HRM: Purpose, Functions, and Application within Workforce Planning

This document provides an overview of HRM, including its purpose, functions, and application within workforce planning. It discusses the merits and demerits of recruitment and selection, the benefits of HRM practices for employers and employees, and the significance of employee relations in HRM decision making. The document also covers key elements in employment legislation. The subject is HRM, and the course code and name are not mentioned. The document type is not mentioned, and there is no specific assignment type mentioned. The college/university is not mentioned.

HRM

Table of Contents
INTRODUCTION......................................................................................................................3
MAIN BODY.............................................................................................................................3
TASK1.......................................................................................................................................3
P1 purpose and function of HRM and its application within workforce planning................3
P2 merits and demerits of recruitment and selection.............................................................4
TASK2.......................................................................................................................................6
P3 Benefits of HRM practices for employer and employee..................................................6
P4 Effectiveness of HRM practices for organisation profitability and productivity.............8
TASK3.......................................................................................................................................8
P5 significance of employee relations and its influence on HRM decision making..............8
P6 key elements in employment legislation...........................................................................9
TASK4.......................................................................................................................................9
P7 Application of HRM practices at workplace....................................................................9
CONCLUSION........................................................................................................................11
REFERENCES.........................................................................................................................12
Books and journals...............................................................................................................12

INTRODUCTION
Human resources management can be defined as which is related to managing the
human resources (Noe and et. al, 2018). It includes different functions which are related to
recruitment selection placement orientation competition management and many other. These
functions belong to human resources. In relation to this project, an organisation is Tesco. It is
a British multinational organisation which is selling its product global level. It was founded
by jack queen in 1919 a group of selling organisation. The current report is based on human
resources management which include application of human resources at workplace with
merits and demerits of recruitment and selection. It also includes discussion about different
HRM practices which are related to profitability productivity in firm. Along with this, it also
include discussion on different. key employment legislation and HRM practices at workplace.
MAIN BODY
TASK1
P1 purpose and function of HRM and its application within workforce planning
Definitions of HRM
Human resources management can be defined as functional part of management
which include different operations such as recruitment planning employing placement
orientation competition management performance appraisal and many others. Diesel
functions are related to employee management in objective.
Main function of HRM
Recruitment: Recruitment is a prime function of human resources management. It
includes sharing of employees in relation to fulfilling the vacant post within the organisation
for performing different operation (Armstrong and Taylor, 2020).
Placement and orientation: Placement and orientation is also function of human
resources management which include placing the right person at the right job. Orientation can
be defined as a system which include introduction of employees to other persons.

Performance appraisal: Performance appraisal is also function of human resources
management. This system includes all those functions which are performed by the
organisation in order to achieve its objectives. Where, the performance of different
employees will be evaluated (Chelladurai and Kerwin, 2018).
The ‘Best Fit’ approach vs. ‘Best Practice’.
The best fit model: The best fit model in faces on the HR strategies within the
organisation which must be aligned. Under this system, it is important to make sure that HR
strategies are suitable in different circumstances along with the culture and operational
process.
The best practice model: The breast best practice model always claim that certain
bundles of HR activities will always exist which are universally support the company in
reaching the competitive advantage in the market and the industry where it is trading. This
support the bundles of HR practices which can be applied for increasing the performance and
help in reducing better outcomes (Collings, Wood, and Szamosi, 2018).
The hard and soft models of HRM
Hard HRM: This approach is related to treating the employees simply as resources
of the business like machinery and building. This always focus on building strong links
within the corporate business planning where it identify the workforce need of the business
and accrued and manage according to requirements.
Soft HRM: Soft HRM is that part of human resources management which treat
employees as a most important resource in the business and as a source of competitive
advantage. This includes employees which are treated as an individual and their needs are
plant accordingly by focusing on needs of the employee.
Workforce planning
Workforce planning can be defined as a system which is related to identifying the
requirements of workforce and managing the talented employees according to their skills and
abilities. This is effective systems which enable better functioning and help in achieving
objectives in a timely manner by managing employees.
Types of labour market, labour market trends and PESTLE

The internal labour market: Internal labour market is administrative units within the
organisation which are related to pricing and allocation of labour. These are governed by set
of administration rules in procedures which provide job reminders within the organisation in
relation to promotion and transfer of workforce (Berman, 2019).
Analysis of internal label market concerned cause of organisation which maintains the
workforce dynamic in organisation like Tesco. This is because it includes attraction
development and retention as well as rewarding the employees for motivating them. It covers
the customary law which is based on custom at the workplace. This includes a written set of
rules based on largely upon the past practices of the organisation such as Tesco where these
rules can be governed by any aspect of the organisation relationship for discipline to
compensation.
P2 merits and demerits of recruitment and selection
Recruitment: Recruitment can be defined as a process which includes hiring of
employees in relation to fulfilling the vacant post within the organisation.
Sources of recruitment
Internal sources: this is that kind of recruitment where organisation recruit
employees from inside of the organisation in relation to managing the talented employees and
motivated working environment for fulfilling a vacant job. There are different methods of
internal recruitment which are discussed below with their strength and weaknesses
(Morgeson, Brannick and Levine, 2019).
Promotion: Promotion is a primary method in internal recruitment where an
individual promoted to a senior post by increment in some authorities and responsibility.
Merits
 Promotion promotes motivated working environment in organisation by its
implementation
 Help in attaining talented employees for performing various kinds of jobs in organisation.
Demerits
 Reduce chances of fresh talent within the firm
 Include negative politics which can impact on the working of organisation.

External sources: these are those sources which are related to external environment. In this
organisation recruit employees from external environment for maintaining talented employee
within the firm. Some of the weather which can use by Tesco is discussed below:
Campus recruitment: Campus recruitment is a best tree to recruit employees from
external sources. Under this function, organisation use to contact with universities in relation
to employing fresh and talented graduates from the university in direct recruitment (Kim and
et. al., 2019).
Merits
 This provided advantage to the organisation in employing freshly talented employees.
 This is also helpful in attracting talented employees by recruiting from campus at cheaper
compensation.
Demerit
 Demotivate the existing staff of the organisation.
 It is difficult to identify of freshly talented employee who also involve high cost of
training and development.
Online advertisement: This is an oldest method to recruit employees from external
sources where organisation use to advertise about the job by including job description and
specification. This method is used to employ a large number of employees within the
organisation from external sources (Zaid, Jaaron and Bon, 2018).
Merits
 Major merit of this function is that it provides large cover to the organisation where form
can employ a great number of employees in a single advertisement.
Demerits
 This is the costlier and non-productive method because it attracts invalid applicants
toward the organization and increases the burden for HR manager.
Job analysis: Job analysis can be defined as a series of processes which is used to
identify the content of the job in relation to identifying activities which involved and
attributes which has to be used for performing the job. In context of Tesco, manager within
the organisation also use job analysis to fulfil the vacant post.

Job descriptions: Job description can be defined as in written narrative that includes
description about the journal task or the related duties and responsibilities which has to be
performed by the individual after recruitment at that post (Kaufman, 2019).
Personal specifications: Person specification can be described as a personal
attributes and designers of potential employee which are similar to the job description but has
more content and specific in nature.
Competency frameworks: Competency Framework is a Framework which means
that organisation use a communicated network for identifying the behaviour which are
required value recognised and rewarded in respect to organisation goals and objectives for a
particular role.
TASK2
P3 Benefits of HRM practices for employer and employee
HRM practices number of benefits for both employer and employee in relation to
achievement goals and objectives. Training and development is a major practice which is
benefit for both employer and employee in order to achieve their objectives. This is discussed
below:
Differentiating development and training
Basis Training Development
Term Training is most short term
with the concentrated goals.
Development is a long-term activity which
always related to the goals and objectives of the
organisation
Focu
s
Training always focus on roles
of employees
It always focus on person not on their role
Role Training always admin
specific job or the role
requirement.
Development is most conceptual and always
focuses on overall progress of individual.
Identifying training needs

 Training is important in organisation in relation to improving the functions of employees
and performing days function according to the needs and requirement.
 Training is also essential in order to achieve the objectives and performing the function in
an appropriate way.
 Training is also helpful in increasing the skills of employees so that they can perform in
dynamic situations.
Types of training
There are different kinds of training which are helpful for both employee and
employer in Tesco some of these are discussed below:
Orientation: It is a type of technique which include orientation program where
employees are oriented in a formal and informal manner. In context of Tesco, firm use it for
corporate culture organisation structure and various other things to be oriented to employees
(Tang and et. al., 2018).
On boarding: It is also a method of training where orientation is usually part of the
large process and on boarding include series of departments where small training sessions are
conducted to provide information about the role and job of individual.
Technical skill development: it is also a method of training where some technical
skills are taught to the individual in order to perform its function. In context of Tesco, this is
used by the manager in an organisation to teach technical functions to its employees.
Reward management:
Reward management is also essential function for organisation where it include
managing the rewards of the employees according to their performance within the firm.
Effective referred management system is helpful to Tesco in achieving its objectives. Here
the management within the organisation use different kind of rewarding system which is
divided in intrinsic and extrinsic rewards.
Intrinsic reward: it is that kind of motivation which is internal to the person. This is
something that individual have to offer itself and drive but the personal interest for
enjoyment. Under this, Tesco use provide meaningful work, hello worker to make choice
through high level of autonomy and many other.
Extensive motivation: extensive motivation a rewarding system is based on tangible
rewards where the management within the organisation used to provide motivation by

providing awards which brings extrinsic motivation. In context of this the manager of Tesco
uses monetary rewards for employees.
P4 Effectiveness of HRM practices for organisation profitability and productivity
HRM practices are most effective practices which are helpful in increasing the
profitability and productivity within the organisation. Tesco is also using different kind of
HRM practices which are helpful to the management in improving the profitability and
productivity in organisation. Some of these are discussed below:
Training and development: Training and development help in improving the skills
of individuals in order to perform the projects in an appropriate way. Here, the manager of
Tesco and sure effective training and development program. This is helpful to the
organisation in increasing productivity as it help in building skills to perform complex task.
This will directly impact on profitability as performing different task will improve revenue
(Boella and Goss-Turner, 2019).
Reward management: Reward management is also a technique which can be used by
the organisation in order to improve its profitability and productivity. Under this HRM
practice, medicine used to perform different functions to manage reward inappropriate
weather for increasing the motivation. Motivated employees work toward the goals and
objectives of the organisation and help in improving the decision-making by maximum
productivity and better profitability.
TASK3
P5 significance of employee relations and its influence on HRM decision making
Employee relations: Employee relationship can be defined as a company referred to
manage the relationship between employee and employer. Under this organisation with a
good employee relation will perform in an effective manner by providing fair and constant
treatment to all employees to stay committed to the job and maintain royalty for the
organisation. It is important for organisation to maintain employee relations and law which is
discussed below:
Equality: Better employee relations provide equality to employees which help in
improving their motivation. This will bring positivity in organisation and help in improving
decision making of organisation according to the behaviour of individuals.

Data protection: Data protection is also an important function which is performed
under better employee relationships. This is because by using better employee relations or
organisation can easily protect the data of employees from being theft. This help in
appropriate decision making to Tesco as organisation can use its data (Brewster, Mayrhofer
and Farndale, 2018).
Health and safety: Employee relations are also based on improving the health and
safety which provide significant to organisation in relation to managing its decision according
to it. Tesco is using appropriate nouns for health and safety of employee where organisation
can improve its functions can achieve better or objectives.
P6 key elements in employment legislation
Trade unions and workplace representation: Trade union can be defined as a
collection of individuals which include both employee and outsiders in relation to managing
the rights of employees and saving them from exploitation of employers. Main function of
these units is to ensure appropriate functioning within the organisation and improving
working environment for employees.
The major role of trade union is to improve functions as well as provide better cultural
environment to the employees so that they can perform without hesitation with and with their
human rights.
Collective agreements: Collective agreements can be defined as a system where a
group of individual which are listed in a particular trade union bargain for their rights. This is
helpful in achieving the objectives and managing the functions in order to facilitate
employees (Papa and et. al., 2018).
Employee legislation is important for Tesco where organisation has to follow all the
rules and responsibilities of it in order to achieve the objectives and when is the function in
an appropriate way.
TASK4
P7 Application of HRM practices at workplace
Job specification:

Job Specification
Company: Tesco
Job Role: Marketing Manager
Department: Marketing department
Salary: Negotiable
Job type: Full Time
Location: England, UK
Job Specifications:
 Supervises all advertising as well as campaigns activities.
 Demonstrated ability for enhancing productivity of business, departmental
approaches as well as input from on-going activities.
 Responsible for implementing of marketing campaigns in business firm.
Responsibilities:
 Market evaluation for new product opportunity, customer need analysis as well as
demand of potential product and services.
 Market knowledge and understanding of market strategy for the effective execution
of plan and product services.
 Evaluation and management need of distribution channels.
 Knowledge of print media, social media and paper media approaches for
promotions and advertising.
Candidates who are interested can forward their cvs at hr@m&s.com or contact us on
+0012345.
Thanks and Regards
Mr. XYZ
HR Manager (Marks & Spencer)
England, UK
+0012345
CV:

Curriculum Vitae
Name: Mr. ABC
Contact Number: 1234567
Email Id: [e-mail]
Address: Old Gloucester Street, England, UK
Position: Marketing Manger
Excellent interpersonal and leadership skills will help in developing and maintaining strong
relations while encouraging teams to carry out the project successfully.
Educational Qualification:
 Graduation: Bachelors in Business from University of Oxford, United Kingdom in
2012.
 Post-Graduation: Masters in Business Administration (Marketing) in University of
Oxford, United Kingdom 2015.
Professional Experience:
 Company Name: xyz plc.
Duration: 4 years (2016-2020)
Position: Marketing Manager
 Company Name: Tesco
Duration: 2 years (2015-2017)
Position: Marketing Manager
Key skills:
 R&D skill
 Good communication skills
 Leadership skill
Evaluation of selection process
Training and development: After selection of employee, the first function which is
performed under human resources management is to provide training and development.
Under this appropriate guidance value provided to improve the skills in order to perform the
job which are listed in about job specification and description.

Compensation and performance appraisal: There will also discussion about the
compensation which has to be paid to the individual for making a permanent agreement.
After managing the compensation function of performance appraisal will also be followed
after sometime of joining to manage the performance of individual and improve it in order to
improve productivity.
CONCLUSION
It can be concluded from the above-mentioned information that there are various
functions in human resources management which has to be fulfilled by the manager to
achieve better productivity and profitability. This can also concluded that it is important for
employer to manage its function and use this function to appropriate way. This improves the
functioning and manages the function according to the current requirements.

REFERENCES
Books and journals
Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Berman, E.M. and et. al., 2019. Human resource management in public service: Paradoxes,
processes, and problems. CQ Press.
Boella, M.J. and Goss-Turner, S., 2019. Human resource management in the hospitality
industry: A guide to best practice. Routledge.
Brewster, C., Mayrhofer, W. and Farndale, E. eds., 2018. Handbook of research on
comparative human resource management. Edward Elgar Publishing.
Chelladurai, P. and Kerwin, S., 2018. Human resource management in sport and recreation.
Human Kinetics.
Collings, D.G., Wood, G.T. and Szamosi, L.T. eds., 2018. Human resource management: A
critical approach. Routledge..
Kaufman, B.E., 2019. Managing the human factor: The early years of human resource
management in American industry. Cornell University Press.
Kim, Y.J. and et. al., 2019. The effect of green human resource management on hotel
employees’ eco-friendly behavior and environmental performance. International
Journal of Hospitality Management, 76, pp.83-93.
Morgeson, F.P., Brannick, M.T. and Levine, E.L., 2019. Job and work analysis: Methods,
research, and applications for human resource management. Sage Publications.
Noe, R.A. and et. al., 2018. Fundamentals of human resource management. McGraw-Hill.
Papa, A. and et. al., 2018. Improving innovation performance through knowledge acquisition:
the moderating role of employee retention and human resource management
practices. Journal of Knowledge Management.
Tang, G. and et. al., 2018. Green human resource management practices: scale development
and validity. Asia Pacific Journal of Human Resources, 56(1), pp.31-55.
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.