HRM: Purpose, Functions, and Application within Workforce Planning

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