Employee Development at Russian Industrial Enterprises: A Comparative Analysis

The provided content appears to be a collection of sources on various topics, including flexible work arrangements, performance management, and human resource management. The sources include academic articles, online resources, and books, and cover issues such as the impact of line managers and HR departments on employee commitment, managing diversity through HRM, and improving workplace learning and development. Additionally, there are references to communicable and non-communicable diseases, which is not clearly related to the other topics.

Managing Human Resources
1

TABLE OF CONTENTS
INTRODUCTION................................................................................................................................3
TASK 1.................................................................................................................................................3
1.1 Guest's model of HRM as applicable to Lloyds TSB Group.....................................................3
1.2 The differences between Storey's definitions of HRM, personnel and IR practises..................3
1.3 The implications for line managers and employees of developing a strategic approach to HRM. 4
TASK 2.................................................................................................................................................4
2.1 A model of flexibility might be applied to Lloyds TSB.............................................................4
2.2 The types of flexibility which may be developed by an organisation.......................................4
2.3 The use of flexible working practises from both the employee and employer perspective.......5
2.4 The impact of flexible working practises on thelabour market.................................................5
TASK 3.................................................................................................................................................6
3.1 The forms of discrimination that can take place in the workplace............................................6
3.2 The practical implications of equal opportunities legislation for an organisation.....................6
3.3 Comparison of managing equal opportunities and managing diversity approaches ................7
TASK 4.................................................................................................................................................7
4.1 The different methods of performance management.................................................................7
4.2 The approaches to the practice of managing employee welfare in Lloyds TSB........................7
4.3 The implications of health and safety legislation on human resources practices in Lloyds TSB8
4.4 The impact of e-recruitment on human resources practices in Lloyds TSB..............................8
CONCLUSION....................................................................................................................................8
REFERENCES.....................................................................................................................................9
2

INTRODUCTION
Human Resource Management (HRM) is a combination of various functions which are
configured to enhance the performance of employees as per the employer's strategic objectives. Lloyds
TSB Group is a British retail and commercial bank which has various branches across the United
Kingdom and it is a public limited company which deals with banking and insurance products and
services (Lloyds Banking Group, 2016). Lloyds TSB is one of the UK's biggest organisation which has
66,000 employees in UK and in other 27 countries globally. The organisation evaluates the
performance of its employees through performance management techniques and practises. The motive
of this project is to analyse the strategic approach through its flexibility as well as to change the
discrimination practises and other human resources practises.
TASK 1
1.1 Guest's model of HRM as applicable to Lloyds TSB Group
Guest's model of HRM has 6 dimensions of analysis which are HRM strategy, HRM practises,
HRM outcomes, behaviour results, performances findings and financial outcomes. Lloyds TSB also
follows these six dimensions which show that HRM is different from traditional personnel
management. Guest model acknowledged that there should be a clear relationship between
commitment and high performance (Armstrong, 2012). In context to this, Lloyds is following
collective approach by beholding underpinning practice which can lead to achieve variety of desired
objectives. To fulfil the strategic management goals, company is encouraging employee's behavioural
aspects to give best to the organisation. Guest's model also sees employee relationship as a critical
factor, so relation between the individual and organization can be maintained properly. It helps in
fulfilling the six dimensions of the model and allows management to meet the business objectives
(Jackson, 2010). Company believes in fundamental elements of the HRM approach such as
commitment has a direct relationship with valued business consequences.
1.2 The differences between Storey's definitions of HRM, personnel and IR practises
Storey has introduced a theory in which he described that how traditional personnel
management changed into human resource management. Storey has defined its approach by
considering some elements which differentiate HRM and personnel management from each other.
Major difference between these two is that, in personnel management, company doesn't consider
employees as the essential resources and try to minimize its cost (Storey, 2014). On the other side, in
HRM, the organization considers its employees as human resources which are essential for the
business enterprise and helps in the development of human resources. Storey has also stated that scope
of personnel management is very restricted as compared with human resource management. Personnel
3

management emphasis on business norms, costumes and practises. However, HRM focuses on the
organisation culture, value and human resources. Personnel management/IR mostly concerned with
recruitment, pay roll and employment laws of the organization (Gilbert and et.al., 2008). While, human
resource management treats employees as valuable assets which help organization to gain competitive
advantage through their loyalty, abilities and skills.
1.3 The implications for line managers and employees of developing a strategic approach to HRM
The implications for line managers and employees of the Lloyds TSB can develop a strategic
approach to HRM by evolving various HRM as well as practical implementation. There are two
aspects which are critical for HRM to be successful and they are the presence of the practises and the
success of HRM implementation (Zavyalova and Kosheleva., 2009). In order to develop a good
strategic approach to HRM, Lloyds TSB should focus on the various policies, recruitment and selection
process etc. It is important for HRM to also consider the involvement of stakeholders in the decision
making process. . The other important aspect of organisation is to develop a strategic approach to build
leadership skills among the line managers so that they can easily communicate to their employees.
TASK 2
2.1 A model of flexibility might be applied to Lloyds TSB
Flexibility model is used for the meeting the needs and requirements of customers, to retain
employees and provide flexibility to the both. It is also beneficial to strengthen employee and achieve
organisation goals. The model can be used by the company in different situation such as to increase
productivity capacity, to offer a part time job to their employees and functioning outsourcing activities.
This model is developed to reduce negative impact of increased competition, international recession,
uncertainty and risk about future market (Mason and Mouzas, 2012). It also provides advancement to
the technological aspect. Other reasons like increase in number of employed women and rise in the
working hours also introduce the flexibility model. According to this model, there should be no more
work load for the employees and there will be less absenteeism in the organization. Changes in laws
also influence Lloyds TSB to create more flexible working environment for their employees so that
they can work under a comfortable environment.
2.2 The types of flexibility which may be developed by an organisation
Types of flexibility which are followed by the Lloyds TSB in the organization are : Functional: Company adjusts the skills of its employees to match with the tasks required by its
changing workload, production methods etc. This method is developed to improve the
performance of employees and reduce costs in the business enterprise. Numerical: This defined as a firm's ability to adjust the level of labour inputs to meet the
fluctuations in outputs (Kumar and et.al., 2008). The organisation use this type of model when
4

there is an increase of part-timers, temporary or short-term staff and agency workers. Distancing Strategy: This strategy is involved in the use of increasing other firms that are
performing non-core activities like catering, cleaning and transport etc. which are cheaper. Financial: Company focuses on this flexibility when management wants to accomplish their
objectives through giving their employees the extra pay and reward (Lewis and Humbert,
2010). Employees can achieved this bonus through rate-for-the-job systems, assessment based
pay system, individual performance wages etc.
 Temporal flexibility: Company concentrates on this flexibility when patterns of working hours
increase which are linked to the demand of business.
2.3 The use of flexible working practises from both the employee and employer perspective
Flexible working practises can used as a strategic tool by the organisations and these practises
may have positive and negative influence on the employees as well as employer (Flexible Work
Arrangements, 2015).
From the view point of employer perspective: Due to the flexible work schedule, employer can
retain more talented workforce and recruit outstanding employees and this also develops its corporate
image. Employer also discourages these practises because training of employees causes more
investments (Jackson and Rapp, 2012). Bills of utility such as telephone etc. increase cost for the
organisation to administer such types of schemes. Beside this, employer also faces communication
difficulties because everyone has different working hours.
From the view point of employee perspective: Employees enjoy flexible working arrangement
because it has lot of advantages such as employees can easily manage their professional and personal
responsibilities. By this working arrangement, employee gets satisfied and more motivated as well as
enjoys the workplace and they get less likely tired or bored from the job (Svensson, 2012). Through
some method like multi skilled method, employees can gain experience and try to accomplish the
future goals of organisation. Though there is a limitation for employee as multi skilled employees have
to work more, so it creates burden for them. But in overall, employees enjoy flexible working practises
more than employer.
2.4 The impact of flexible working practises on thelabour market
If, Lloyds TSB uses flexible working practises on their labour market that is related to
employees and workers then, there will be various advantages for both of them. Employees can
manage their working as well as family responsibilities by keeping their professional and personal life
differently (Tisserant and et.al., 2013). Working in the flexible environment can make employees
satisfied and more motivated towards its work. If, there will be flexible working practises in the
organisation then, workers likely to be more engaged in their work, more satisfied, more likely to
5

speak positively about their organisation and less likely to quit. Lloyds TSB is also working on these
practises so that it can retain more talented and skilled workforce and recruit outstanding employees as
well as workers due to flexibility in the organization.
TASK 3
3.1 The forms of discrimination that can take place in the workplace
Discrimination is unlawful treatment toward a person on the basis of group, race, age etc. and
many find themselves sexually discriminated in day to day work (Terpstra and et.al., 2013). There are
different types of discrimination at the workplace and these are as follows:
 Based on Race or Ethnicity: This discrimination is done on the basis of race or country of
the origin in which people experience racial discrimination in the form of harassment at the
workplace.
 Sex Discrimination: Companies discriminate its applicants on the basis of gender in which
organisation pay less to the women and more to the men as well as can also offer job to the
respective preferences.
 Based on religion: Organization discriminates its employees on the basis of religion where
they do not allow religion's grooming policies as well as attend religious services and
activities.
 Based on age: In this discrimination form, old age employees may not be treated
favourably and the organisation is biased in between its old employees and young
employees.
3.2 The practical implications of equal opportunities legislation for an organisation
The organisation is aware about its responsibilities to promote equality of opportunities and to
avoid discrimination at the workplace. Due to this aspect, this policy is followed by the Lloyds TSB
Group. The equal opportunities policy is as following:
 Company should ensure that person who is applying for a job is not treated less favourably
because of their race, colour, age, ethnic origin, religion sex, disability etc.
 The organisation should work towards management committee representation and staffing
levels so that it shows the ethnic composition
 Lloyds TSB is considering provisions of the Equality and Human Rights Commission to avoid
race, disability and gender inequality etc. (Johns and Green, 2009). In order to make human
resources aware of these provisions and to make the Code of Practice available for inspection
so by this discrimination can be reduced.
3.3 Comparison of managing equal opportunities and managing diversity approaches
Comparison of managing equal opportunities and managing diversity approaches can be carried out as
6

follows:
 One of the core differences between managing equal opportunity and managing diversity is
related with the force for change. Equal opportunities tend to be driven by external forces like
government legislations, social justice, ethical and human rights etc. (Shen and et. al., 2009).
Whereas, internal forces within the organisational structure and immediately connected with the
subordinates tend to drive the managing diversity.
 Another differences between these approaches are their goals, equal opportunities goals are the
social fairness and rectifying errors. (Clements, 2009.). On the other hand, treating employees
as individuals acknowledges that each of them has specific needs and in order to fulfil it by
different sorts of assistance are the goals of diversity management.
 Equal opportunity framework for core motivation at government level and equal opportunity
strategies and practices at organisational level are been identified to establish equality. In
contrast, managing diversity is there to view the significance of difference where variance is
viewed as advantage to the organisation.
TASK 4
4.1 The different methods of performance management
Performance management is an important part of the workplace as it measures employee’s
performance and determine whether employees are meeting the company's expectations or not
(Performance-management, 2016). Different methods of performance management are: Management By Objectives: It is useful for identifying employee’s performance in supervisory
or managerial positions. The performance is measured through the targets or goals that are
accomplished by the employees within the designated time frame. Ratings Scale: This method requires for employer to develop an in-depth grading system in
which organisation can evaluate employee’s success on individual basis (Cardy and Leonard,
2014). Evaluation can also be taken into account as per the consideration of various factors like
technical ability, team cooperation and communication skills.
 360-Degree Feedback: It is a common performance appraisal method in which HR manager
asks employee’s supervisors, colleagues etc. for their performance in the organisation to check
their character as well as availability of skills.
4.2 The approaches to the practice of managing employee welfare in Lloyds TSB
Lloyds TSB prefers employee welfare practice as an important approach of the organisation and
there are various programs for this practice. Personnel Assistance Programs aid issues related to the
family by which employee's stress level will reduced and can accomplish the future goals of the
organization. Other program can be Income Protection which provides fiscal security to the employees
7

during employment as well as retirement period. Programs related to Development and Training offer
employees to modify their skills and expertise to enable increased productivity and performance level
(Wiley, 2012). Lloyds TSB also includes approaches like Cafeteria approach and Blanket approach.
Cafeteria approach includes the needs and requirements of employees whereas Blanket approach
provides all personnel equitably. Thus, the organization should firstly focus on the personnel needs
rather than implementing any management approach.
4.3 The implications of health and safety legislation on human resources practices in Lloyds TSB
Health and safety legislations influences human resource management practises of Lloyds TSB
in various ways which increases the expenditure of company’s resources. Health legislations usually
need that human resource management administrations have to organise relevant programs
(Rosenbloom, 2011). It will secure acceptable health statuses of the employees both during the
recruitment process as well as personnel working life. This happens because such legislations take
strict measure towards the organisation which are imposing duties and stiff penalties on the individual
and also are taking toll on employee’s health (Almén and Larsson, 2014). Safety regulations and
policies stated that HRM administrations have to view both company personnel and its environments
which are to be provided by the organisations. In overall, these types of legislations effect HRM
practices because they are the important factor in the policies.
4.4 The impact of e-recruitment on human resources practices in Lloyds TSB
E-recruitment is very crucial and critical practices of human resource function in Lloyds TSB
which is focused on enhancing better talented workforce. E-recruitment allows easy review of the
applications received on the basis of criteria set by the company in order to check curriculum vitae of
the candidates to find the excellent and potential applicants (Allden and Harris, 2013). E-recruitment
has many advantages such as fast and quick in evaluating a wide array of expected employees hence it
saves times and money in recruitment process. To achieve these goals, human resource functions
should be flexible, strategic, customer oriented and efficient. Further, these practises also develop new
media of communication and interacting.
CONCLUSION
Lloyds TSB is facing many ever-challenging tasks at the workplace which can be recognize the
demand and responds to the opportunities of wider workforce. In order to become successful in the
market, company will have to support the abilities of their employees as well as follow all the
legislations, practices and policies. A structure in which equal opportunities are available for all the
employees with a managed diversity culture would be an ideal combination for a successful
organization.
8

REFERENCES
Journals and Books
Allden, N. and Harris, L., 2013. Building a positive candidate experience: towards a networked model
of e-recruitment. Journal of Business Strategy. 34(5). pp.36 – 47.
Almén, L. and Larsson, T. J., 2014. Health and safety coordinators in building projects. Built
Environment Project and Asset Management. 4(3). pp.251 – 263.
Armstrong, M., 2012. Armstrong’s Handbook of Strategic Human Resource Management. 5th ed.
Kogan Page.
Cardy, R. and Leonard, B., 2014. Performance Management: Concepts, Skills and Exercises.
Routledge.
Clements, P., 2009. The Equal Opportunities Handbook: How to Recognise Diversity, Encourage
Fairness and Promote Anti-Discriminatory Practice. Kogan Page Publishers.
Jackson, L. A., 2010. Enterprise resource planning systems: revolutionizing lodging human resources
management. Worldwide Hospitality and Tourism Themes. 2(1). pp.20 – 29.
Jackson, P. and Rapp. B., 2012. Organisation and Work Beyond 2000. Springer Science & Business
Media.
Johns, N. R. and Green, A. J., 2009. Equality, equal opportunities and diversity: Obfuscation as social
justice. Equal Opportunities International. 28(4). pp.289 – 303.
Kumar, P. and et.al., 2008. Flexibility in global supply chain: modeling the enablers. Journal of
Modelling in Management. 3(3). pp.277 – 297.
Lewis, S. and Humbert, L., 2010. Discourse or reality?: “Work‐life balance”, flexible working policies
and the gendered organization. Equality, Diversity and Inclusion: An International Journal.
29(3). pp.239 – 254.
Mason, K. and Mouzas, S., 2012. Flexible business models. European Journal of Marketing. 46(10).
pp.1340 – 1367.
Rosenbloom, J. S., 2011. The handbook of employee benefits: health and group benefits. 7th ed.
McGraw-Hill.
Storey, J., 2014. New Perspectives on Human Resource Management. Routledge.
Svensson, S., 2012. Flexible working conditions and decreasing levels of trust. Employee Relations.
34(2). pp.126 – 137.
Terpstra, D. and et.al., 2013. The influence of the gender and race of the judge and the type of
discrimination charge on court case outcomes. International Journal of Law and Management.
55(4). pp.318 – 328.
Tisserant, P. and et.al., 2013. The propensity to discriminate: a diagnostic indicator for diversity
9

management. Equality, Diversity and Inclusion: An International Journal. 32(1). pp.36 – 48.
Wiley, J., 2012. Achieving change through a best practice employee survey. Strategic HR Review.
11(5). pp.265 – 271.
Zavyalova, E. K. and Kosheleva, S. V., 2009. Assessment of labor behavior factors and selecting line
managers' lines of development at Russian industrial enterprises. Journal of European Industrial
Training. 33(3). pp.271 – 296.
Online
Flexible Work Arrangements. 2015. [Online]. Available through: <rcouncil.ca/hr-toolkit/workplaces-
flexible.cfm>. [Accessed on 4 February 2016].
Gilbert, C. and et.al., 2008. The influence of line managers and HR department on employees’ affective
commitment. [PDF]. Available through:
<https://lirias.kuleuven.be/bitstream/123456789/271894/1/MO_1004.pdf>. [Accessed on 4
February 2016].
Lloyds Banking Group. 2016. [Online]. Available through: <http://www.lloydsbankinggroup.com/>.
[Accessed on 4 February 2016].
Performance-management. 2016. [Online]. Available through:
<http://www.managementstudyguide.com/performance-management.htm>. [Accessed on 4
February 2016].
Shen, J. and et.al., 2009. Managing diversity through human resource management: an international
perspective and conceptual framework. [PDF]. Available through:
<http://business.kingston.ac.uk/sites/default/files/BH4702%20Introduction%20to%20HRM%20-
%20article%203%20for%20Problem%20Based%20Report.pdf>. [Accessed on 4 February
2016].
10