Purpose of Human Resource Management- Michael ...
Added on 2020-02-05
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1Running Head: Human Resource ManagementHuman Resource ManagementNameInstitution of Affiliation
2Human Resource ManagementTable of ContentsTable of Contents........................................................................................................................................21.0 Introduction...........................................................................................................................................31.1 What are the primary roles and activities of HRM?...........................................................................31.2 The Best Fit approach vs. Best Practices............................................................................................42.0 PART 1...................................................................................................................................................52.1 Task 1.................................................................................................................................................52.2 Approaches to recruitment and selection.........................................................................................62.21 Recruitment.................................................................................................................................63.0 Task 2...................................................................................................................................................103.1 Write a job advertisement for the role............................................................................................103.2 Identify suitable platforms to place the advertisements.................................................................113.3 Prepare a job specification and person specification for the role....................................................114.0 Part 2...................................................................................................................................................124.1 Task 3...............................................................................................................................................124.11 Explain the differences between training and development.....................................................124.12 Explain how the changes in customer expectations affected Tesco and its need to train staff?...........................................................................................................................................................134.13 Tesco's methods of coaching.....................................................................................................144.14 Describe how training needs to be identified............................................................................144.15 Evaluate the benefits for Tesco and the employees in providing a structural training program...........................................................................................................................................................144.16 The level of training accomplishment for Return on Investment..............................................154.17 Suggest the types of approaches to flexibility that can be adopted by Tesco to aid its expansionof the business...................................................................................................................................165.0 Task 4...................................................................................................................................................165.1 Provide analyses on the importance for ITV to maintain good employee relations and how it influences the HR decisions...................................................................................................................175.2 Identify and briefly explain the key elements in the employment legislation and how it influence ITV's HR decisions. Please try to give examples.....................................................................................186.0 Conclusion...........................................................................................................................................197.0 References...........................................................................................................................................20
3Human Resource Management1.0 IntroductionIn his book “Handbook of Human Resource Management Practice” Michael Armstrong (2006)defines human resource management (HRM) as an action plan and reasonable procedure to thegoverning of valuable resources of a firm including the workforce and individuals that togetherwork towards the accomplishment of the set goals and objectives of the organization. Also, theHRM functions through governing systems such as human resource strategies, values, andconditions, procedures, philosophies and programs.1.1 What are the primary roles and activities of HRM?The HRM works towards ensuring that the company is in a position to meet its goals andaccomplishments through the performance of its employees. Furthermore, Michael Armstrong(2006) gives a detailed discussion about the underlying purpose of the human resourcemanagement as follows: Effective control: Detailed research indicates that HRM plans andvalues have a huge effect on the production processes of a company. Therefore, these practicesplay a sensitive role in reinforcing the programs for enhancing efficient organization throughpolicy evolution of areas that include management of skills and knowledge as well asestablishing a favorable working environment. Management of human resource: The mostimportant part of HRM is the human capital that refers to the people working in a companywhose success is solely dependent on them. That said, the HRM priorities on the firm areacquiring and preserving the best-skilled workmates and whose commitment and motivation isbest for the company (Armstrong, 2006).Moreover, there is Management of knowledge: the advancement of the organizational knowledgeand expertise results to a continuous learning scheme and the HRM sees to it that it is wellexecuted. Relationship with the employee: the HRM aims to establish a productive and peaceful
4Human Resource Managementclimate in the working environment where the relationship between workers and managers isharmonious through partnerships and unions. 1.2 The Best Fit approach vs. Best PracticesIn essence, the human resource (HR) role in an organization would be to determine what beststrategies can fit most conveniently with all the structures of a society and consequently,contribute to ongoing production. The best fit concept here is adopted as a strategy throughwhich to investigate the best approach for the company. This requires an integration of variousaspects in the firm such as culture, individual perception, structure, environmental and HRstrategies (Armstrong, 2006).Similarly, the HR practices can be implemented to a greater extent and therefore, consistentlyyield better performance for the company. This explains the best practices model and when-whencoherently pursued; these procedures could be advantageous to many organizations. Examples ofbest practices would be proper recruitment and selection processes, teamwork and efficientcommunication networks as well as strong focus on training and engagement in making ofdecisions (Legge, 2005).
5Human Resource Management2.0 PART 12.1 Task 1.The study done by Armstrong and Taylor (2014) shows that firms and businesses requireplanning for the inevitable vacancies in various positions. For instance, through retirement,resignation or promotions, new vacant positions continue to be created in an ever growingindustry. Thus, considerably, a majority of businesses consider the staffing demands as acontinuous process (Armstrong and Taylor, 2014). In light of the Woodhill College case, thehuman resource (HR) planning would be applicable in the developmental stages of the job cycleand comprise predictions of the available numbers of workers as well as the future need ofcompetent teachers anticipated as in for Woodhill College. Needless to say, the HR planningshould be aligned to the strategies of the enterprise, and therefore, the HR needs to planprospective employees needs and determine the resources available to meet such demands, asthis would assist in preventing congestion of workers for instance during remuneration (Brattonand Gold, 2012).Furthermore, in the case where employees number becomes too much on the payroll aspredicted, the HR planning will be to reduce the staff numbers. Therefore, the HR manager atWoodhill will ensure that the vacant positions are well filled and consequently balance thesupply needs for all employees. The human resource planning and policies of the organization gohand in hand and remain integral elements of an organization. The current development oftechnology and globalization forces enterprises to adjust and respond rapidly to frequent changes(Armstrong and Taylor, 2014). Besides, there is the need to keep a constant investigation andschedule on human resources as part of the development stages of employment. For instance,Bach and Edwards (2013) postulate that among other points, the number of staff, their level of
6Human Resource Managementcompetence such as skills or experiences and expertise, and the position the employees need totake in the organization, should be an essential planning and resourcing for HR managers. However, understanding the human resource planning as a strategic role for the HRM, previousliterature shows that yielding better production in business is through the workforce involvementin operations (AlDamoe, Yazam, and Ahmid, 2012). The environment outside the firm has astrong influence on HR practices as argued by Lim (2012), although these methods are subject tothe characteristics of the HRM and overall organization structures.2.2 Approaches to recruitment and selectionPeter Holland and colleagues (2002) emphasizes that an organizations' policies, operations, andprograms are important interfaces between the company and the people, and this is based on thecaptivation, enlistment and selection processes. According to Cappelli (2005), the significance ofthese approaches is in bringing out a competitive chance for the business. Therefore, as part ofthe plan to identify the HR needs of the organization, hiring is a major component but needs tobe assessed through the job analysis before recruitment of the ideal candidates.2.21 RecruitmentAs defined by Torrington et al. (2011) this process involves searching for the best candidates forthe vacant job through methods like advertisements, one-on-one communication and use ofagencies. However, there are some recruitment procedures used, such as internal and externalenlisting approaches. For instance, Woodhill College employs the external process for hiring.
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