Unit 3 Human Resource Management: The Role of HRM and Organisational Development

This report discusses the role of HRM in organisational development, strategic HRM, recruiting and retaining employees, strengths and weaknesses of HRM, and internal and external factors influencing HRM decisions. It also includes a job description and person specification for the position of marketing manager.

Unit 3 Human Resource Management
The Role of HRM and Organisational
Development (Part 1)
HRM Practices (Part 2)
Name:
ID:
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Table of Content
Part 1: Report
1.0 Introduction 3
2.0 A comparison of the different HRM areas and their
contribution to organisational performance 3
3.0 An examination of strategic HRM in relation to the changing
effects on organisations and its business environment 4
4.0 A critical evaluation of the role of recruiting and retaining
appropriate employees from the available labour markets 5
5.0 An analysis of the strengths and weaknesses of HRM in terms
of its contribution to business success 6
6.0 An investigation into the internal and external factors that
influence HRM decisions in the workplace 7
7.0 Discussion and evaluation of these factors and how they
support organisational development 8
8.0 Conclusions 9
References 10
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1.0 Introduction
Human plays an important role in a successful business organisation. The
performance of humans can be asset or liability to a workplace. HR experts plays a
pivotal role in order to make an organisation successful and competitive. Hence,
good human resource management is important for all size of businesses. Human
Resource Management defines a process of hiring, recruiting, managing and
deploying workers in an organisation. The HR department in any company is
accountable for developing, putting into effect and beholding policies ruling
employees and organisational relationship with its workers. The company which is
chosen to prepare this report is Aston Martin Lagonda which is a independent maker
of luxury sports car and grand tourers in British Administration (Al-Swidi, Gelaidan and
Saleh, 2021). In 1913, the company was introduced by the Lionel Martin and Robert
Bamford. Its headquarter is in Gaylon, Warwickshire, U.K. The present report will
outline a comparison of various HRM areas, an analysis of the strategic HRM in
context to the changing effects on company, role of recruiting and retaining
appropriate employees, an examination on strong and weak areas of HRM and an
investigation into internal and external factors that influences decisions of HRM.
Additionally, it will design a job description and person specification for the position
of marketing manager.
8.0 A comparison of the different HRM areas and their
contribution to organisational performance
A Human Resource Department in any organisation is answerable for creating administrative
procedures to help employees in the workplace. There are several key areas that HR is developing
such as health insurance, payroll, employee discipline, employee hiring and recruitment. In case of
Aston Martin Lagonda, HR expert must comprehend the functional areas of the HR department so
they can support workers as required, along with this, they must often produce plans to expand the
practices of HRM in order to have a positive impact on the rest of the business (Banu, Kamenou-
Aigbekaen and Galloway, 2019). The following are some main areas of HRM that needs to be
focused by the HR experts of the chosen firm:
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 Recruiting and staffing employees: Recruiting and hiring new staff members is a significant
part of the company, particularly when HR expert is dealing with a growing company such as
Aston Martin Lagonda Company. HR department of the firm will collaborate with the hiring
manager through out the hiring procedure. HR department is generally in charge of choosing
potential candidates for the HR manager to vet. Once appropriate candidates have been
searched, the HR manager will interview them and select one new employee who got the
employment. The HR department will contact the new one and organize the date of start,
on-boarding process and the discussion is on regarding salary packages and many more.
 Performance management: It is all about reviewing the employees performance while
ensuring that employees and other staff members are doing well in the delegated work and
feel like they have right training and developing sessions to fulfil the job functions in a
proper way (Boutmaghzoute and Moustaghfir, 2021). Additionally, if the employees are
underperforming, then, manager and HR team will talk to them about the contribution and
performance, and overlook if there is a way to make it simpler for the workers to perform
the respective jobs in a productive way.
 Training and development: Human Resources Department possesses a
wider role in the training and development of the both fresh and existing
workers, supporting workers to expand the skills and picturing forthcoming
career planning in the organisation. The HR department might produce
training and development programs with the main members of management,
searching for methods to improve skills and begin treading career routes that
enables employees in the workplace into better positions over time. Hence, it
is proven solution to keep employees happy an satisfied.
9.0 An examination of strategic HRM in relation to the
changing effects on organisations and its business
environment
HR manager plays a strategic role in maintaining and strengthening the employer and employee
relationship within the company. HR managers make employees strategies and ascertain the
functional procedures essential to meet the business objectives. In context of Aston Martin Lagonda
Company, the job of HR manager needs expertise as an HR generalist, it means that managers must
be acquainted with each and every HR discipline.
 Workplace safety and risk management: Developing a workplace environment in such way
that it is protected from unnecessary hazards is defined as a strategic role of the HR
manager. Strategic development for employees safety shows managing risks and reducing
potential losses from on the job fatalities and injuries. In case of Aston Martin Lagonda
Company, HR manager is highly focused on the employee's compensation insurance which is
strategic plan that aids to lowering expenses of firm for insurance coverage. Also, managers
are focused to reduce the workplace accidents throught proper training and development of
employees on the right use of tools and equipments in order to generate a safe working
environment in the company.
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 Diversity management: In today's working environment, embracing diversity is the new key
for a successful organisation. In past times, diversity is explained as the avoidance of
discrimination against minorities and women in recruiting, but, now it goes far beyond.
Managing diversity consists appreciating and utilizing different perspectives that individuals
bring into the workplace (Costamagna and et.al., 2020). Diversity is an priceless
contributor to problem-solving and innovation success. It aids team to come up with more
creative and innovative solutions.
 Employer and employee relations: There are many managers who think
that strengthening the relationship between employee and employee is the
only area of HR department. This is not correct at all, employee relations is all
about maintaining discipline in every area, consisting salaries, training and
learning program, safety, benefits and many more that upholding an
employee relations program is a vital component of HR strategy. The strategic
role of HR professional is to ascertain how to investigate and resolve the
organisational issues and how best it attract a diverse pool of candidates with
the help of effective hiring and selection procedures.
10.0 A critical evaluation of the role of recruiting and
retaining appropriate employees from the available
labour markets
Recruitment and retention of employees are the two main functions of HRM that needs strategic
thought and planning. Talent management is the area or domain of HR department which involves
recruitment and retention and is super important to the growth of organisation. Both recruiting and
retaining the best employees can only enhance the value of the assets.
Recruiting appropriate employees:
Recruiters who devise the creative solutions to hire the most talented candidates boost the
visibility in the professional associations or seminars that serve the recruiters and the business the
greatest exposure. By representing to the society that the Aston Martin Company is an employer of
choice, the most appropriate and talented candidates will have conducted research on the business
to make sure that they investing the time smartly in order ascertain a job with the respective
business. Moreover, recruiters hire qualified and talented candidates by organising a job fair which is
broadly publicized as being a likely event for the job seekers. Most of the job fairs attract number of
candidates who demonstrate initiative and motivation in the job search. In present times, there is
also a shortage of right employees in the specific occupations, then employers or recruiters will offer
sign-on bonuses in order to stay with the company for a required amount of time and do not want to
seek for another employee (Turnbull and Harvey, 2020). Hence, the HR manager of the Aston
Martin Company must prepare their recruitment plans carefully.
Retaining appropriate employees:
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Creating a retention strategy needs certain skills in ascertaining which employees are
possibly to look for growth opportunities elsewhere and which of them are the most important to
the organisation. Retention incentives involve a variety of bonuses to individual development.
Succession planning is also a important part of the retention planning. If the HR department of the
chosen firm is constructing a succession plan, find the most likely workers who demonstrate
aptitude for climbing the ladder of the company. In case of Aston Martin, increment in salaries and
wages is one of the retention strategies. Although, increasing salary is not a ideal solution to retain
the employees as sometimes it can backfire and leads to discriminatory employment practices.
11.0 An analysis of the strengths and weaknesses of HRM
in terms of its contribution to business success
HRM deals with the management of employees working within the company. It is vital part of the
management which targets at maintaining competent and efficient workforce. The following are
some points which affects the success of Aston Martin Lagonda Company:
Strengths:
 Human Resource Planning: HRM supports in estimating the appropriate amount of
employees required for carrying out the activities of business (Galli, 2019). It evaluates
different work profiles within the business for knowing the skills sets required for such
profiles. Accurate information regarding job profiles and positions supports in acquiring the
suitable candidates.
 Hiring workforce: It enables organisations in recruiting qualified and skilled employees by
building a large pool of candidates. HRM do entire process of recruitment in accordance with
the needs of job designations.
 Handles queries and disputes: HRM also dealing and managing workplace conflicts and
queries from time to time. HRM leads to better functioning of the workplace by addressing
all issues of workers in a better manner.
Weaknesses:
 Unpredictability: It is the inability of HRM to predict the external behaviour and events of
peoples. HRM requires a total support of the employees and top management in a
successful implementation of plans in the entire organisation. In absence of proper
assistance from the upper level management, then, it may not return the desired outcomes.
 Insufficient information: Lack or insufficient information about employees adversely impacts
the performance of HRM systems (Hooi, 2019). Such systems need proper information of
workers before any sort of implementation. In case of Aston Martin Lagonda Company, if
they do not maintain a proper database of their employees and hence, they require to own,
retrieve and store the needed information.
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 Costly setup: HRM systems need huge costs for installation within the
origination of the business. Managers of the chosen firm requite to provide
proper training to its employees for setting up and operating the systems.
12.0 An investigation into the internal and external factors
that influence HRM decisions in the workplace
HR Departments play a crucial role in such areas such as employee and labour relations, workforce
planning, legal compliances, training and development with the workplace. As the HR department is
not involved in the manufacturing of cars and others products, HR may be seen as a individual
function. Yet, a good HRM can make a real difference to the success of the business of Aston Martin
Lagonda Company. Moreover, the HR department encounters various internal and external factors
as part of its functions. Some of them as discussed below:
Internal factors:
 Use of technology: One of the main internal factors that affecting the human resource
planning and its decision is the readiness for the HR team and management of organisation
to exploit the upgraded technologies to support in particular HR functions. For instance,
firms that make optimum use of technologies such as online benefits management where
workers can make alteration to their benefit plans on their own and facilitate HR team with
additional time to focus on the other areas such as hiring, or training and developing
employees (Kaufman, 2019). Hence, this can free up a appreciable amount of resources
and time across the company.
 Level of growth: An internal factor that affects human resources is the rate of existing and
planned growth of company. Organisation experiencing competitive development and fast
expansion may need its HR team to pay attention on hiring and staffing. HR decisions also
influence by the level of growth as they have put more efforts on the employee retention
and enhancing the workplace culture and surroundings through advancing job descriptions
and rewards and other fringe benefits programs. For example, The Equality Act, 2010, it
suggest that employees and labours are protected against the workplace discrimination
because of the gender, age, race, disabilities, religion and many more. Hence, discrimination
is prohibited at every phase of the employment relationship, encompassing hiring and after
termination (Salas‐Vallina, Alegre and López‐Cabrales, 2021).
External factors:
 Government Regulations: Federal and state workplace laws and regulations are influencing
the HR decisions in terms of hiring, training, compensating, rewarding and managing its
employees whereas a misstep could damage the brand's name and reputation as several
lawsuits are in favour of employees, customers, vendors and prospective employees that
could be used against the company.
 Available labour pool: One external factor that influences the HR decisions
is the labour market conditions, which is affected by the number of qualified
employees, unemployment rates, the availability of candidates with
specialised skills such as technical or IT (Li and Rees, 2021). It is crucial to
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find the right talent for the company and attract it towards the business,
particularly if the same sets of skills are in huge demand throughout the
auto-mobile industry.
13.0 Discussion and evaluation of these factors and how
they support organisational development
It has been evaluated that organisational failure or success is completely depend on
its internal and external factors. Both internal and external factors ascertaining how
the company will move forward to achieve its growth and development. It is seen that
factors such as technologies, organisational growth and development are some
internal factors that are originated from a workplace itself. Internal factors are
predictable as these are lies within the workplace. Hence, it is easier for HR
practitioner to predict the changes in the internal factors and make relevant plans
and tactics accordingly that leads an organisation such as Aston Martin Lagonda
Company towards success (Lockhart, Shahani and Bhanugopan, 2020). While external
factors are government laws and regulations or labour market conditions leads a
company towards success. HR managers can identify and communicate what they
have learned from the external environment and communicate successfully with it,
resulting in a continuous exchange of ideas to the benefit of both the company and
its environment.
8.0 Conclusions
It has been concluded from the above report is that there are different domains of
HRM to improve effectiveness and performance of an organisation. HRM practices
aids in improving the productivity of the company. Also, the role of recruiting right
candidates and retaining existing employees is important for the firm as it helps to
have qualified and talented employees that will work to achieve common goals.
Furthermore, there are different internal and external factors that shows that HR
decision-making can be highly influenced in the organisation.
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References
Al-Swidi, A. K., Gelaidan, H. M. and Saleh, R. M., 2021. The joint impact of green human resource
management, leadership and organizational culture on employees’ green behaviour and
organisational environmental performance. Journal of Cleaner Production, 316, p.128112.
Banu, S., Kamenou-Aigbekaen, N. and Galloway, L., 2019. A relational approach to exploring
inequalities within the human resource management model in the Middle
East. International Journal of Work Organisation and Emotion, 10(3), pp.216-231.
Boutmaghzoute, H. and Moustaghfir, K., 2021. Exploring the relationship between corporate social
responsibility actions and employee retention: a human resource management
perspective. Human Systems Management, (Preprint), pp.1-13.
Costamagna, R. and et.al., 2020. Human Resource Management Practices and Innovation Among
Colombian Firms. Academy of Management Global Proceedings, (2020), p.53.
Galli, B. J., 2019. Relating human resource management to'The Goal'by Eli Goldratt. International
Journal of Qualitative Research in Services, 3(2), pp.93-106.
Hooi, L. W., 2019. Leveraging human assets for MNCs performance: the role of management
development, human resource system and employee engagement. The International
Journal of Human Resource Management, pp.1-30.
Kaufman, B. E., 2019. 1. Early Human Resource Management: Issues and Themes. In Managing the
Human Factor (pp. 1-35). Cornell University Press.
Li, S. and Rees, C. J., 2021. Determinants of the formalization of human resource management
practices: An empirical study in SMEs in eastern and western China. Journal of Small
Business Management, 59(4), pp.735-755.
Turnbull, P. J. and Harvey, G., 2020. Ricardo Flies Ryanair: Strategic Human Resource Management
and Competitive Advantage in a Single European Aviation Market (SEAM). Human Resource
Management Journal.
Lockhart, P., Shahani, N. K. and Bhanugopan, R., 2020. Do organisational culture and national culture
mediate the relationship between high-performance human resource management
practices and organisational citizenship behaviour?. International Journal of Manpower.
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Salas Vallina, A., Alegre, J. and López Cabrales, Á., 2021. The challenge of increasing employees'‐ ‐
well being and performance: How human resource management practices and engaging‐
leadership work together toward reaching this goal. Human Resource Management, 60(3),
pp.333-347.
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Table of Content
Part 2: Portfolio
1.0 A job description for the position of Marketing Manager 13
2.0 A person specification for the position of Marketing Manager 14
3.0 A recruitment and selection process flowchart to be used by this
organization in future 14
4.0 An assessment of your selected company’s performance management
and reward systems with examples 16
5.0 A review of the organisation’s current approach to and effectiveness of
employee relations and employee engagement and how this could be
further strengthened 17
References 18
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1.0 A job description for the position of Marketing
Manager
Job descriptions are the documents used for a range of reasons. These are used as an useful
tool for hiring, ascertaining pays range, grades or levels, creating job objectives and aims, setting job
titles and conducting reviews of performance. It involves the tasks, duties, responsibilities and job
conditions linked to the job listings in the company with the help of job analysis process. It also
entails the qualifications and skills that a person is needed while applying a job.
Human Resource Department unwrap different roles and duties within the workplace (Lopes,
2020). In case of Aston Martin, the following is the job description for the job role of marketing
manager:
Job Specification
Job Title: Marketing Manager
Reporting To: Branch Manager
Job Description: The main aim is to deliver right and potential services to the customers by more
creative and innovative knowledge of merchandising conception to formulate proper and ample
tactics which is related to goods and its promotion.
Duties and Obligations:
 Group work capabilities.
 Address multiple queries and issues.
 Handle customers.
 Attend business meetings.
 Provide business ideas and solutions.
 Communicate effectively in order to resolve queries that are aproached. Work with more confidence and capabilities.
Qualifications:
 Improved interpersonal and social skills.
 Revised customer managing skills.
 Conflicts and problems handling skills.
 Better knowledge of market dynamics.
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 Bachelor's and Master's degree of business administration.
2.0 A person specification for the position of Marketing
Manager
A Job Specification is the document used to explain the skills knowledge and abilities that
are needed to do a certain job in a company. It includes aspects such as work experience, education,
managerial experience and more that can support in the goals achievement related to the job.
The person specification of the marketing manager of the Aston Martin Company is as follows:
Person Specification
Significant skills:
 Skills of better promotional operations and equipments.
 Capabilities to influence customers to buy the product.
 Must have the personality to perform several tasks.
 Effective communication skills (both verbal and non-verbal). Cordial relation with associations.
Required Skills:
 Must have a quality to influence and motivate others.
 Have patience and polite behaviour.
 Should featured flexibility in work and be obliged for good business environment.
 Better knowledge of human skills.
3.0 A recruitment and selection process flowchart to be
used by this organization in future
The process of recruitment and selection is one of the most vital facets of functioning new and
existing organisations alike. Having a right employee is important as they can take the company to
new levels, whereas the wrong ones can damage the business by turning customers off, missing
sales and creating a toxic workplace environment (Magrizos and Roumpi, 2020). In context of
Aston Martin Company, the underneath is the recruitment and selection process which can be used
by the company in future as well:
 Sourcing suitable candidates: It is first step in the recruitment and selection process in
which candidates are identified and sourced with the help of range of methods such as
online advertising on job, professional networking and many more. Another effective
sourcing method is monitoring employment changes at industry competitors to hire right
candidates who are having similar type of business knowledge and experience.
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 Tracking applicants and reviewing resumes: The second step is to track applicants'
applications and reviewing CV's . ATS (applicant tracking systems) are becoming extremely
supportive to managers and this tool helps in the management of job applications and job
vacancies for every vacant positions. HR manager for the Aston Martin must use ATS's to
review applications and CV as well as to decide which candidate to interview.
 Preliminary Phone Interview: Conducting a preliminary telephonic interview is important
for gathering the data about the background, work experience and history of candidates
(Marrucci, Daddi and Iraldo, 2021). The aim is to ascertain whether or not the candidate
has the requisite qualifications and skills for the job designations. Therefore, it will help the
HR manager of the Aston Martin Company to narrow the list of candidates and remove
those who do not meet the minimum requirement for the job.
 Face-face interview and selection: It is most crucial step in the process. It is essential to
prepare for the interview in advance. For each skill needed for the job, HR must prepare 1
or 2 questions that will suggest if the candidate has the skill (Rodríguez-Sánchez, Mora-
Valentín and Ortiz-de-Urbina-Criado, 2019). By asking same questions to all candidates
helps to distinguish more easily.
 Extending an employment offer: One it has been decided which applicant
is mot appropriate for the job vacancy, it is the step to create a job offer and
inform the applicant of pre-employment matters, such as drug tests,
background inquiries, licensing information and many more. Moreover, while
hiring the person, HR can negotiate the terms of employment, benefits and
compensations and other issues from employer and employee until both are
in mutual agreement. Most importantly, the employment offer must be written
with the prospective employee.
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4.0 An assessment of your selected company’s
performance management and reward systems with
examples
Performance management defined as a continuous process of communication between employee
and employer that happens throughout the year, in regards of achievements of strategic goals of the
company. In case of Aston Martin Company, the HR manager could use several performance
management tools which are mentioned below:
 360 degree feedback: It is process that gathers information from the employee's
colleagues, supervisor and subordinates about his work-related behaviour and its effect. For
example, if an employee needs development in terms of promotion then his individual work
related behaviour plays a vital role that determines his efforts and contribution in the
achievement of common goal.
 Graphic rating scales: It involves several elements in terms of employee's individual
behaviour, quality of work, attendance, quantity of work, behaviour and relations with
others on which employer rates an employee (MASANJA, 2019). For example, if an
employee come on time in the office, the employer will give the rating of outstanding, but if
he comes late in the office then the rating will be unsatisfactory.
 Recognition tool: The performance review systems have a platform where employers can
shout out to their employees for doing great in their respective jobs. For example, employer
of the Aston Martin can appreciate their employees who are doing great and serve
feedback through email, on telephone and can give direct face to face feedback too. It helps
to motivate employees and create a positive work environment.
Reward is meant by the benefits that is served by the managers in terms of promotion,
money, satisfaction and benefits derived from the job itself such as feeling of accomplishment, pride
of work or being part of team (Parida and et.al., 2021). In context of Aston Martin, the reward
system can be of two types intrinsic and extrinsic:
Intrinsic rewards: These are the non-physical rewards. They cannot be touched or seen but are vital
to the employees.
 Sense of achievement: It involves lots of skills, efforts and courage to do a activity and there
is no great feeling than the happiness one feels when his efforts are identified by the
superiors.
 Recognition: Every person wants that he is recognized by his effort at the workplace. For
instance, superiors are recognised their employees in front of their co-workers for the work
they have done (Nawafleh, 2020).
Extrinsic rewards: These are physical ones that generates from the external source only.
 Bonus: When the firm generates revenue due to the employee's efforts and contribution,
the firm should appreciate the effort and time that their employees are investing and
facilitate bonus in return.
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 Promotion: Some workers are performing average, whereas, others are hard
working, resulting they create a huge difference in the status of the company.
For example, superiors are rewarded the hard-working employees by
handling new roles and additional responsibilities and duties (Otoo and et.al.,
2019). It reflects in terms of increment in payment, status and power.
5.0 A review of the organisation’s current approach to
and effectiveness of employee relations and employee
engagement and how this could be further
strengthened
Employee relations or employee relationship management have a direct impact on the employee
engagement and satisfaction. In current times, there are many businesses spend more resources to
enhance the employee relations and keep the organisation culture healthy. Employee relations
refers to explain the relationship between employers and employees. The main purpose is to
enhance the relationships and collaboration in the organisation. It is seen that organisation which
have better communication with the employees are likely to have much higher rates of employee
engagement (Timming, 2019). It also leads to employee satisfaction. Otherwise, poor employee
employee relations can be a cause that leads to dissatisfaction among employees. In case of Aston
Martin, with the help of following methods managers can improve employee relations:
 Put everyone in the right place: It is essential that employee get the right job as per their
qualification and expertise. That means retention strategies and talent acquisition have to
be aligned with satisfying objectives.
 Frequently discuss engagement: Successful employers are transparent
and clear in their approach to enhancing engagement, they likely to
communicate about it with their employees all the time. They conduct “state
of engagement” meetings and tends to engage each and everyone in the
meeting and try to get best solutions to certain issues.
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References
Lopes, D. P. T., 2020. Human resource management perspective on innovation. In Innovation
Management. Edward Elgar Publishing.
Magrizos, S. and Roumpi, D., 2020. Doing the right thing or doing things right? The role of ethics of
care and ethics of justice in human resource management of social enterprises. Strategic
Change, 29(4), pp.485-496.
Marrucci, L., Daddi, T. and Iraldo, F., 2021. The contribution of green human resource management
to the circular economy and performance of environmental certified organisations. Journal
of Cleaner Production, 319, p.128859.
MASANJA, N. M., 2019. Human Resource Manuan: A Practical Guide for Human Resource
Practitioners. NMM PRINTERS.
Nawafleh, A. H. A., 2020. The Impact of Green Human Resource Management (GHRM) Practices on
the Competitive Advantage of the Jordanian Educational Institutions. Journal of Social
Sciences (COES&RJ-JSS), 9(4), pp.1479-1493.
Otoo, F. N. K. and et.al., 2019. Impact of human resource development (HRD) practices on
pharmaceutical industry’s performance: The mediating role of employee
performance. European Journal of Training and Development.
Parida, S. and et.al., 2021. Green office buildings and sustainability: Does green human resource
management elicit green behaviors?. Journal of Cleaner Production, p.129764.
Rodríguez-Sánchez, J. L., Mora-Valentín, E. M. and Ortiz-de-Urbina-Criado, M., 2019. Human
resource management in merger and acquisition planning. Journal of Organizational
Change Management.
Timming, A. R., 2019. Human Resource Management and Evolutionary Psychology. Edward Elgar
Publishing.
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