Human Resource Management: Areas, Effects of Changing Nature, HRM Practices, Factors Affecting Decision Making, and Portfolio

This guide covers the main areas of HRM, effects of changing nature, HRM practices, factors affecting decision making, and portfolio. It includes insights into sustainable organizational performance, recruitment and retention of employees, and more.

Unit 3: Human Resource
Management

Table of Contents
Introduction......................................................................................................................................4
Main Body.......................................................................................................................................4
PART A...........................................................................................................................................4
LO1..................................................................................................................................................4
P1 Explain the main areas of HRM in their contribution to creating sustainable performance..
................................................................................................................................................5
P2 Review the effects of the changing nature of organisations on human resources skills and
knowledge...............................................................................................................................7
M1 Compare areas of HRM to create sustainable organisational performance.....................8
M2 Examine HRM in relation to the changing nature of the modern business organisation.8
LO2..................................................................................................................................................9
P3 Review relevant HRM practices in relation to recruitment and retention of employees for
the achievement of business objectives..................................................................................9
M3 Evaluate the use of HRM practices in recruitment and retention in relation to the
importance of the labour market...........................................................................................10
LO3................................................................................................................................................11
P4 Investigate the external and internal factors that affect HRM decision making to support
organisational development..................................................................................................11
M4 Discuss the key external and internal factors that affect HRM decision making, using
relevant organisational examples to illustrate how they support organisational development.
..............................................................................................................................................12
Conclusion.....................................................................................................................................13
References......................................................................................................................................14
PART B..........................................................................................................................................16
Introduction....................................................................................................................................16
About the organisation.........................................................................................................16
Main Body.....................................................................................................................................16
LO4................................................................................................................................................16

P5 Apply HRM practices in a work-related context, using specific examples to demonstrate
improvement to sustainable organisational performance.....................................................16
Personal CV..........................................................................................................................16
Recruitment and selection process.......................................................................................18
Documenting job role...........................................................................................................19
CV short listing.....................................................................................................................20
Interview...............................................................................................................................21
M5 Illustrate how the application of specific HRM practices in a work related context can
improve sustainable organisational performance.................................................................21
Offering job..........................................................................................................................21
Employment contract............................................................................................................22
Induction process..................................................................................................................22
D3 Determine strengths and weaknesses of HRM practices to make recommendations for
improving sustainable organisational performance..............................................................23
Reflective journal.................................................................................................................23
Conclusion.....................................................................................................................................24
References......................................................................................................................................25

Introduction
Main Body
PART A
LO1
Company background

P1 Explain the main areas of HRM in their contribution to creating sustainable performance..
Notes
Taking into consideration chosen healthcare firm i.e., Rivers Hospital HR managers of
the firm takes consideration of following HRM practices for creating sustainable performance in
the workforce;

Staffing: When being working at a healthcare institution greater importance is being paid to hire
adequate and well-qualified staff. In the process being effective terms are determined on the
basis of which coordinated actions can be produced that will deliver the effective flow of
operations at the workplace. In context to chosen healthcare firm, HR manager performs
activities that enable effective processing of payroll processes and hiring of the medical staff at
the workplace. For the purpose being distinctive efforts are produced to perform effective
selection processes and prefer the quality of efforts through avoiding any sort of politics and
related practice in the workforce. Therefore, an initial sustainable basis is set that guides the
long-term productivity of the healthcare firm.
Legal research: Another role that is played by HR at the workplace is inclusive of
performing descriptive research in the business market. With relation to selected healthcare firms
HR manager of the firm operates activities with lawyers and takes into consideration legal
contracts with medical practitioners, employees’ contracts and close scrutiny of medical
practitioners. Through the analysis strong basis of the operational firm is being established that
coordinates with an effective basis of sustainability of workforce while operating in future
markets.
Planning and decision-making: The HR managers of the corporate firm are also
indulged in activities of planning and decision-making process of the business firm. While being
indulged in the process effective suggestions are made to directors or relative individuals taking
instance of regular operational tasks at the business firm.
Manpower management: In the context of chosen healthcare firm HR manager at the
workplace provides effective training programs to its staff members and integrates collaboration
of activities performed in the business firm. For the process is the handling of patients and their
respective families are being considered for maximum satisfaction.

P2 Review the effects of the changing nature of organisations on human resources skills and
knowledge.
Notes
Alleviating fears: As a result of frequent changes in organisational structure of the business firm,
there is a high risk of alleviating fears to the workforce. In relation to operational working at
selected healthcare firms, purely dedicated efforts are released that integrate effective terms on
the basis of which fear of the firm could be resolved. This includes maintaining positive work
culture at the operational firm that engages staff of the healthcare institute for becoming more
adaptable to changes.
Greater communication: Through the process of changes in organisational firm it
facilitates effective communication between various departments of the business firm. In the
context of chosen healthcare firms when being influenced by changes in organisational structure
there is a greater communication that is being done within the functional departments of the
business firm. Through the process, greater communication enables with a productive basis of
workings of the corporate firm and directs the frequent flow of business operations at the
workforce.
Developing a plan: The upper-level management of the business firm needs to develop
an effective plan that directs a better flow of activities and related tasks in the workforce. Being

indulged in the process of organisational changes effective terms are set to create productive
strategies that regulate effective organisational changes in the business firm.
M1 Compare areas of HRM to create sustainable organisational performance.
M2 Examine HRM in relation to the changing nature of the modern business organisation.

LO2
P3 Review relevant HRM practices in relation to recruitment and retention of employees for the
achievement of business objectives.
Notes
Legislation aspects
While looking for new employees - Businesses must consider the Equality Act (2010) during
this stage, which requires employers to treat people fairly and not discriminate in any way. This
means that a company cannot, for example, advertise a job opening as being only open to people
under the age of 30.
When new employees are hired - When an employee begins a new job, the Employment Rights
Act (1996) requires that they receive a written statement outlining the details of their
employment within two months of beginning. This written statement must include the following
basic information like the job title and location of employment, the start date of employment, and
the working hours
the wage or salary
Job security
Employees who settle down in a long-term position to advance their careers will benefit from job
security. Employees who make long-term career commitments have a better chance of achieving

their career goals than those who are constantly afraid of losing their jobs. Job security usually
leads to a more relaxed atmosphere at work. Job security leads to higher levels of employee
engagement. Employee turnover is reduced when employees are more satisfied. A secure job
will boost an employee's efficiency and productivity.
Workplace flexibility - Workplace flexibility emphasises the willingness and ability to adapt to
change, especially in terms of how and when work is completed. The needs of both the employee
and the employer are met in a flexible workplace. Workplace flexibility is frequently used to
retain and engage employees. It can also assist an organisation in meeting its objectives through
increased productivity.
M3 Evaluate the use of HRM practices in recruitment and retention in relation to the importance
of the labour market.
Different models of recruitment and selection facilitates organisation in maintaining employee
retention. Intense demand in labour against the less supply of the workers that are available has
prompted very managers in order to increase remuneration along with providing more flexibility
for conducting effective recruitment as well as retention efforts.

LO3
P4 Investigate the external and internal factors that affect HRM decision making to support
organisational development
Notes
External Factor:
Available Labour Pool: It is a source of skilled and trained employees which can be used at main
point for assignment. Increasing in growth also increases employment searching rate and reduce
separation rate that will result in reducing unemployment rate. In this way, it affects the process
of decision-making of HRM.
Government Regulations: Rules and regulations of government facilitate in making sure that job
candidates as well as workers are treated in a fair way and not get discriminated against any
factor. It influence decision-making process of human resource management.
Internal Factor:
Level of Growth: Business undergoing rapid growth required to add more employees so HR
managers have to concentrate on enhancing recruitment base and affects decision-making of
HRM.

Use of Technology: Using technology in HR workflow make professionals free from a high
amount of daily work and attains higher level of productivity of business along with positively
impacting decision-making.
M4 Discuss the key external and internal factors that affect HRM decision making, using
relevant organisational examples to illustrate how they support organisational
development.
These are the common functions: Planning: Planning is commonly regarded as one of the four
major functions of management, alongside organising, coordinating, leading, and controlling.
Simply put, planning entails determining where we want to go, why we want to go there, and
how we intend to get there. The planning functions include setting goals and objectives and
arranging them in a logical order. Administrators are also involved in both short-term and long-
term planning.
Organizing entails defining responsibilities and defining organisational relationships. The
function is to ensure that all elements of the organisation work together to achieve a coordinated
effort.
Staffing is the process of filling job openings with the right people at the right time and in the
right place. It entails defining staff requirements, creating job descriptions, and recruiting and
screening candidates to fill open positions.

Controlling: The function of controlling the organisation is to assess the quality in all areas and
detect potential deviations from the organization's plans. This ensures high-quality performance
and a satisfactory outcome while keeping the environment orderly and problem-free.
Conclusion

References
Books and Journals
Stahl, G.K., Brewster, C.J., Collings, D.G. and Hajro, A., 2020. Enhancing the role of human
resource management in corporate sustainability and social responsibility: A multi-stakeholder,
multidimensional approach to HRM. Human Resource Management Review, 30(3), p.100708.
Wang, Z., Cai, S., Liang, H., Wang, N. and Xiang, E., 2021. Intellectual capital and firm
performance: the mediating role of innovation speed and quality. The International Journal of
Human Resource Management, 32(6), pp.1222-1250.
Zaid, A.A., Jaaron, A.A. and Bon, A.T., 2018. The impact of green human resource management
and green supply chain management practices on sustainable performance: An empirical
study. Journal of cleaner production, 204, pp.965-979.
Kravariti, F., Voutsina, K., Tasoulis, K., Dibia, C. and Johnston, K., 2021. Talent management in
hospitality and tourism: a systematic literature review and research agenda. International Journal
of Contemporary Hospitality Management.
Kwon, K. and Jang, S., 2021. There is no good war for talent: a critical review of the literature
on talent management. Employee Relations: The International Journal.

Taamneh, A.M., Taamneh, M., Alsaad, A. and Al-Okaily, M., 2021. Talent management and
academic context: A comparative study of public and private universities. EuroMed Journal of
Business.
Omotunde, O.I. and Alegbeleye, G.O., 2021. Talent management practices and job performance
of librarians in university libraries in Nigeria. The Journal of Academic Librarianship, 47(2),
p.102319.
Online
Rivers Hospital, 2022. [Online]. Available at: <https://www.ramsayhealth.co.uk/hospitals/rivers-
hospital>
How Can Organizational Change Affect HR? [Online]. Available at:
<https://smallbusiness.chron.com/can-organizational-change-affect-hr-11574.html>

PART B
Introduction
The HRM practices at the workplace includes variety of practices that involves
performing selective business activities to accomplish desired goals and objectives of the
business firm (Bos-Nehles, Trullen and Valverde, 2021). The provided report document is an
Individual Portfolio of Evidence that correlates to information and data presented in PART A.
This portfolio will highlight variety of documents that will be in respect to HRM practices. For
the purpose being operational workings at chosen hospital i.e., Rivers Hospital will be taken into
consideration. In addition to this, efforts will be made to dedicate lists that will relate to HRM
practices produced at the workplace Atkinson and et. al., 2021).
About the organisation
The chosen organisation i.e., Rivers Hospital, operates as a private hospital being located
in Hertfordshire. The provided hospital firm has a decent image in the industry that regulates the
quality of healthcare services. The provided hospital firm provides with better quality of
operational standards for which suitable treatment facilities and relative facilities can be provided
through the use of innovative technology. The workforce since its existence is being engaged
with the use of innovative technologies and developing better standards on the basis of which
coordinated tasks can be produced at the workplace (Farndale and Paauwe, 2018).
Main Body
LO4
P5 Apply HRM practices in a work-related context, using specific examples to demonstrate
improvement to sustainable organisational performance.
Personal CV
Professional profile
I am a fresher applying for a job in a suitable job position of the HR manager is a reputed
company. I am a hard working individual that have capabilities to become an effective asset for
the company.
Objectives

 To learn a professional code of conduct.
 To gain working under business ethics.
Skills
 Communication
 Team working
Qualification
Management course
Bachelors in business administration
Additional CV’s
CV 1
Professional profile
I have 2 years of experience applying for a job under HR manager position in the company. I am
hard working and can operate in stressful environment.
Objectives
 To shape career pathways towards becoming a successful HR manager.
 To direct focus on revolutionary work with use of innovation.
Skills
 Collaboration
 Use of innovative technology
Qualification
Management course
Bachelors in business administration
Experience
2 years of working at bcm company as a HR manager
Working as an assistant manager in the same company
CV 2
Professional profile
I have 6 months of working experience in the field of HR management in a reputed company. I
feel happy to work in complex business market and operate operations in uncertain environment.
Objectives

 To encourage team working in the corporate firm.
 To deliver effective basis of working with innovation in the business firm.
Skills
 Use of management principles
 Stress management
Qualification
Management course
Bachelors in business administration
Experience
6 months of working at oiy company as a HR manager
Internship in management
Recruitment and selection process
The process of recruitment and selection starts with recruitment of candidates and
finishes with selection of candidates for operating several tasks in the business firm. The process
is directly engaged in variety of tasks that relates to staffing process in the workplace and guides
better terms on the basis of which business tasks can be performed (Gabutti and Cicchetti, 2020).
In context of the selected company i.e., Rivers Hospital, the process of recruitment and selection
is an inclusive of following activities;
 Receive a job order: This is the foremost initiative that is being undertaken in which
demand of recruitment is being raised from the client. Through the analysis under this
element the idea of recruitment is being raised in mind of HR managers of the firm.
 Source candidate: Once the requirement is being raised at the workforce attention of the
HR manager is being now focused to search for potential candidates who suits best at the
position. For the process being various recruitment, tools are visited that includes online
job boards, social media and referrals.
 Screen applicants: Under this technique, the process of selection and recruitment
develops better scope for which candidate considered in the selection process is being
recognised.
 Shortlist candidates: For this segment of the process effective terms are being established
on the basis of which candidates at the workplace are being shortlisted. In the process,
being candidates are invited for a face-face interview process and are being scrutinised.

 Interview candidates: In this step process of interview is being performed. This helps the
HR manager of the business firm to deliver coordinated efforts when being engaged with
the process of recruitment and selection.
 Conduct testing: For this step, various tests are performed that are based on making the
client more job-fit. In this, some basic briefings are being provided on the basis of which
suitability for an individual’s skills and knowledge can be related to job requirements.
 Extend a job offer: This is the last stage of the process in which an offer letter is being
given to applicants. Under this element of the stage, a candidate is being derived with
suitable job requirements and provides a list of roles and responsibilities to be performed
at the workplace.
Creating a job role
There is a greater significance that is being paid to developing a defined job role for a
business company. For the process is better coordination of efforts are being made with respect
to delivering coordinated activities for deriving standard job performance (Gunawan and et. al.,
2022). Through the process being various activities are being produced by managers at Rivers
Hospital, this includes the following;
Documenting job role
Under this element of the job role documentation of required or expected job roles for a
particular position at the workplace is being done. Through the analysis better terms are being
established on the basis of which effective standards of business tasks can be enrolled this
includes;
Job Specification
Criteria Essential Desirable
Qualification Masters level qualification in
management.
Becoming a member of
management association.
Skills/competencies Able to work in stressful
environment and enabling
better terms for which
corporate goals can be
ascertained.
To work collaboratively in
teams and planning tasks for
their attainment.

Knowledge Suitable knowledge of various
issues related to Management
and relative techniques.
Knowledge in fields of
technical management courses
and practical implementation.
Job advertisement
WE ARE NOW HIRING !!
HR Manager (Full-Time)
It is an opportunity for individuals to join us!! The most innovative company of all times!!
DUTIES
 Team building
 Cross culture relations
 Fresher
SKILLS REQUIRED
 Communication
 Team working
Pay and Benefits
-Employee insurance
-Compensate pay scale
-Working environment
Contact us today
If you are interested in our organization or have any friend or
relative who is interested, please either:
· send your CV to US!! Q565 WXC
· or email to [e-mail]
CV short listing
In the provided process initiatives to shortlist candidates from a large pool of individuals
are being taken into consideration. Being indulged in the process effective terms are being
established on the basis of which requirements of job profile and candidates associated skills and
capabilities are provided. For the process being processes such as of interview, mock tests, etc.
are being conducted.
Interview
Q1. Tell me about recent experience or interaction with a professional body.

Q2. Brief about having an experience while being engaged in a complex workforce task.
Q3. Describe efforts that can be made with respect to handle business environment changes.
M5 Illustrate how the application of specific HRM practices in a work related context can
improve sustainable organisational performance
According to Alina Dizik, (2022), talent management is an effective process that defines
effective working of the business firm when operating several business tasks in its associated
environment. For the process being proper initiatives to recognition of talent and managing it us
being defined. In addition to this effective basis of HRM practices are being indulged that sets
stage for acquiring better productivity while operations of several tasks in the business firm
(How to capture the right kind of talent, 2022).
Offering job
Job Offer Letter
Date
Name of the Candidate
ABC company
Dear (Name of the Candidate),
We are pleased to promote you the position of the __________ at ABC company. We are sure
that you will offer your experiences and skills towards the growth of the company.
Please confirm your acceptance of this offer with the help of signing the offer letter and we are
looking forward to welcome you on board to achieve great things in your new role. In the
meantime, please feel free to contact me or Martin via email or phone on 2658741.
Congratulations!
Sincerely,
ABC company

Employment contract
Name:
Address:
DOB:
Purpose of contract
To expect employee to work with purely dedicated efforts towards the company operations and
obtaining proper code of conduct.
Duration
The given contract will be renewed after one year.
Schedule
The number of hours required by employees to serve in company is 120 hrs.
Proper dress code is to be followed at the premises.
Induction process
 Meeting and greeting
 Overview of organisation
 Making familiar with work policies of organisation
 Compliances with operational process
 Performance standards
 Obtaining feedbacks
D3 Determine strengths and weaknesses of HRM practices to make recommendations for
improving sustainable organisational performance.
Reflective journal
Through undertaking various HRM practices in the provided course assignment, I was
able to gain effective skills and counter challenges throughout the process. The provided project
assignment included variety of tasks that were related to performing of HRM practices at the
workplace. This defined effective measures on the basis of which coordinated efforts at the
workplace can be produced (Nwagbara, 2020). While engaging with a variety of business tasks, I

was able to gain key learnings of HRM practice for which core concepts were also being
undertaken. Throughout the process better basis of understanding was being made that delivered
engaged my skills and learnings towards the development of research and communication skills.
For the reason being the better basis of working in the corporate firm was being engaged towards
enabling better course of actions when being indulged in a variety of workplace tasks (Johansen
and Sowa, 2019).
I was able to learn about differential HRM functions that guided me to acknowledge
professional approaches that can be undertaken for the completion of business tasks. In addition
to this, an effective basis of learnings was being drawn that contributed to my productive basis of
workings when being delivering coordinated tasks for the attainment of business goals and
objectives. Through the process being, I was engaged with a variety of tasks for which
preparation of job description, CV, induction process and many related tasks that involve HRM
process of the firm was being taken into consideration. I was able to deliver better coordination
of efforts when approaching the desired goal or an objective. This includes completion of
personal as well as professional goals objectives. Through the process being differential
activities were being performed that equipped my skills as well as abilities that guided
coordinated efforts in the process of performing workplace tasks (Kellner and et. al., 2021).
Being indulged in the process, I also faced a variety of challenges and related issues that
created loopholes towards the attainment of desired goals and objectives. Throughout the
process, frequent market changes and regular changes in the behaviour of individuals are taken
into consideration. These challenges created a loophole towards the attainment of desired
personal or professional career tasks (Mohammad and et. al., 2021). For the reason being due to
such a challenge a strategy being formulated at the workplace is being unable to deliver at its
best productivity. This could be due to regular changes in the marketplace for which a business
firm was not able to derive constant basis of working in the business firm (Memet and et. al.,
2020).
Conclusion
From the analysis of the above report document, it can be concluded that HRM practices
play a crucial role in determining the productivity of the business firm. Through the analysis, it
can be stated that better terms can be established on the basis of which coordinated efforts can be
produced with deriving effective HRM practices at the firm. In addition to this, it can be said that

HR managers at the respective firm guide effective courses of action through which profitability
can be ensured at the workplace.

References
Books and Journals
Atkinson, C., Beck, V., Brewis, J., Davies, A. and Duberley, J., 2021. Menopause and the
workplace: New directions in HRM research and HR practice. Human Resource
Management Journal, 31(1), pp.49-64.
Bos-Nehles, A., Trullen, J. and Valverde, M., 2021. HRM system strength implementation: a
multi-actor process perspective. In Handbook on HR Process Research. Edward Elgar
Publishing.
Farndale, E. and Paauwe, J., 2018. SHRM and context: why firms want to be as different as
legitimately possible. Journal of Organizational Effectiveness: People and
Performance.
Gabutti, I. and Cicchetti, A., 2020. Translating strategy into practice: a tool to understand
organizational change in a Spanish university hospital. An in-depth analysis in
hospital clinic. International Journal of Healthcare Management, 13(2), pp.142-155.
Gunawan, J., Aungsuroch, Y., Fisher, M.L., McDaniel, A.M. and Liu, Y., 2022. Competence‐
based human resource management to improve managerial competence of first‐line
nurse managers: A scale development. International Journal of Nursing
Practice, 28(1), p.e12936.
Johansen, M.S. and Sowa, J.E., 2019. Human resource management, employee engagement, and
nonprofit hospital performance. Nonprofit Management and Leadership, 29(4),
pp.549-567.
Kellner, A., Townsend, K., Loudoun, R. and Wilkinson, A., 2021. High reliability Human
Resource Management (HRM): A system for high risk workplaces. Human Resource
Management Journal.
Memet, A.S., Sutawidjaya, A.H., Sugiyono, S. and Aima, H., 2020. The Model of Green HRM
in Improving Service Quality With OCBE and Organizational Commitment as
Mediation In the Hospital of State-Owned Enterprises (Conceptual
Framework). Business and Entrepreneurial Review, 20(2), pp.171-198.
Mohammad, T., Darwish, T.K., Singh, S. and Khassawneh, O., 2021. Human Resource
Management and Organisational Performance: The Mediating Role of Social
Exchange. European Management Review, 18(1), pp.125-136.
Nwagbara, U., 2020. Exploring how institutions shape managerialist employment relations and
work-life balance (WLB) challenges in Nigeria. Employee Relations: The
International Journal.
Online
How to capture the right kind of talent, 2022. [Online]. Available at:
<https://www.bbc.com/worklife/article/20140123-talent-scarcity>