Human Resource Management Practices

The assignment delves into the significance of human resource management (HRM) practices within organizations. It examines various HRM functions, such as recruitment, training, compensation, and employee relations, and analyzes their influence on employee motivation, job satisfaction, and overall organizational success. The text draws upon academic research and real-world examples to illustrate the importance of effective HRM strategies in contemporary business environments.

Managing human
resources
1

Table of Contents
INTRODUCTION................................................................................................................................4
LO 1 UNDERSTAND THE DIFFERENT PERSPECTIVE OF HUMAN RESOURCES
MANAGEMENT ................................................................................................................................4
1.1 Explain guest's model of HRM..................................................................................................4
1.2 Compare the differences between Storey's definition of HRM, personnel and IR practices.....6
1.3 Explain and assess the implications for line managers and employees of developing strategic
approach to HRM.............................................................................................................................7
LO 2 UNDERSTAND THE WAYS OF DEVELOPING FLEXIBILITY WITHIN THE WORK
PLACE.................................................................................................................................................7
2.1 Explain how a model of flexibility can be developed by Unilever...........................................7
2.2 Discuss the types of flexibility which may be developed by Unilever......................................8
2.3 Assess how the employee and employer will be affected by the use of flexible working.........9
2.4 Discuss the impact that changes in the labour market have had of flexible working practices.9
TASK 2...............................................................................................................................................10
LO 3 UNDERSTAND THE IMPACT OF EQUAL OPPORTUNITIES WITHIN THE
WORKPLACE...................................................................................................................................10
3.1 Explain the forms of discrimination that can take place in the workplace..............................10
3.2 Discuss the practical implications of equal opportunities legislation for Unilever.................11
3.3 Compare the approaches to managing equal opportunities and managing diversity...............11
LO 4 UNDERSTAND APPROACHES TO HUMAN RESOURCE PRACTICES IN
ORGANISATION .............................................................................................................................12
4.1 Compare and contrast different methods of performance management..................................12
4.2 Assess the approaches to the practice of managing employee welfare in Unilever................13
4.3 Discuss the implications of health and safety legislation on human resource practices..........13
4.4 Evaluate the impact of one topical issues on HR practices in Unilever..................................14
CONCLUSION..................................................................................................................................15
REFERENCES...................................................................................................................................16
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Illustration Index
Illustration 1: David Guest's model of HRM .......................................................................................5
3

INTRODUCTION
Human resources plays a crucial role in the success of the businesses as employees carry out
daily business functions and render services to the customers. Thus, it is necessary for the Human
Resource Manager (HRM) to manage their employees effectively by designing recruitment and
selection process, training and development program, performance evaluation, motivational
techniques etc (Storey, 2014). It enable organization to encourage their workers to perform with
greater efficiency and thereby meet target business objectives. Unilever is global consumer goods
distributing company which is established in 1933 and headquartered in Rotterdam, Netherlands,
London, UK. It offers food, beverages. Cleaning service and personal care products to the
customers across the world.
Present project report explore the role and importance of HR practices and policies in the
success of Unilever. In this report, different perspective of human resource management like guest
model and Storey's perspective will be understood. Moreover, the report will explain various ways
through which Unilever can developed work based flexibilities in the workplace will be discussed.
Furthermore, the assignment address the impact of equal opportunities act in the workplace to
eliminate discrimination and provide adequate rights to the personnel. In the end, different types of
human resource approaches and practices regarded to health and safety laws and performance
management will be discussed to ensure better working environment and improved life style of the
workers. Successful HRM assure continuance of business operations for a longer duration and
ensure sustainability in the competitive market.
TASK 1
LO 1 UNDERSTAND THE DIFFERENT PERSPECTIVE OF HUMAN
RESOURCES MANAGEMENT
1.1 Explain guest's model of HRM
David guest developed its HRM model in 1987. This model has been developed to clealry
explain the difference between personnel management (PM) and HRM. With reference to Unilever,
it focuses to hire talented workers who will be able to deliver greatest quality services to the
customers. The guest HRM model includes various elements that are HR practice, HRM outcome,
behaviour outcome, performance outcome and financial outcome, which are described hereunder:
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Illustration 1: David Guest's model of HRM
(Source: Guest, 2011)
HRM practice: Unilever recruit more than 10000 employees per annum hence, the process
of recruitment and selection becomes very tough. In the HRM practice, it invented E-Recruitment
so as to recruit best employee. While, existing employees are rewarded on the basis of their
performance by salary increment and other monetary as well as non-monetary benefits.
HRM outcome: In Unilver production process, it recruited lots of part time workers than full
time employees. The reason behind this is in Asian countries, labour is available at very cheaper
rate as compare to European countries (Guest, 2011). Through this work flexibility, Unilever
became able to get part time or contract based workers so as to assure production in required
quantity and meet global market demand effectively.
Behaviour outcome: Unilever is running its operations in more than 150 countries which are
fulfilling customer demand timely. HR professional of Unilever encourage and motivate their
workers to enhance their skills and ability. Moreover, it increase co-operation and involvement of
all the personnel in the achievement of business goals.
Performance Outcome: Unilever is a multinational organization who employed more than
100000 employees around the world. Thus, its staff turnover, personnel complaints and
dissatisfaction level is very high. Therefore, it is essential for Unilever to examine the factors
responsible for high labour turnover (Bratton and Gold, 2012). It has to eliminate workers conflicts
and handling their complaints so that customers can be served effectively.
Financial outcome: Unilever can increase their net income by controlling their labour cost.
It will provide benefits of high profitability, better return on investment and operational
performance as well (Seibert, Wang and Courtright, 2011).
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1.2 Compare the differences between Storey's definition of HRM, personnel and IR practices
According to John Storey's model, HRM is regarded as less bureaucratic, more strategic and
integrated style with business objectives (Perspective of Human Resource Management Essay.
2015). As per this, employees are considered as valuable assets of the companies through which
targets objectives can be accomplished. As per Storey's definition, Soft HRM is regarded as the
process of viewing business personnel as valuable assets and Unilever can take competitive
advantages through recruiting skilled employees. While, hard HRM is the process of aligning HR
practices with the Unilever's business strategy (Storey, 2014). In this, company can maximum
utilise the human resource capacity in order to get maximum return. It demonstrates that Unilever
can achieve their business targets by investing in their human capital. Storey said that personnel,
Industrial relationship (IR) practices and Human resource management (HRM) are different,
explained as under:
Basis Personnel and IR practices HRM
Nature Pluralist Unitarist
Employees Business cost Valuable assets
Scope Limited Large
Job design Job is designed by the division of
labour.
Teamwork is the basis of job designing
in HRM (Boxall and Purcell, 2011).
Leadership style Personnel manager use transactional
leadership style to manage their
staff,
HR Manager use transformational
leadership style to administrate
workers.
Communication It comprises indirect
communication between managers
and subordinates (Scullion and
Collings, 2011).
It use direct communication system in
which managers communicate orders,
targets, strategies whereas employees
provide feedbacks to the management.
Decision-making
process
It is quite slow. Quick decision can be carried out by
HR professionals.
Wages payment Job evaluation is the basis of
deciding pay scale of the workers.
Performance is evaluated to pay wages
to the personnel (Kehoe and Wright,
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2013).
Freedom to
workers
Limited Full
1.3 Explain and assess the implications for line managers and employees of developing strategic
approach to HRM
Strategic Human Resource management (SHRM) is regarded as the process of estabishing a
link between Unilever's HR strategies with the overall business goals. In the present age,
technological improvements, changing demographic pattern of the labour force, aim of high
profitability, globalization etc. make it necessary to pay more focus on SHRM. In context to
Unilever, line manager has duty to administrate its team and report their performance to the senior
management authority (Chung and Liao, 2010). He is liable to distribute roles and responsibilities
among team, allocate available business resources, manage cost, assess workers performance and
eliminate their team conflicts. Line manager encourage and motivate their staff consistently in order
to improve their performance which make an effective contribution towards achievement of
business goals and targets. He also assess workers behaviour to determine potential threats or
conflicts and mitigate it timely by employing better policies.
He assigned work on the basis of capabilities, skills, experience and competencies of the
staff member. Line manager integrate Unilever's mission, vision, goals and objectives,
organizational culture, structure, policies in order to administrate their business personnel. Manager
lead its member by using suitable leadership styles and provide adequate guidance and support to
the staff to finish work on time. On the other hand, employees learn many things by attending
regular training sessions. Through this, they can get advanced knowledge about the use of new and
innovative techniques (Boxall and Purcell, 2011). Moreover, SHRM helps to increase staff
satisfaction by ensuring job security, performance appraisals, better remuneration and reward
system. Motivation increase employee commitment and as a result, they will highly focus their
efforts to accomplish desired goals.
LO 2 UNDERSTAND THE WAYS OF DEVELOPING FLEXIBILITY WITHIN
THE WORK PLACE
2.1 Explain how a model of flexibility can be developed by Unilever
Flexibility means Unilever's ability to respond in order to respond business pressure by
adapting the size, cost, composition and responsiveness of human resources. In the present time,
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flexibility in work becomes a very important key for the growth of Unilever. It enable firm to
maintain its highly talented labour pool in the organization for a longer duration. Flexibility refers
to the way of working which can be developed on the basis of factors like time and location
(Hendry, 2012). With regards to Unilever, it can develop model of flexibilities in the workplace
through numerous ways. As already said earlier, that Unilever hired part-time workers in the
production unit is a way of offering flexibility to the workers. This workers are not permanent or
regular workers and cannot take part in the management procedures of Unilever. Through this,
Unilever maintained its labour cost and ensure required production as per market demand.
Moreover, fixed or short-term contract workers or outside contractors can be recruited. This
contractors works for a specified duration according to the requirement of Unilever (Guest, 2011).
In addition to this, shift working is a situation in which employees can conduct business
operations according to a time based system. It allow workers to have convenient shift as per their
desires. However, flexi-time allow an individual to take decisions about their work timing. While,
job sharing refers to the sharing of work with other persons who are working full time job on the
basis of part time. On contrary to this, teleworking provides easiness to the personnel as workers
can perform their work at any places by the use of technology (Chung and Liao, 2010). Along with
this, home working also becomes a popular way of flexibility which Unilever can adopted. In this,
workers are allowed to carry out their responsibilities at their residence rather than office premises.
Apart from that, agency workers, self employment, overtime, weekend work, annual hours contract,
distance-working, hot-desking, multi-tasking etc. are the other ways available to Unilever to bring
flexibility in the workplace.
2.2 Discuss the types of flexibility which may be developed by Unilever
There are different types of flexibility which Unilever can developed in the organization to
enhance their staff performance, minimise labour turnover and increase their motivational level.
Functional: Skill diversity, multi-skilling and task diversity are the essential element for
functional, also called task flexibility. In this, Unilever's HR professional can organize training
programs in order to redeploy multi tasks to the personnel. Through this, workers can get enhance
their skills and ability while company can take benefits of greater employee productivity (Guest,
2011).
Numerical: It is the process of recruiting and firing employees as per business requirement.
Peripheral workers, short term contracts, flexible working hours, sub contracting, self employment
etc. can be developed by Unilever to handle fluctuating market demand and supply.
Temporal: It refers to the adjustments of working hours and time to meet market demand.
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Shifting hours, overtime, part time jobs etc. are some of the ways available to Unilever to provide
temporal flexibility at the workplace (Scullion and Collings, 2011).
Geographical: Work from home, teleworking, hot-desking, telecommuting, distance
working and location independent working are the types through which Unilever can provide
geographical flexibility to the employees.
Attitudinal: Encourage workers to acquire new skills and knowledge or adopt change in
working practices according to the Unilever's requirement are the types of attitudinal flexibility
(Salvendy, 2012).
2.3 Assess how the employee and employer will be affected by the use of flexible working
Flexible working practices provide wide range of advantages to both employees and
employer, that are discussed here as under:
Advantage for the employees:
 Flexibility provides opportunity to the workers to increase their skills and knowledge by
attending training and development programs. Moreover, it offer opportunities to the
personnel for realization in new areas (Chung and Liao, 2010).
 It helps to satisfy personal and cultural interests of the employees.
 Flexibility gives more freedom to the workers to complete their assigned tasks and duties
effectively.
 Flexible working arrangement regards to part time work, home-based work, work in shifts
etc. provide assistance to the staff to provide attention their private life (Kehoe and Wright,
2013). So that, hey can make a better balance between their social and professional life. It helps to motivate workers which in turn, decrease work stress and enlarge their job
satisfaction to a major extent (Hendry, 2012).
Advantage for the Unilever:
 Unilever can focus their concentration on the completion of tasks and specific assignments
instead of job completion.
 It helps Unilever to assure optimum utilization of working time allocated to the labour.
 It helps to increase satisfaction level of the employees and thereby decrease staff
absenteeism and leaves.
 It make Unilever able to make an effective balance between demand and supply of the
labour force (Bratton and Gold, 2012).
 It enable company to manage their workload, reduce employee strikes and increase
employees productivity to a great extent.
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2.4 Discuss the impact that changes in the labour market have had of flexible working practices
There are number of changes can be seen in labour market with regards to flexible working
practices, wages flexibility, changing demographic pattern of labour force and barrier to entry and
exit the labour market. In the current time, flexible working practices such as Flexi time, part time,
job sharing, home-based working, Telworking (Skype, Email, videoconferencing etc.), Hot-desking
has been significantly increased. Furthermore, zero-hours contracts, casual contracts, annualised
hours etc. provide flexibilities to the workers (Bulgurcu, Cavusoglu and Benbasat, 2010). Along
with this, changes in the UK population brought high level of changes in the size and composition
of the labour force. Increasing the number of female workers in the workplace is one of the
important changes in the UK labour market. In addition, globalisation enhanced diversity of the
labour force in the Unilever and other organizations.
Besides this, labour mobility such as occupational and geographical mobility also gretaly
influenced the UK labour market. On the contrary, labour migration increase labour market
flexibility in the recipient country. Wages flexibility includes relative and real wage flexibility in the
labour market (Salvendy, 2012). Along with this, technological change make it possible to have
flexible working arrangements and social environmental change allowed active participation of
female workers in the market. In addition, core periphery model increase the use of full time as well
as part time workers. While, privatisation and declined power of trade unions make it possible to
cutting excessive workers and manage employee cost.
TASK 2
LO 3 UNDERSTAND THE IMPACT OF EQUAL OPPORTUNITIES WITHIN
THE WORKPLACE
3.1 Explain the forms of discrimination that can take place in the workplace
Discrimination refers to the unfavourable or unethical treatment of the staff member on the
basis of different factors like age, colour, gender, race, disability, religion, nationality etc. Various
forms of discrimination that can be done at Unilever's workplace are outlined blow:
Disability discrimination; It means an unfair treatment of an individual who are working in
the organization only because of his or her disability. It includes diseases, physical or mental
impairment etc. As per the law, it is the obligation of Unilever to provide appropriate
accommodation to an disable person (Black, Clemmensen and Skov, 2010).
Sex discrimination: It means treating someone less favourable only because of gender
identity which includes transgender status. It is an unlawful conduct to harass or discriminate a
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person on the basis of sex.
Religious discrimination: All the personnel of Unilever must have equal employment
opportunity regardless of their religion. If a person is treated unfavourably only on the basis of his
or her religious beliefs than it will be termed as religious discrimination.
Age discrimination: In case, when an applicant is treated badly because of their age, is
known as age discrimination (Scullion and Collings, 2011). For instance, unfavourable behaviour
with a candidate in Unilver's recruitment and selection process, job assignment, promotions,
training, salary increment based on his or her age, is called age discrimination.
Compensation discrimination: In the present time, compensation or equal pay
discrimination can be seen at the workplace in Unilever. Different remuneration payment to the
employees for the same assigned work is called compensation discrimination. It is the duty of
Unilever to offer equal pay or salary to all the workers who are assigned with same job roles and
responsibilities.
3.2 Discuss the practical implications of equal opportunities legislation for Unilever
Equality Act, 2010 plays a major role in eliminating discrimination from the workplace of
the organizations. According to the legislation, it is mandatory for the Unilever to offer equal
employment opportunities (EEO) to all the labour force. EEO law attempts to make balanced pay
structure for both male and female, assure fair treatment of all the employees, avoid discrimination
and provide equal opportunities regardless their age, sex, nationality, origin, race, disability etc.
Thus, it control discrimination practices and remove unfair treatment with the labours at the
workplace (Guest, 2011). Before EEO law, there were some other legislation which restrict these
business practices of Unilever such as Sex Discrimination Act, 1975, Disability Discrimination Act,
1995 and Race Relation Act, 1976. This act outlined that Unilver is liable to treat personnel in well
manner without any biasness.
The practical implication of equal opportunities legislation in Unilever can be seen in its
recruitment and selection program like interview, training and development program, performance
monitoring and reward system. All the employees are provided equal opportunities to show their
skills, experience, talent, ability, dedication and commitments to comply with their job
responsibilities. Moreover, training sessions are organizing for all the employees. Furthermore, its
equal pay audit is conducted to mitigate compensation or equal pay discrimination for the
diversified labour force from the workplace (Black, Clemmensen and Skov, 2010). In addition to
this, fair HR employment practices, policies and regulations helps to ensure better working
environment by resolving conflicts and issues. All this laws and regulations helps to stop
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discrimination practices by treating employees fairly.
3.3 Compare the approaches to managing equal opportunities and managing diversity
Unilever hired global work force to serve diverse consumer base effectively. It welcome
talented people around the world in order to strengthen the business position. Its diversity council
helps to shape diversity by training and awareness efforts and employee appreciation. Unique ideas,
abilities, skills and experience of the personnel helps to build strong position in the market.
Unilever's recruitment process assess the consumer demographic base and fulfil their need by
recruiting talented workers to remain competitive. Moreover, providing equitable opportunities,
reward system etc. helps to increase its employee retention and create a strong culture (Kehoe and
Wright, 2013).
Furthermore, continuance innovations and technological advancement helps to manage
diversity at the workplace. Better working environment and practices support enthusiasm, minimize
risk, generate creative ideas and drive business growth. In addition, it help workers to reach at
maximum professional potential for the success of the Unilever. Apart from that, its individual
development plans provide huge assistance to appreciate diversified labour force and thereby
accomplish targets (Kehoe and Wright, 2013). Along with this, company also manage its workers
by regular monitoring of the operations so as to identify the extent to which Unilever is following
equality policies, rules and regulations. Strictly complying with the equality provisions enable firm
to remove discrimination and create better and healthy working environment.
LO 4 UNDERSTAND APPROACHES TO HUMAN RESOURCE PRACTICES
IN ORGANISATION
4.1 Compare and contrast different methods of performance management
Managing employees performance is the process of involving workers in accomplishing set
mission, vision and target goals of Unilever. Managing workers performance includes deciding
objectives, develop capacity, monitor and review performance and reward for better work. With
regards to Unilever, following methods are used by Unilever to administrate and monitor their staff
performance, enumerated below:
360 degree appraisal: It is an employees performance assessment procedures in which
managers review employees performance by collecting feedbacks from superiors, supervisors,
peers, customers, team members, subordinates etc. It can be gathered by filling questionnaire in
which questions can be framed to examine workers behaviour (Guest, 2011). The major aim of this
performance evaluation technique is to improve managerial effectiveness by enlarging workers
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productivity.
Self appraisal: Unilever also analyse their staff performance through self-evaluation. In this,
performance is evaluated self by the workers helps to encourage and motivate the existing labour
force and eliminate biasness as well.
Rating scale: It is also a popular method used by Unilever to examine staff performance
whether excellent, poor or average. In this, evaluator give rank to the workers on the basis of their
behaviour and performance (Jackson, Schuler and Jiang, 2014).
Checklist: In this method, dichotomous question is framed hence, answer is given by only
Yes or No. Through this, manager can assess performance of their labour force and take further
decisions to improve it in the forthcoming period (Buller and McEvoy, 2012).
Forced choice method: Under such method, evaluator choose different statements which are
responsible for successful or unsuccessful performance. It enable Unilever to identify negative
factors and eliminate it by formulating effective policies and decisions.
4.2 Assess the approaches to the practice of managing employee welfare in Unilever
Employee welfare is a comprehensive term and dynamic concept which includes all the
facilities, services and amenities which are provided by Unilever to the employees for their
betterment. The central aim behind staff welfare is to increase working class of the personnel, also
called fringe benefits and services (Salvendy, 2012). The major objective of managing employee
welfare is to enhance employees loyalty, morale, satisfaction, reduce turnover, absenteeism, and
increase goodwill and public image of the Unilever. Moreover, it helps to enlarger workers
productivity and improve industrial relationship to a greater extent.
In intramural welfare, Unilever made arrangement of canteen, rest rooms, uniform etc.
However, extramural staff welfare includes housing, education, child welfare, leave travel, interest
free loans, vocational guidance etc. Moreover, it strictly follow labour legislations and provisions to
improve statutory welfare facilities to the workers, While, voluntarily service comprises activities
and operations which are being carried out by the desire of Unilever. For instance, provident funds,
insurance facilities etc. are providing to the labours (Black, Clemmensen and Skov, 2010). Besides
this, medical care facilities, maternity and accident benefits etc. are being provided to the personnel.
In the statutory compulsion, it follow workers safety legislations to provide safe environment to the
people. For instance, drinking safe water, first aid appliances, proper lighting, ventilation and
adequate sitting arrangements are statutory schemes. Whereas, non-statutory welfare schemes
involves regular medical check ups, flexible working policy, employee assistance programs are
included (Kehoe and Wright, 2013).
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4.3 Discuss the implications of health and safety legislation on human resource practices
Occupational health and safety is a crucial aspect to run business operational successfully
and assure sustainability. Unilevers HR professionals take proper care and precautions for workers
health safety and security to grow business in the competitive business world. According to the
Health and Safety at Work Act, 1974, it is the duty of Unilever to safeguard their staff member from
potential incidents, diseases and dangerous occurrences (Managing Human Resource in Modern
Business Commerce Essay, 2015). It has to provide full protection to the labour force to handle,
storage and transportation of hazardous substances and provide safe workplace to them. In context
to Unilever, it manage workplace safety by the following ways, given below:
 HR manager develop, design and maintain numerous facilities as well as processes in order
to assure safety and mitigate risk and hazardous at workplace.
 It establish appropriate standards of occupational health and safety by complying with
legislations like Health and Safety at Work Act, 1974 and Personal Protective Equipment
(PPE) such as gloves, hearing protectors, safety shoots, respirators etc (Kehoe and Wright,
2013). Moreover, regular auditing of the operations help to ensure consistent follow-up of
the safety laws and regulations.
 Deciding objectives or targets to bring improvements in workers safety and regular review
of these enable Unilever to ensure continuous improvements in the workplace safety.
 Unilever's HR professional involves their staff in the preparation, review and
implementation of safety policies with the help of proper training and safety awareness
(Ulrich, 2013).
 Unilever Ghana also has been established to provide dissemination of information related
top health and safety at work. Moreover, all the management level are accountable to
provide occupational safety to the personnel (Guchait and Cho, 2010).
4.4 Evaluate the impact of one topical issues on HR practices in Unilever
Recruitment is one of the topical issue which Unilever's HR Manager is facing to recruit
highly talented and experienced labour in the business. Recruitment is regarded as the process of
screening and selecting skilled person to meet organization's need (Managing Human Resource in
Modern Business Commerce Essay, 2015). Employees can be recruited through employing various
ways like employment agencies, recruitment websites, in-house recruitment and job search engines.
Unilever's recruitment process includes advertising and recruitment research method whilst its
screening is done through test or interviews. Job analysis is the starting point in which Unilever's
HR professional collect historically performed tasks by the candidates (Knowles, Holton and
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Swanson, 2014). By this, HR manager is able to review the job description and reflect present
period requirement. Sourcing includes advertising in newspapers, professional publications, job
centres and campus recruitment programs etc. HR identify relevant candidate by obtaining passive
prospectus (name generation), resume, curriculum vitae (CV).
However, the most suitable candidate is evaluated by the assessment of applicants skills like
communication, confidence and typing skills. Qualifications are examined by the comparison of
resumes, interviews, job applications, professional experience and references, Moreover, in-house
testing is also conducted such as knowledge of advanced software, reasoning solving skills, typing
skills, employment testing etc (Adeel, 2012). Unilever offer equal rights and opportunities to all the
candidates in hiring program. On the other hand, recruitment agencies make use of Business
Management Software to automate the selection process. It aims at selection of right candidate with
having appropriate knowledge and experience of the vacant place.
CONCLUSION
Present project assignment concluded that emergence of Strategic Human Resource
Management driven more value for the business. Integrated HR practices with the overall business
strategy make Unilver able to get desired aims and objectives and enjoy success. From the report,
HR professional plays an vital role in the management of human capital by the process of hiring,
selecting, performance evaluation, appraisal and reward system. Moreover, the report concluded
that flexible working practices provide benefits to both employees and employer such as
improvement in workers productivity, high satisfaction and make a balance between social and
professional life. Further, report inferred that all the organizations are liable to provide equal
employment opportunities to the workers to eliminate biasness or discrimination practices from the
workplace. By the end, report concluded that it is the duty of Unilever as well as other enterprises to
provide safe working environment to the public by complying with safety legislations and
regulations.
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