Human Resource Management in Organizations

This assignment delves into the core principles of Human Resource Management (HRM) within organizations. It examines various theoretical models like Guest's HRM model and Ulrich's HR Champions framework, highlighting their significance in managing human capital effectively. The document also touches upon crucial aspects of performance appraisal, employee development, and the role of line managers in fostering a positive work environment.

MANAGING HUMAN
RESOURCES

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 Guest’s model of HRM.........................................................................................................3
1.2 Differences between Storey’s definitions of HRM, personnel and IR practices..................4
1.3 Implications for line managers and employees of developing a strategic approach to HRM
.....................................................................................................................................................4
TASK 2............................................................................................................................................5
1.1 Model of flexibility in business practices of Unilever..........................................................5
2.2 Types of flexibility for Unilever...........................................................................................6
2.3 Impacts of using flexible working over employee and the employer...................................7
2.4 The impact that changes in the labour market have had on flexible working practices.......8
TASK 3............................................................................................................................................8
3.1 Assessing forms of discrimination taking place in workplace..............................................8
3.2 The practical implications of equal opportunities legislation used by Unilever...................9
3.3 Comparing approaches to manage equal opportunities and managing diversity..................9
TASK 4..........................................................................................................................................10
4.1 Different methods of performance management.................................................................10
4.2 Approaches to practice managing employees welfare in Unilever.....................................11
4.3 Implications of health and safety legislation on human resources practices.......................11
4.4 Impact of work life balance.................................................................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Managing Human Resources is termed as the best method of maintaining and controlling
their operational activities. An organisation needs to assess the level of functioning of their
employees and accordingly, allot them business works as well as projects. In that respect, an
individual requires attaining high level of skills, knowledge and abilities to develop an effective
personality (Morley, Heraty and Michailova, 2016). Similarly, the report is providing
information about the effectiveness and significance of managing HR activities. Unilever is
selected for this report which is one of the leading firms in consumer products and has large
share in the market.
TASK 1
1.1 Guest’s model of HRM
It is determined as a model of human resource management (HRM) that is particularly
based on commitments which are made by individuals to effectively execute their operational
and functional activities. This model is highly distinct from other models that focus on
compliance-based personnel management. As per the characteristics of Guest Model, HRM of an
organisation is one of the main and essential elements of business (Guest model of HRM, 2016).
HRM activities in the business are extremely linked with the productivity and profitability of
overall organisation. In context of Unilever, guest model is beneficial as it increases and
develops various aspects as well as qualities of HRM in order to enhance high level of quality
performance. Following are the areas where guest model focuses:
 Creating a link between the strategic management and overall organization.
 Developing various ways that effectively enhance commitment among individuals to
achieve organizational goals.
 Focusing on the individual needs and their personal requirements rather than the
aggregate workforce.
 Enabling the organization in creating power and generating flexibility in business
operations as well as procedures (Jackson, Ones and Dilchert, 2012).
 Emphasizing attention of the management to address the organisational people as an asset
or resource to be positively used by the organization.

Illustration 1:Guest’s model of HRM
(Source: Guest model of HRM, 2016)
1.2 Differences between Storey’s definitions of HRM, personnel and IR practices
John Storey was a professor who provided a theoretical model supporting his perception
and aspects over various functions of organizations that have developed the management
perspective of on the basis of personnel and IR (Industrial Relation) practices utilised in HRM
functioning. He stated that his model for managing HRM practices is a shift or up-gradation in
understanding and maintaining the working ability of human resources in an organisation
(Storey, 2007). It is ascertained that this model is based on professional thoughts and aspects
which conclude that no practical assumtions has been used and thus, the irrelevancy of the
concept and understanding of the model has been ascertained.
In addition to this, Storey has also underlined twenty-seven points of differences among
the Personnel, IR practices and HRM. By evaluating those factors and points of differentiation, it
has been determined that Storey has provided information about a complete different definition
and concepts of HRM. In that respect, it has been commented that HRM plays a vital role in the
organisation which focuses on evaluating the importance and contribution of human resources in
executing different functions to accomplish organisational objectives (Storey, 2014). Along with
this, Storey has also discovered that there is a strong link between HRM functions and their
achievements in overcoming tactical goals of the organisation.
1.3 Implications for line managers and employees of developing a strategic approach to HRM
A strategic approach to HRM includes various forms and types of implications from the
organisation. In that case, line manager in Unilever has to maintain HR functioning and practices

in order to hold the present market position in the industry. Following are the implications that
are determined for the line manager of Unilever:
 They are highly responsible to maintain the level of employees for implementing a
proper set of HRM strategy to develop their skills, abilities and knowledge.
 Line managers are required to overcome each and every issue that is related with the
employees or customers (Shappell and Wiegmann, 2012).
 They need to identify the best form of identification and structure for defining a perfect
SHRM which is to monitor and evaluate the performance of their respective
subordinates. Along with this, managers are liable to measure the level of operational
performance and check the working standards of all the employees.
 In addition to this, line managers in Unilever have to deal with the issues that are faced
by the customers. For this, managers are accountable to present positive image of the
organisation in front of customers (Wright, 2015).
On the other hand, employees are also charged with some effective sets of implications based
on some roles and responsibilities. These are as follows:
 They need to address each and every organisational objective by executing task assigned
to them.
 They require to provide better performance and high-quality services in the organisation
(Ulrich, 2013).
 They have to implement a strong and effective network of communication to generate
flexibility for employees by identifying new ways of connecting and working for
Unilever.
TASK 2
1.1 Model of flexibility in business practices of Unilever
It has been determined that an organisation needs to adopt and implement flexible
structure in order to conduct various business operations by the management. By this process,
workers attain an opportunity to expand their viewpoints of creativeness and ability to generate
new ideas for Unilever. The cited organisation needs to acquire high level of technological
advancement and demand to utilize resources for up-gradating the present processes of human

resource development (Swayne, Duncan and Ginter, 2012). By this, they are become capable
enough to perform significant functions for conducting the flexibility process.
Illustration 2: Model of flexibility in business
practices
(Source: Ulrich, 2013)
 Contractual Fringe – This factor includes group of personnel who are liable to maintain
constant level of services in supply chain management. Participants of the group are
mostly the part-time and impermanent workers who are experiencing employment on
short term basis and are paid as per the working hours in a day.
 Core workers – They are termed as the workers who are present in top level
management like general manager and administrators of Unilever (Price, 2011). Such
individuals are responsible to implement policies, determine plans, maintain the structure
of working and functioning of the employees etc.
 Flexible workforce – Such group of workers includes self-working professionals, skilled
workman and technicians who are employed on the contractual basis for completing a
specific task. It is ascertained that presence of flexible workforce is highly crucial for
Unilever to undertake its marketing operations effectively.
2.2 Types of flexibility for Unilever
The importance of monitoring and evaluating degree of flexibility has been witnessed in
the overall functioning of enterprise. For the instance, the organisation like Unilever needs to
understand and develop a good structure of flexibility in the business (Pfeffer, 2010). The
following are the types of flexibility which are to be considered by an organisation:

 Numerical flexibility – This type of flexibility includes the results like changes and
improvement in sales figures, profit earning rate, employee level and price of products
and services. However, the team of Unilever creates a budget as per the performance and
working of each department. Here, the budget plan is termed as the distribution structure
of money and financial funds which is utilised in every unit of business entity.
 Attribute flexibility – It is referred as the set of changes which are focussing on
increasing overall development in its market and other respective circumstances. In that
regard, dynamic structure of economic also introduce adjustment in firm's financial
polices (Ulrich, 2013). For the instance, Unilever increase prices of their goods and
services at the time of inflation and economic disaster for attaining higher profits and
earning more revenue. But, in recession period the company likely to aim to maintain the
image of organisation as customer based business and provides them a lower price
products and services.
2.3 Impacts of using flexible working over employee and the employer
Impact on employees
By analysing the possible outcomes after applying the flexible working model in the
organisation, it has been addressed that employees are highly benefited in the form of rewarding
and productivity. Workers of Unilever are generally responsible to determine better results by
utilising all the available resources effectively. For this, the employees needs to address new
ideas and processes by developing their creativeness to produce innovative range of products
(Ployhart, Van Iddekinge and MacKenzie, 2011). As such system reduces the generation of
rigidity among the employees and their working, thus they are able to select the best set of new
tools, methods and techniques that are appropriate as per the changing market condition.
Impact on employer
In addition to this, implementation of flexible organisational structure and activities in the
business supplies a better form of opportunities to all the employers. It helps the employers or
managers in positioning the organisation at high level and attaining a strong market position.
Thus, Unilever is focusing on bringing innovation and introducing new technical advancement
among the overall performance of employers and organisation as a whole (Sims, 2007). Such
decisions are considered as effective steps made by the organisation in attaining attention of
consumers towards new products that are launched by the company in the market.

2.4 The impact that changes in the labour market have had on flexible working practices
Labour market is one of the main element that maintains the level of human resources
and provides better talent to the company. The labour market directly link with the organisation
production, thus changes or variation in their working practices can impacts various factors
(Sandler and Keefe, 2003). The following are the possible impact that changes the labour market
for Unilever's business operations: Employment statistics – It is realizable that variation in structuring of employees and
their definite quantity in each department of the organisation impacts the functioning of
the business processes and procedures. Such practices introduce high source of rising
profits.
 Demographics – The changes that are discovered in statistics aspects such as age
structure, business and other related departments. In organisation like Unilever, the
management can experience a momentous impact such as when it has appointed
demographic dividend which is higher in rationing, the working got faster. On the
contrary, better policies are framed when an individual with high age group is appointed.
TASK 3
3.1 Assessing forms of discrimination taking place in workplace
Discrimination is a kind of biased behaviour and activities that are generally used at the
workplace. It is referred as partiality on the basis of some typical aspects of HR which directly
impacts the working and performance ability of the employee (Salaman, Storey and Billsberry,
2005). Such activities and events causes higher harm to employees and organisation in equal
rate. However, there are many policies and regulations implemented to monitor discrimination
activities taking place in an organisation. But still, the practices of discrimination is witnessed in
following ways: Disability discrimination – It is a type of biasses which is generally done on the basis of
physical appearance or mental disability of employees. Due to this, managers or superiors
in the management team often hesitate in recruiting disabled people. Also, they are
unable to plan or implement polices of the company. Gender discrimination – This type of discrimination is generally used by the directors
between male and female employees of the organisation. As they treated with some

different prioritises by being partial in allotting work or paying salary (Harzing and
Pinnington, 2010). It is highly noticed that female workers are not appointed at higher
position in management although they have higher potentiality, qualification, experience,
education and knowledge than the male employees.
 Religion discrimination – A kind of partiality which is used by business enterprises
where the management gives special advantage, privilege or services to high standard
employees which are more in number by ignoring rights of rest of people. This form of
discrimination is generally on basis of religion or region.
3.2 The practical implications of equal opportunities' legislation used by Unilever
The organisation like Unilever, has formulated a number of acts in order to maintain and
monitor a control over the acts and practices of discrimination. The best of all the acts and
policies used by an organisation is opportunity act which is highly effective in reducing the
impacts of partiality. This act directs the high level management to manage and control that
employees who are working in the firm, should not be discriminated on the basis any grounds
like religion, gender and age.
Hence, there are some practical implications that are to be assessed by the organisation in
relation to implement better results by using equal opportunity act. Considering, one of the
practical implication for the equal opportunity act for Unilever could be useful in motivating the
level of workers (Salvendy, 2012). However, it has been witnessed that employees generally feel
highly demotivated when the firm where its works perform discrimination over the gender,
religion, colour, etc. By using such act, such practices could be easily reduced and victims of
such activities would be able to carry out their efforts with regard to deliver their high quality
performance to the firm in an effective manner (Surroca, Tribó and Waddock, 2010).
3.3 Comparing approaches to manage equal opportunities and managing diversity
It involves different approaches to manage equal opportunities and diversity within firm.
Therefore, it helps employees to develop connection with organization and thus carries out
business operations in an effective manner. It is essential for workforce of Unilever to enhance
their skills and knowledge so that market results can be attained. Managers are required to
involve different methods and approaches so that they can guide subordinates in order to produce
desired outcomes (Bryk and et.al., 2010). Apart from this, Unilever management also focuses
upon hiring candidates from different regions so that diverse cultural workforce can be managed.

However, in order to manage different cultural people, business organizes seminars and
discussions in order to develop uniformity among workforce and thus issues can be overcome
effectively and efficiently.
Furthermore, another approach undertaken by Unilever in regard to enhance equal
opportunity and managing diversity is through adopting proper legal framework. Hence, business
is required to follow anti-discriminatory regulation framed by UK government so that employees
can be given proper rights and responsibilities in order to contribute effectively towards firm.
TASK 4
4.1 Different methods of performance management
It can be assessed that human resources are considered the main strength of business and
thus it helps in achieving desired results and objectives. Also, it is essential for them to prepare
effective policies and tactics so that goals can be accomplished in an effective way. It involves
different methods of performance management which assists in encouraging employees to
measure their performance and enhance Unilever sales in market (Kehoe and Wright, 2013).
These are as follows-
 360 degree appraisal- It is considered as one of the most effective performance appraisal
system which assists in improving the individual’s performance so that set targets can be
attained. Here, manager and supervisor are required to provide right direction to their
team members so that goals can be accomplished in an effective way. Managers are
required to collect the complete profile of their team members so that their work
performance and technical skills can be set to achieve organizational goals.
 Management by Objective- It is another crucial method that helps in measuring the
performance appraisal and thus helps employees to attain specific goals. Here, managers
and supervisors are required to evaluate and compare the set objectives with that of actual
performance.
 Psychological appraisal- As per this performance appraisal method it is essential for
managers to identify the psychological pressure and thus provide them measures to
improve their analytical and technical skills to obtain desired goals.

4.2 Approaches to practice managing employees welfare in Unilever
The organisation, like Unilever, needs to address effective approaches to develop a
professional and flexible working environment in order to maintain the level of efficiency among
all the HR and their functions. Thus, it has to implement all the occupational health practices and
policies that are helpful in improving the overall quality standards of employees. For example,
management can organise events which are providing general awareness about staying fit,
exercising and working for a healthy body preference (Abdelhak, Grostick and Hanken, 2014). It
impacts their understanding mindset and behaviour that particularly motivates them to adopt
healthy eating habits, exercising and meditation. Along with this, stress management policy is
also beneficial that positively impacts the psychological undertaking of individuals. It reduces
stress, tension, strain and depression that are due to heavy workload.
4.3 Implications of health and safety legislation on human resources practices
It has been ascertained that Unilever follows the rules underv Health and Safety Act 1974
in order to develop the best set of working practices among the employees. Moreover, effective
working environment will highly boost morale and spirit of individuals in order to direct them to
work with full commitment towards achieving organisational objectives. In addition, effective
training programs should be designed on the basis of health and safety maintenance and to give
basic information about results of having better health and working safely (Shappell and
Wiegmann, 2012). HR department of cited organization needs to maintain effective legislation
practices with an aim to hold the level of health and safety of all the employees.
4.4 Impact of work life balance
It is evident that work life balance is one of the method which is used to balance the
working ability and living lifestyle for a long time period. The main aim of such techniques are
to maintain a relaxed and satisfied behaviour among the employees. In that context, personnels
of an organisation are having the ability to deal with process of utilising their energy, expertise
and efforts in the best form. However, miserable working-life balance often leads negative
impacts that reports exhaustion, stress, tension, increased work load, unconsciousness and
lethargic lifestyle (Mendenhall and Osland, 2012). Further, it reduces the high quality standard of
working among the employees and prevents them to execute their duties and responsibilities
effectively in the organisation. Moreover, proper balance in personal and working life generates
greater expansion opportunities for an individual.

CONCLUSION
From the report, it has been articulated that the activity of managing the performance of
employees are extremely necessary for the organisation. This process helps them in achieving
greater and high form of benefits and achievements. In addition to this, the report also concluded
about the significance of managing health and safety of employees at their working place.

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