Managing Human Resources - Unilever
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Added on 2020-01-07
Managing Human Resources - Unilever
Added on 2020-01-07
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MANAGING HUMANRESOURCES
Table of ContentsINTRODUCTION...........................................................................................................................3TASK 1............................................................................................................................................31.1 Guest’s model of HRM.........................................................................................................31.2 Differences between Storey’s definitions of HRM, personnel and IR practices..................41.3 Implications for line managers and employees of developing a strategic approach to HRM.....................................................................................................................................................4TASK 2............................................................................................................................................51.1 Model of flexibility in business practices of Unilever..........................................................52.2 Types of flexibility for Unilever...........................................................................................62.3 Impacts of using flexible working over employee and the employer...................................72.4 The impact that changes in the labour market have had on flexible working practices.......8TASK 3............................................................................................................................................83.1 Assessing forms of discrimination taking place in workplace..............................................83.2 The practical implications of equal opportunities legislation used by Unilever...................93.3 Comparing approaches to manage equal opportunities and managing diversity..................9TASK 4..........................................................................................................................................104.1 Different methods of performance management.................................................................104.2 Approaches to practice managing employees welfare in Unilever.....................................114.3 Implications of health and safety legislation on human resources practices.......................114.4 Impact of work life balance.................................................................................................11CONCLUSION..............................................................................................................................12REFERENCES..............................................................................................................................13
INTRODUCTIONManaging Human Resources is termed as the best method of maintaining and controllingtheir operational activities. An organisation needs to assess the level of functioning of theiremployees and accordingly, allot them business works as well as projects. In that respect, anindividual requires attaining high level of skills, knowledge and abilities to develop an effectivepersonality (Morley, Heraty and Michailova, 2016). Similarly, the report is providinginformation about the effectiveness and significance of managing HR activities. Unilever isselected for this report which is one of the leading firms in consumer products and has largeshare in the market. TASK 11.1 Guest’s model of HRMIt is determined as a model of human resource management (HRM) that is particularlybased on commitments which are made by individuals to effectively execute their operationaland functional activities. This model is highly distinct from other models that focus oncompliance-based personnel management. As per the characteristics of Guest Model, HRM of anorganisation 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 ofoverall organisation. In context of Unilever, guest model is beneficial as it increases anddevelops various aspects as well as qualities of HRM in order to enhance high level of qualityperformance. 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 toachieve organizational goals.Focusing on the individual needs and their personal requirements rather than theaggregate workforce.Enabling the organization in creating power and generating flexibility in businessoperations as well as procedures (Jackson, Ones and Dilchert, 2012). Emphasizing attention of the management to address the organisational people as an assetor 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 practicesJohn Storey was a professor who provided a theoretical model supporting his perceptionand aspects over various functions of organizations that have developed the managementperspective of on the basis of personnel and IR (Industrial Relation) practices utilised in HRMfunctioning. He stated that his model for managing HRM practices is a shift or up-gradation inunderstanding 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 aspectswhich conclude that no practical assumtions has been used and thus, the irrelevancy of theconcept and understanding of the model has been ascertained. In addition to this, Storey has also underlined twenty-seven points of differences amongthe Personnel, IR practices and HRM. By evaluating those factors and points of differentiation, ithas been determined that Storey has provided information about a complete different definitionand concepts of HRM. In that respect, it has been commented that HRM plays a vital role in theorganisation which focuses on evaluating the importance and contribution of human resources inexecuting different functions to accomplish organisational objectives (Storey, 2014). Along withthis, Storey has also discovered that there is a strong link between HRM functions and theirachievements in overcoming tactical goals of the organisation. 1.3 Implications for line managers and employees of developing a strategic approach to HRMA strategic approach to HRM includes various forms and types of implications from theorganisation. In that case, line manager in Unilever has to maintain HR functioning and practices
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