Functions of HRM for workforce planning and resourcing

HUMAN RESOURCE MANAGEMENT

Table of Contents
INTRODUCTION......................................................................................................................1
TASK 1......................................................................................................................................1
P1: The purpose and functions of HRM applicable for workforce planning and resourcing
in the organisation..................................................................................................................1
P2: Strengths and weaknesses of different approaches to recruitment and selection............2
TASK 2......................................................................................................................................3
P3: Benefits of different HRM practices for both employer and employees of the
organisation............................................................................................................................3
P4: The effectiveness of different HRM practices in terms of raising organisational profits
and productivity.....................................................................................................................5
TASK 3......................................................................................................................................6
P5: The importance of employee relations in respect to influencing HRM decision-making
................................................................................................................................................6
P6: The key elements of employment legislation and its impact on HRM decision-making 7
TASK 4......................................................................................................................................8
P7: The application of HRM practices in a work-related context..........................................8
CONCLUSION........................................................................................................................10
REFERENCES.........................................................................................................................11

INTRODUCTION
All field has obtained advancement for the reason to meet the requirements of time.
Through its systematic methodology, the management has now become an art. An innovative
management type which is prevailing and spreading in the business firms is human resource
management. A company cannot build a good team of professionals at the workplace without
having an effective human resource management. Here, the report is briefing about the key
functions and role played by the HR manager in the recruitment, selection and proper
management of manpower in the company. Several HRM practices and their implications at
the workplace is also defined to measure its benefits for the Canary Wharf firm. The paper is
also illustrating elements of employees’ legislation together with its impact on HRM decision
making and practices.
TASK 1
P1: The purpose and functions of HRM applicable for workforce planning and resourcing in
the organisation
Human Resource Management (HRM) refers to the formal system of managing the
people within an organisation. Many authors and scholars had tried to define human resource
management in different words and ways, however, the core meaning deals with describing
how to manage employees in the organisation. According to Decenzo and Robbins (1988),
HRM concerns with the people dimension in business management. Another definition by
Mathis & Jackson (2003), human resource management is a formal system which is designed
to ensure optimum utilization of human talent in order to achieve organisational objectives.
Thus, HRM can be defined as a systematic process of procuring, developing and maintaining
available limited skilled workforce so that the human resource is effectively and efficiently
utilised for achieving organisational goals (Auer and Cazes, 2003).
It's the employee who carry out several work activities in an organization. HR
managers and professionals have the important responsibility of organizing people so that
they can effectively perform these activities. Therefore, HRM has emerged as a major
function in organisations that deals with issues related to employees such as hiring,
performance management, compensation, training and development, safety, wellness,
benefits, employee motivation, dispute resolution and communication (Wilthagen and Tros,
2004). In this way, HR professionals work as a consultant for managers in the organisation
advising them how to strategically manage people as business resources and how to utilize
them for achieving organisational goals (Benjamin, 2017).

In addition to this, it can be said that there are diverse approaches which need to be
employed by experts for better HRM practices. Hard and soft human resource practice allows
to have better opportunities so that long term sustainability can be accomplished. In hard
approach treats employees simply as a resource of the business. As same in soft approach
treats employees as the most important resource in the business and a source of competitive
advantage. It has been noticed that soft approach allows to have better long term workforce
planning and it is mainly dependent over two way communication. Along with this, hard
approach is more suitable for short term changes and in this minimal communication is being
taken into account.
The organisational purpose of the HRM is to recognise its contribution for
organisational effectiveness. The functional objective is to maintain the contribution of HRM
activities as per the organisation’s needs. The primary responsibilities of the human resource
management includes job analysis and staffing, organization and utilization of work force,
measurement and appraisal of work force performance, implementation of reward systems for
employees, professional development of workers, and maintenance of work contracts.
Moreover, HRM provide the necessary tools, techniques, and methods which helps to create a
favourable and positive business environment for innovation and employee development
(Bernardin, 2002).
P2: Strengths and weaknesses of different approaches to recruitment and selection
Recruitment is one of the basic functions of organisation's human resource management
and planning process. Recruiting refers to the process of attracting prospective employees
from the available labour in the market. The organization must be able to attract a sufficient
number of candidates who have the required abilities and competence which are required to
carry out the particular job’s responsibilities (Tekleab and Taylor, 2003). An effective
employee selection procedure defines the effectiveness of recruiting process which helps the
organization to achieve its objectives. The recruitment process is associated with other
personnel management functions such as performance evaluation, compensation
management, employee relations, training and development (Bianca, 2016). The recruitment
process is a systematic approach which begins with the knowledge of vacancy in the
organisation and finishes after the appointment has been made. The main stages of the
recruitment process are – identify vacancy, prepare job description and person specification,
advertising the vacancy, managing the response, short-listing the job applications, arrange for
interviews, conducting interviews and decision making (Blyton and Turnbull, 2004).