from any business is that they are key leading and lagging
indicators that can be used to reflect the strategic performance of the organization.
How to improve performance for each role
Support innovation:- To stay ahead, innovation is required. The most successful businesses
are those that remain flexible and innovative and build on current successes without consistently
overtaxing their teams.
Leadership matters:-Innovation comes from inspiration. Teams must be led by managers

that go beyond balancing budgets and schedules.
Keep learning:- Productivity is increased when team members have all the skills they need
to succeed. If you identify someone with great enthusiasm who lacks practical skills, encourage
them to take an online course or be mentored by a colleague with more expertise (McDermott, and
et.al., 2013).
Think about exactly what the job role entails and then think about how they will be managed and
reviewed
Planning:-Planning is the key management function of any extension worker. It is the
process of determining in advance what should be accomplished, when, by whom, how, and at what
cost.
Decision making:-Closely related to both strategic and managerial planning is the process
of decision making. Decisions need to be made wisely under varying circumstances with different
amounts of knowledge about alternatives and consequences.
Organizing:-Once strategic planning and management planning are implemented,
organizing to get the job done is next. Organizing is the process of establishing formal relationships
among people and resources in order to reach specific goals and objectives.
Staffing:-A key aspect of managing an adult and extension enterprise is to find the right
people for the right jobs (Cherian, and et.al., 2013).
CONCLUSION
In this report it is concluded that In this report it is concluded that human resource
management is identified as the process through which the organization needs in the changing
situations and developing activities they are essential in full-fill the human resource needs and
wants. It is through the HRM, the organization has managed to recruit and retain the required
employees in terms of quantity, skills, experience, knowledge, ability. The company is presently had
the proper staff and hence enabling the organization to offers the best in term of the quality of the
services.

REFERENCES
Books and Journals
Kehoe, and et.al., 2013. The impact of high-performance human resource practices on employees’
attitudes and behaviors. Journal of management. 39(2). pp.366-391.
Jabbour, and et.al. 2013. Environmental management and operational performance in automotive
companies in Brazil: the role of human resource management and lean manufacturing. Journal of
Cleaner Production. 47. pp.129-140.
Marchington, et.al., 2016. Human resource management at work. Kogan Page Publishers.
Chelladurai, and et.al., 2017. Human resource management in sport and recreation. Human
Kinetics.
Berman, and et.al., 2012. Human resource management in public service: Paradoxes, processes,
and problems. Sage.
Stone, R.J., 2013. Managing human resources. John Wiley and Sons.
Hauptmann, and et.al., 2013. “A brave new (digital) world”? Effects of In-house Social Media on
HRM. German Journal of Human Resource Management. 27(1), pp.26-46.
Thunnissen, and et.al., 2013. Talent management and the relevance of context: Towards a pluralistic
approach. Human Resource Management Review. 23(4). pp.326-336.
McDermott, and et.al., 2013. Promoting effective psychological contracts through leadership: The
missing link between HR strategy and performance. Human Resource Management,52(2). pp.289-
310.
Cherian, and et.al., 2013. A review of human resource accounting and organizational performance.
International Journal of Economics and Finance. 5(8). p.74.
Hur, Y., 2013. Turnover, voluntary turnover, and organizational performance: Evidence from
municipal police departments. Public Administration Quarterly. pp.3-35.
Online
Human Resource Management: Definition, Objectives & Responsibilities 2017.[Online]. Available
through: <http://study.com/academy/lesson/human-resource-management-definition-objectives-
responsibilities.html|>. [Accessed on 19th August 2017]