Managing Human Resource - HRM Assignment

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Added on 2019-12-18

Managing Human Resource - HRM Assignment

Added on 2019-12-18

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Managing Human Resource

Table of ContentsINTRODUCTION...........................................................................................................................3TASK 1............................................................................................................................................31.1 Guest model of HRM.......................................................................................................31.2 The differences between Storey's definitions of HRM, personnel and IR practices........41.3 The implications for line managers and employees of developing a strategic approach toHRM in the organisation........................................................................................................52.1 Model of flexibility in Unilever UK.................................................................................52.2 Types of Flexibilities in Unilever UK..............................................................................62.3 The impact of Flexible working on employee and employer...........................................72.4 The impact of Flexible working practices in Labour market...........................................7TASK 2............................................................................................................................................83.1 The forms of discrimination at workplace........................................................................83.2 Practical implications of equal opportunities legislation on Unilever UK.......................83.3 Difference between the approaches of managing equal opportunities and managingdiversity..................................................................................................................................94.1 Methods of performance management...........................................................................104.2 Approaches to managing employee welfare...................................................................104.3 Implications of Health and safety legislation on human resources practices.................114.4 Impact of work-life balance............................................................................................11CONCLUSION..............................................................................................................................12REFERENCES..............................................................................................................................13

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INTRODUCTIONThere are multiple sources which are required to run the daily operation in theorganisation. But the most important factor which is responsible for running all the operations isthe Human resource. It is the most dynamic factor which need special attention as well astraining to keep their efficiency and improve their working (Armstrong and Taylor, 2014).Managing it is an unending process. As there are continuous changes coming in the environmentwhich impacts the human resource. The human resources manager task is not limited to theorganisation of the employee, but he has to focus on the facilities, environment in theorganisation, the supporting material, also. Today, globalisation has led to change the wholescenario in the management of human resource. There is more diversity, more dynamism,changes in laws and regulation and opportunities. For a big company like Unilever UK, it is a bigchallenge to manage and retain quality human resource. Today, Unilever requires highly skilledand trained managers to manage the human resources in the organisation and take more informedand efficient determination (Boxall and Purcell, 2011). Unilever requires to find ways to improvethe management style by using flexible working practices, providing equal opportunities andhandling diverse need of human resources. TASK 11.1 Guest model of HRMProf David Guest(1987) model of human resource management aims to differentiatehuman resource from personnel management. He Contrasted a common belief and said thathuman resource is commitment based rather than being compliance based as practised bypersonnel management. He saw human resource as an asset which is needed to be strategicallymanaged, this way the organisation will be able to gain Human resource personnel commitmentto achieve organisational goals (Bratton and Gold, 2012). He focused on the individual ratherthan the whole workforce. He specified an approach according to which the policy should bedesigned to manage HR in the UK, it gained four specific outcomes:Strategic integrationHigher employee commitmentHigh adaptability of workforcesQuality output

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According to Prof Guest the Development of HRM is slow in UK. This model focuses onthe needs of the human resource to gain commitment and achieve the organisation goals(Harzing and Pinnington, 2010). There are four organisational aspects which gets positivelyimpacted with the above mentioned results:HR is capable of solving difficult situationsEfficiency is improved and is in line with organisational goalsAchievement of high performance levelBetter employee retention. This results will enhance the rate of goal achievement and also it will help the Unilever inimproving quality for it customers (Berman, E.M., and et. al., 2012). Unilever has incorporatedthe guest model to ensure that with growth in the quality of force, its core values and vision aremaintained and achieved, respectively.1.2 The differences between Storey's definitions of HRM, personnel and IR practices.Human resource management is very different from Industrial relations and personnelmanagement. First of all, it is a new managerial discipline that has very different perceptive fromindustrial relations and personnel management . It has created a different, new and broaderdiscipline, as it is being developed with the changes in the ever changing environment.According to Storey's differentiation view, Personnel management and industrial relation isbased on gaining the commitment of employee through compliance for the achievement oforganisational goals. While human resource management have a approach which manage HRstrategically to gain competitive advantage and also commitment from employees to get the mostefficient results (Sparrow, Brewster and Chung, 2016). Storey defines human resourcemanagement as strategic and coherent approach to management of employees.Human ResourcePersonnel and IRIt aims to go beyond the compliance to gain thecommitment of employee.It seeks to make sure that employee achievegoals with careful delineation of written rulesand regulation.It seeks to make people feel that they can dothe task even if they have to go past rules.Based on rules and regulation compliance.Managers focuses on nurturing the workforceinto a better and efficient one.Managers task is to monitor that employees aredoing the task as specified to them.

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