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Managing Human Resource - Unilever PLC

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Added on  2020-01-06

Managing Human Resource - Unilever PLC

   Added on 2020-01-06

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MANAGING HUMANRESOURCE
Managing Human Resource - Unilever PLC_1
Table of ContentsINTRODUCTION...........................................................................................................................3TASK 1............................................................................................................................................31.1 Explanation of Guest's model of HRM.................................................................................31.2 Comparison of differences between Storey’s definitions of HRM, personnel and IRpractices.......................................................................................................................................41.3 Assessing implications for line managers and employees to develop a strategic approachto HRM........................................................................................................................................5TASK 2 ...........................................................................................................................................52.1 Explanation of model of flexibility.......................................................................................52.2 Types of flexibility which may be developed by business...................................................62.4 Impact of changes in the labour market................................................................................7TASK 3............................................................................................................................................83.1 Forms of discrimination at workplace ..................................................................................83.2 Practical implication of equal opportunity legislation at organisation.................................83.3 Comparison of managing equal opportunity and diversity...................................................9TASK 4............................................................................................................................................94.1 Comparing different methods of performance management ...............................................94.2 The approaches used to managing employee welfare in your organization ......................104.3 Implications of health and safety legislation on human resources practices ......................114.4 Impact of one topical issue on human resources practices ................................................11CONCLUSION..............................................................................................................................11REFERENCES..............................................................................................................................12
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INTRODUCTIONIn every business enterprise, employees play a very crucial role in surviving businessactivities. They are responsible for achieving success and growth. It is the most importantresponsibility of top management to manage human resource in a manner that they can bemotivated and encouraged for higher productivity (Maley, F. J., 2011). Managing humanresource is a process of controlling, directing, monitoring, and guiding of employees atworkplace for attaining organisational goals. The firm must aim to determining the best andsuitable techniques of improving and processing the overall practices of human resources. Thereport discusses various measures and methods with respect of human resource managementwithin Unilever PLC which is well recognized FMCG corporation successfully operating in theglobal market. Further, functioning of business with respect of employees in company is alsostudied in present report.TASK 11.1Unilever PLC main objective is to render effective customer services and gaining bestoutcomes. In order to attain excellent result by operation of business, corporation required toidentifying impressive methods and approaches for monitoring and enhancing overallperformance of workers at workplace (Stone, 2013). For attain this purpose, Unilever can adoptthe Guest model of HR management which is highly beneficial for business organisation. TheIllustration 1: Guest Model(Source: Guest model of HRM. 2016)
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mentioned model has gained in 1989 by David Guest which is dealing with six dimensions ofimproving, analysing and managing HRM such as practices, strategy, outcomes, behaviour etc(Guest model of HRM. 2016). As per this model, importance and structuring of HRM strategy isaddresses. The major objective of mentioned concept is to analysis HR functions and practices inorder to understand the objective of business enterprise.Guest model can be linked to the strategic management of business unit. This approachbelieves that worker’s performance can be improved by effective motivation and encouragementso that organisation must focuses on personnel needs rather than the collective workforce.Furthermore, another ways to improve HRM is to develop a flexible work environment so asevery individual can feel comfortable at workplace. With assistance of this concept, companycan focus on establishing innovative and creative thoughts for business improvement. Moreover,with aids to Guest model Unilever can create better strategies and structure for development ofhuman resource management.1.2 Objective of both the concepts such as Human resource management and personnelmanagement is to focus on employees and their good management. HRM is a branch that dealswith monitoring, planning, directing and controlling employees (Storey, 2014). It consists ofvarious types of management decision, activities and functions that are directly implement forimproving the skills and knowledge of human resource. On the other hand, personnelmanagement is a systematic process of an administrative record-keeping function at operationallevel. It attempts to maintain fair terms and conditions of employment. Similar to this, in a year1992, professor Storey presented a concept in which he has discussed the way of personnelmanagement changed in the human resource management. Storey defines a distinctive conceptwith respect to HRM which are discussed as below-Hard HRM- As per this concept manager considers quantitative, measurable criteria,control and performance management (Wright and McMahan, 2011). It emphasize on therequirement to manage the people in manner that will obtain added value from them andthus achieve competitive advantage.
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