Managing Human Capital and Leadership

MANAGING HUMAN
CAPITAL AND
LEADERSHIP

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1 ...........................................................................................................................................3
Relevant Human Resource Models and approaches that are followed by the management of
the company............................................................................................................................3
HRM models and the analyse of different approaches of organisation towards management
and its human resources..........................................................................................................3
TASK 2............................................................................................................................................6
Critical analysis of various functions of the Human resource in relation to the strategic
initiatives ...............................................................................................................................6
Recommendations for improving these functions..................................................................9
TASK 3..........................................................................................................................................10
Critical Evaluation of the HRM software programs and their evaluation............................10
TASK 4..........................................................................................................................................11
Characteristics of the effective leaders considering the issues identified above and analysis by
way of a model.....................................................................................................................11
CONCLUSION..............................................................................................................................13
REFERENCES .............................................................................................................................13

INTRODUCTION
Human resource is one of most important resource for any organisation which they have to
manage effectively. They are considered to be the capital of the organisation as with the help of
their capabilities the objectives are achieved by them. The management of human resource is
related with their recruitment, selection, trainings and development, induction and orientation,
compensation planning, performance appraisal etc. With the help of this the competence of the
employees are improved with the help of which their performances can be improved. The
mangers and the leaders in the organisation plays crucial role in motivating the employees and in
retaining them for a longer period of time so that an efficient workforce can be developed by
them. In this report the organisation which is taken into consideration us Unilever which is a
British Dutch company that offers various consumer goods. They have their operations at
international level with the products such as cleaning agents, personal care products, beauty
accessories, beverages, food products etc. In this reports various model of human resource
management, functions of human resource are taken into consideration. Along with that the
softwares programs which are used by the management of for managing the employees are also
evaluated and the characteristics of effective leaders are also discussed with the help of which
they can manages the employees in the organisation efficiently.
TASK 1
Relevant Human Resource Models and approaches that are followed by the management of the
company
Organisation is facing several challenges or issue such as to analyse the net profits, high
rate of employee turnover, less productivity from regular operations, due to which competitive
organisation impacts on majority of operations and functions that minimised the overall
productivity of company specifically HR department face many challenges as workforce are
highly demotivated because of non-accomplishment of organisational goals.
HRM models and the analyse of different approaches of organisation towards management and
its human resources
HRM models refer to those aspects that focus on strategy, structure and scheme of
organisation that are designed with the motive of generating coordination among all divisions
and human asset of organisation. Models of HRM are combined with different principles that are

hard and soft. Some of the major practical models that is implemented in respective organisation
are mention as follow:
Harvard model
HRM Harvard model consists of six different components that are stakeholder interest,
situational factors, HRM outcomes, HRM policy choices, long term consequences and feedback.
The term stakeholder include management, employee, investor and all those individual who are
engage and linked with operations of organisation. Situational aspect includes business strategy,
workforce, union and framework. From perspective of HRM policy it is designed as per interest
of stakeholder and existing situational factors. The main motive of HRM policy is to develop
positive value and outcomes from operations in order to achieve organisational goals and
objectives with in specified time frame. Along with this long term consequences are concerned
to develop about positive social, organisation and individual results of organisation (Armstrong
and Taylor, 2020).
HR value chain
The HR value chain is one of the most appropriate model of HRM and as per view from
value chain all operations and task performed by HRM can be divide into two separate
categories. HRM activities and HRM outcomes are two parts that undertakes aspects of HR
divisional activities. Outcomes defined goals and targets that are accomplished by management
of organisation by performing HRM activities. This refers that managers recruit various
employees and train them to encourage more efforts for achieving organisational goals. On the
other side, HRM activities state to complete routine activities that are selection, recruitment,
employee satisfaction and many more. Along with this with better and accurate coordination
between HRM outcomes and activities leads to generate positive results. This refers that
candidates are selected with within organised manner due to which skilled employees are
delegate right roles and responsibility (DeCenzo, Robbins and Verhulst, 2016). Thus,
performance of organisation is increased on constant basis.
Standard causal model- It is one of the best known model of HRM as it is derived from
different number of models that are developed for enhancing employee performance. This
demonstrate the casual chain for initiating better business strategy that ends with HR processes
and also improved financial and operational performance of organisation. The major motive of
standard casual model defines that how different activities combined with each other and leads