Managing People: HRM Policies, Employment Contracts, and Grievance Procedures

This report discusses the importance of managing people in an organization, focusing on HRM policies, employment contracts, and grievance procedures. It explores the link between robust HRM policies and HRM strategy, the benefits and drawbacks of typical employment contracts, and how Tyrone Superstores manages grievance and disciplinary issues. The report concludes with recommendations for improving employee morale and reducing turnover.

Managing People

Table of Contents
INTRODUCTION...........................................................................................................................2
QUESTION 1...................................................................................................................................2
Why the organization needs robust and progressive HRM policies and how these are linked
with HRM strategy of company?...........................................................................................2
QUESTION 2...................................................................................................................................4
Discussing the benefits and drawbacks of typical employment contracts for both the employer
and employee..........................................................................................................................4
QUESTION 3...................................................................................................................................6
Reviewing how the company manages grievance and disciplinary issues? Explaining whether
these procedures effectively improve performance and workplace morale...........................6
CONCLUSION................................................................................................................................7
REFRENCES...................................................................................................................................8
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INTRODUCTION
Managing human resource or managing people is a very vague concept. The concept of
managing people covers different approaches from how managers organised the people for
whom they are responsible and how they managed projects enterprises for which they are
ultimately responsible. The human resource of an organisation is one of the most potential and
productive asset of it which makes very important for the company to manage two people and
workforce. Sport is developed on Tyrone Superstore limited, which is a food supermarket that
has been established in the very beginning of 20th century. The organisation has built up a
reputation for good quality food products and services. The organisation is headquartered in
London and most of its outlets are present in the south east and the south west of the UK. It has
currently 14 stores and employs more than thousand staff members. The report covers 3 very
important aspects of managing people in which first is few arguments related to the robust and
progressive HRM policies developed by the company and their inter linkages which the HRM
strategy. Moving forward different typical employment contracts are discussed with their
advantages and disadvantages for both employers and employees. And at the end review of
companies managing grievances and disciplinary issues and techniques is performed.
QUESTION 1
Why the organization needs robust and progressive HRM policies and how these are linked with
HRM strategy of company?
HRM policies and techniques refers to those actions which are taken by the human
resource department of Tyrone Superstores limited for managing the workforce and the people
associated with the organisation. The human resource department Tyrone Superstores limited
needs very robust and progressive HRM policies in order to manage the staff and improve their
satisfaction level while working with the organisation (Psychogios and Prouska, 2019). The HR
strategies which are developed by the human resource department of Tyrone Superstores limited
are on very broad level and simulated through standard policies and procedures to the stores. The
store manager and HR department works together for ensuring uniformity in delivery of the
processes in each stores of the company.
The HRM policies of Tyrone Superstores limited are very ineffective and not at all potential
for the organisation as the company is facing many problems improving the satisfaction and
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purchasing experience of customers along with retaining staff and managing the the grievances
and discipline in the stores. Few important actions which is necessary for HR department of
Tyrone Superstores limited needs to undertake are as follows:
 Training and development- The Tyrone Superstores limited offers basic training to all
the shop floor staff which are associated with the organisation and works with in the
stores. These trainings are very important for organisation to provide to the shop floor
employees because the company is highly dependent upon part time female labors and
casual student workers for the shop floor employees (Brechin and et al., 2020). These
individuals are country and do not have any idea about the functions and operations of
the company and how to make sales in the stores. therefore training and development is
one of the most important HRM policy which is needed to be considered by the human
resource department and staff of Tyrone Superstores limited. The training and
development is basically an activity for increasing the knowledge and skills of
individuals and employees associated with the entity. The major issue which is being
highlighted in the recent years and affecting the business of Tyrone Superstore limited is
unskilled and untrained managers. the company focuses on training the shop floor
employees but the managers which manages the whole store are untrained. According to
the HR strategy the managers are also appointed from the lower staff by moving them to
upper position therefore it is very obvious that they are not at all skilled and fit to the job
role. The HRM strategy of the organisation need to be modified and the human resource
department of Tyrone Superstores limited has to focus over the training and development
of managers as well. The human resource manager also needs to conduct training and
development sessions for the store managers. It is important because many complaints is
receive from the dissatisfied customers about the in capabilities of managers to resolve
the issues and provide them proper information and solutions to their queries (Mantle and
Lichty, 2019).
 Employee engagement- Another HRM policy which is needs to be a part of HRM in
strategy of Tyrone Superstores limited is of employee engagement. It is referred as
engaging the people and the employees of the company in different decisions and
strategy making for joining there fresh and innovative or creative prospective. Employee
engagement increases the flow of creative and fresh ideas in the company along with it
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the employees of the organisation are also motivated and encouraged as they start feeling
the importance in the company and there engagement in the operations. The employee
engagement can help Tyrone Superstores limited to improve customer satisfaction level
as once the employees are engaged and when informed about the different policy is and
manners of the company they will be performing with their utmost level and potentials to
serve the best quality products and services to the potential buyers. Employee
engagement increases the motivation and encouragement level of the workforce along
with it also helps them to become loyal towards the entity (Butler, Copnell and Hall,
2019). The incidence strategies and policies of employee engagement will help the
superstores to reduce employee turnover ratio and improve their employee retention
power and ratio. This will also bring competitive advantage for the company as the talent
is managed to properly and retained within the organisation rather than moving out and
looking for better opportunities for the careers.
QUESTION 2
Discussing the benefits and drawbacks of typical employment contracts for both the employer
and employee.
All different types of employees and organisation requires administrative professional and
executive employees to sign in an agreement for employment contracts. Government contracts
are growing very fast in recent past years. There are various different types of typical
employment contracts having their respective characteristics, advantages and disadvantages.
These typical employment contracts are mention below and explained in contacts of Tyrone
Superstores limited.
 Zero hour contracts- The zero hour contract is a flexible option for both employers and
employees. The zero hour contract is basically a contract where the employees of the
company have the choice to choose their task and deny the work of a to them if they are
not comfortable with it (Scarlett, 2019). Along with it in a zero hour contract employee
also have the ability to not give and specify any minimum working hours to the
employee as they are binded in a zero hour contract. Most commonly the type of work
zero hour contract includes is casual hours for students who are only work during
holidays, the hospitality work, gig the economy work for delivering takeaway food or
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giving car rides and delivery driving. The employees working in a zero hour contract
have the rights of paid holidays, pay for being on call, pay for work related travels and
most important is the national minimum wage and national living wage. These rights are
also modified according to the contract and the circumstances in which an employee are
working. also the employer cannot stop the employee working on a zero hour contract
from getting engaged with other employees and are not entitled to treat the employees
unfairly if the work for others. This contract is signed by the students labours who are
associated with the Tyrone Superstores limited looking for work in their holidays or
breaks and work on their shop floor.
Advantages and Disadvantages of Zero hour contracts:
Advantages Disadvantages
Employees: The students and casual female
labours who are binded in Zero hour contract
with Tyrone Superstores limited has
appropriate opportunity and full freedom to
work with other employers in order to earn
better and more income for themselves and for
fulfilling their needs and requirements (Trivedi
and et. al., 2019).
Employees: The drawback associated with this
contract for the employees who have signed
Zero hour contract with Tyrone Superstores
limited is that the employees cannot depend
upon this agreement and they cannot develop
any financial planning while depending on this
contract as it is uncertain.
Employer: The advantage of engaging in this
type of contract for the Tyrone Superstores
limited is the employers and managers have
the right to call the employees at any time they
need extra work for emergency situations.
Employer: The organisation and employer
does not usually have the power or any
influence over the decisions of employees.
This increases the uncertainty for the
employees as the employees can also deny for
the task assigned to them in which they are not
comfortable performing (Fried and Kastel,
2020).
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QUESTION 3
Reviewing how the company manages grievance and disciplinary issues? Explaining whether
these procedures effectively improve performance and workplace morale.
Staff grievances and discipline is a very important and critical issue which has impact over
the performance of the employees and their morals and on the overall performance of the
organisation. In Tyrone superstores limited the discipline and grievance process is where the
interviews are conducted by the age of staff from the exiting staff members and employees.
These interviews are anonymous where no names of the interviewees are given out.
Once the interviews are conducted by the HR department of Tyrone superstores limited it has
been identified that employs are very unsatisfied with the grievance and discipline process of the
organisation. The morals of individuals are very low and they are not at all motivated while
working with the company (Roberts and et. al., 2019). The Tyrone superstores limited exiting
employees gender that feedbacks crew interviews in which day highlighted their main reasons to
leave the company. One of the most common reason which is given by the employees to leave
the job is is that the human resource department and managers of stores do not take the problems
of employees very seriously. the employees tell that their problems and issues are just ignored by
them without providing them any solutions for explanation for the grievances. Another reason
which decrease the moral of people and increases the staff turnover of Tyrone superstores limited
is that the disciplinary procedures have not been handled professionally and fairly by the
managers and human resource department of the company. This increases the dissatisfaction
among employees and decrease their motivation level and morals while working in the super
stores. The employees were very dissatisfied and unhappy e while performing the job rules as
they did not receive any solutions for their problems and also faces few unfair practices in the
organisation. Therefore it is that the discipline and grievance processes which is followed by the
managers and human resource department of Tyrone superstores limited are very effective and
do fulfill the motive of the procedures.
Recommendation:
It is suggested and recommended to the managers and more importantly to the human
resource department of Tyrone superstores limited that they should revise and along with
discipline and provinces processes (Braun and et. al., 2019). The grievance and discipline
processes are handled by store managers with support from the centralised human resource
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department but both the parties need to give their utmost attentions in order to increase the
morals of individuals by resolving their problems and grievances and fairly treating all the
employees rather than conducting any discriminative activities (Pearlson, Saunders and Galletta,
2019). It is suggested to the organisation that the HR department should why is there human
resource management policies with the whole and sole objective of reducing employee turnover
by which the encouragement level of individuals can be increased along with rendering
customer’s all the best quality services and higher level of satisfaction.
CONCLUSION
The report above is about managing people and human resource of an organisation in the
most effective and questions on manners for bringing the best out of them and making exposed
use of the skills and expertise of employees. The report concludes that managing people is one of
the most essential and important task of an organisation for which the HRM strategies and
policies developed by the company and HR staff need to be interlinked so that best results can be
attend.
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REFRENCES
Books and journals
Braun, A., and et. al., 2019. Managing behavioural and psychological symptoms in community
dwelling older people with dementia: 2. A systematic review of qualitative
studies. Dementia. 18(7-8). pp.2950-2970.
Brechin, D. and et al., 2020. Alternatives to antipsychotic medication: psychological approaches
in managing psychological and behavioural distress in people with dementia.
Butler, A. E., Copnell, B. and Hall, H., 2019. Researching people who are bereaved: Managing
risks to participants and researchers. Nursing Ethics. 26(1). pp.224-234.
Fried, G. and Kastel, M., 2020. Managing sport facilities. Human Kinetics Publishers.
Mantle, M. W. and Lichty, R., 2019. Managing the unmanageable: rules, tools, and insights for
managing software people and teams. Addison-Wesley Professional.
Pearlson, K. E., Saunders, C. S. and Galletta, D. F., 2019. Managing and using information
systems: A strategic approach. John Wiley & Sons.
Psychogios, A. and Prouska, R., 2019. Managing People in Small and Medium Enterprises in
Turbulent Contexts. Routledge.
Roberts, H. C. and et. al., 2019. The challenge of managing undernutrition in older people with
Frailty. Nutrients. 11(4). p.808.
Scarlett, H., 2019. Neuroscience for organizational change: An evidence-based practical guide
to managing change. Kogan Page Publishers.
Trivedi, D. P. and et. al., 2019. Managing behavioural and psychological symptoms in
community dwelling older people with dementia: 1. A systematic review of the
effectiveness of interventions. Dementia. 18(7-8). pp.2925-2949.
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