A review of the case study TASK 21

HRM CASE STUDY REVIEW INTRODUCTION 1 TASK 21 2.1 Workforce planning 1 2.2 Recruitment and selection 1 2.3 Development and training 2 2.4 Performance management and reward system 2 TASK 32 3.1 Importance of employee relation and engagement 2 3.2 Flexible organisation and flexible work practices 3 3.3 Employer of choice 3 TASK 43 4.1 Recruitment and the employment contract 3 4.2 Discrimination and the equality act 2010 3 4.3 Working time regulations and EU regulations 4 4.4 Health and safety 4 4.5 Dismissals and the employment tribunal4

HRM CASE STUDY REVIEW

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 2............................................................................................................................................1
2.1 Workforce planning..............................................................................................................1
2.2 Recruitment and selection.....................................................................................................1
2.3 Development and training.....................................................................................................2
2.4 Performance management and reward system......................................................................2
TASK 3............................................................................................................................................2
3.1 Importance of employee relation and engagement...............................................................2
3.2 Flexible organisation and flexible work practices................................................................3
3.3 Employer of choice...............................................................................................................3
TASK 4............................................................................................................................................3
4.1 Recruitment and the employment contract...........................................................................3
4.2 Discrimination and the equality act 2010..............................................................................3
4.3 Working time regulations and EU regulations......................................................................4
4.4 Health and safety...................................................................................................................4
4.5 Dismissals and the employment tribunal..............................................................................4
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................6

INTRODUCTION
Human resources practices are the essential aspects in organisational context to manage
the human resources (What is human resource management, 2017). HRM is considered as a
planned approach which helps to manage people as per their efficiency and performance of
organisation. Evaluation of benefits and effectiveness of HRM practices are defined in this
report. Evaluation of employee relations and engagement also defined in this context. Key areas
of employment legislations also defined in this context. Brunswick House Vauxhall Restaurant is
opted association to illustrate HRM practices.
TASK 2
2.1 Workforce planning
This is the strategy which is used by employers to anticipate employee needs and evolve
worker in more effective manner. It is required for employers of Brunswick House Vauxhall
Restaurant to plan short term and long term forecasting are considered in workforce planing.
Short term forecasting contains as high volume roles, immediate requirements and hard to fill
skills sets.
Long term forecasting is mainly associated with future projects, strategic or business
growth and hard to fill skill sets with in the organisation. Allocation and appropriation of work
mainly based on the skills and abilities of employees. With the use of workforce planning
approach managers of Brunswick House Vauxhall Restaurant be able to incorporate employees
in a single format and clear the career paths (Lengnick-Hall and et. al, 2011).
2.2 Recruitment and selection
Recruitment: it refers the process of determining the potential candidates to apply their
Jobs. It is also called as a positive terminology in terms of attracting and devising the plans for
possible for the vacant jobs. In this process the potential candidates are offered for best jobs and
employment. This is the initial stage of placement of employees with in the organisation.
Selection: this is the terminology which is mainly associated with choosing the
candidates which are adequate as per vacant job. This also helps to fill the vacant position with in
the organisation. This is the process which mainly associated with placing the right person to the
right designation in association. This is also considered as a negative process of elimination and
rejection.
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2.3 Development and training
Each association needs gifted and more learned workers which conveys beneficial result
to them. Subsequently, leading preparing and improvement projects should required to be led for
their representatives on regular premise with the goal that the organization can without much of a
stretch get bolster from them in accomplishing wanted objectives and targets. Among different,
there are more gifted and low talented Employees are established which influences the execution
of an association. Thusly, HR director is held obligated to distinguish the requirements of
representatives and as needs be lead preparing, learning and improvement programs fro them in
order to upgrade their capacities and abilities which acquires inspiration among them to work an
ideal way (Ployhart and Moliterno, 2011).
2.4 Performance management and reward system
Performance management is also one of the essential aspect in terms of managing the
flow of employees and managing the operations of business in more effective and efficient
manner. Mangement of performance os also one of the important element to build a ethical and
strong business structure. This will builds the fulfilment level of representatives. It is a training
in which the businesses offering thankfulness to the representatives through giving them raised,
impetuses, advancement to higher position and so on subsequent to breaking down their real
execution with anticipated. This helps to analyse the essential aspects which remain associate
with analysing the
TASK 3
3.1 Importance of employee relation and engagement
The achievement of organization rely on how viably their representatives function and
contributes towards accomplishing higher gainfulness proportion and incomes. Representative
connection can be characterized as a way in which organization collaborates with HR Keeping
up great association with workers lessens the odds of contentions and advances staff resolve and
enhance general profitability of employees. Representatives are considered as the principle
resource of business endeavour. In this manner, the principle duty of association is to connect
with workers in their basic leadership process. Solid representative commitment upgrade the
correspondence among worker. They are chiefly doing this by means of sending update or
individual sends. Representatives are considered as the most imperative asset of organization.
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3.2 Flexible organisation and flexible work practices
Flexible work environment not only helps to build a friendly workplace environment but
also improve the employee relations (Ployhart and Moliterno, 2011). HR managers should
required to give them adaptable working choices in which the representatives has given an
alternative to work in the movements they need and contend their working hours as well. It is
considered that the flecible work environment provides a feasibility of work to employees with
in organisational context. HR administrator is considered mindful to give solid condition at work
environment and took all valuable choice which expands the fulfillment level of representatives.
For instance, a few representatives are not happy in working in shifts as they feel dangerous and
unrelaxed. It expands confidence and execution level of representatives.
3.3 Employer of choice
This is one of the concept which mainly associated with seeking out the best employers
and recuriters for effective working. This is considered as employer of choice contains the
conscept of working with employee or eagar to work with employees. When an employee put his
or her interest towards the working with managers or organisation due to some specific reasons
or aspects then it is considered under the employer of choice. For example
TASK 4
4.1 Recruitment and the employment contract
This is the process in which desired candidates are offered and selected for further
procedure of selection process. There is a contract signed between the employer and employee
regarding the services givern by them for specific duration and time. For example there is a
contract made between the managers and employees of Brunswick House Vauxhall Restaurant
for providing a consideration in exchage of services provided by employee for services.
4.2 Discrimination and the equality act 2010
This is also kown as equility act 2010 which was formed to provide equal rights at
workplace to employees. Giving equivalent possibilities for getting advancements help in
enhancing the inspiration and fulfillment level of representatives therefore should be executed
such act by Brunswick House Vauxhall Restaurant. This demonstration limits bosses and
representatives too to not segregate different laborers based on their religion, rank, shading, sex
and so forth as all workers holds measure up to rights.
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4.3 Working time regulations and EU regulations
Working time regulation act 1998 covers the rules related to maximum working hours
and days of working in organisation. The maximum statutory annual leave entitlement is
specified as 28 days as per this act. is important for setting the time line and and deadline for
working horurs (Thompson, 2011). This is athe Consequently, it should be embraced such act by
Brunswick House Vauxhall Restaurant which are accomplishing expansive workforce. This
demonstration expresses that the representatives who get lawful employability in an association
are obligated to finish no less than 48 hours in seven days. Else they are not obligated to get
administrations and different offices offered by the organization. Employees are also entitled for
leaves as well in major three forms as paid leaves, casual leaves minimum of 2 days in the
month.
4.4 Health and safety
Health and safety at work place (Act 1974)
Organisation has to follow the rules and regulation in terms of providing health and
safety features to employees with in the organisation. Health and safety 1974 define the primary
piece of legislation containig the effective management and operations in London. There is a
seperate authorities are made in term of providing an ethical and effective structure it is one of
the essential aspect at workplace.
4.5 Dismissals and the employment tribunal
Giving equivalent possibilities for getting advancements help in enhancing the inspiration
and fulfillment level of workers in this manner should be actualized such act by Brunswick
House Vauxhall Restaurant. This demonstration limits businesses and representatives too to not
segregate different specialists based on their religion, station, shading, sex and so forth as all
workers holds square with rights. There is no any specific legislation or policy made in terms of
termination or dismissal of employee. Managers can dismiss an employee if any wornful or
unethuical practice done by them in organisation (Renwick, Redman and Maguire, 2013).
CONCLUSION
The above report summarise the concept of HRM practice in Brunswick House Vauxhall
Restaurant. How effective and beneficial are HRM practices to manage and develop the
strategies regarding human resources management. Role of effective employee relations defined
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for proper engagement of task and projects are also defined in this context. Evaluation of Key
areas of employment legislations are also defined in this context.
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REFERENCES
Books and Journals:
Lengnick-Hall, C. A., and et. al, 2011. Developing a capacity for organizational resilience
through strategic human resource management. Human Resource Management
Review. 21(3). pp.243-255.
Ployhart, R. E. and Moliterno, T. P., 2011. Emergence of the human capital resource: A
multilevel model. Academy of Management Review. 36(1). pp.127-150.
Ployhart, R.E. and Moliterno, T.P., 2011. Emergence of the human capital resource: A multilevel
model. Academy of Management Review. 36(1). pp.127-150.
Renwick, D. W., Redman, T. and Maguire, S., 2013. Green human resource management: A
review and research agenda. International Journal of Management Reviews.15(1).pp.1-
14.
Thompson, P., 2011. The trouble with HRM. Human Resource Management Journal.21(4).
pp.355-367.
Online
What is human resource management?. 2017. [Online]. Available
through:<https://www.thebalance.com/what-is-human-resource-management-1918143>.
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