Unit 3- Human Resource Management

Unit 3- Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1. HRM and its purpose along with functions that are applied in planning of workforce and
resourcing.....................................................................................................................................1
P2. Strengths and weaknesses concerned with recruitment and selection approaches................2
TASK 2............................................................................................................................................4
P3. Benefits of HRM practices for employer and employee of entity.........................................4
P4. Evaluation of effectiveness related to HRM practices for raising productivity and profit of
the firm.........................................................................................................................................5
TASK 3............................................................................................................................................6
P5. Analysing importances of employee relations that influence decision framing of HRM in
company.......................................................................................................................................6
P6. Identification of key employment legislations addition to the impacts within HRM
decision making...........................................................................................................................7
TASK 4............................................................................................................................................8
P7. Illustration about application of practices concerned with HRM in context to work of
company.......................................................................................................................................8
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
A practice that assist business managers to handle and meet requirements of human
resources with the outlook of achieving better performance is known as human resource
management. It is a comprehensive approach or department that manages individuals, teams and
workplace culture (Boon, Den Hartog and Lepak, 2019). Main activities in which human
resource management involves are workforce planning, job analysis, recruitment and selection,
providing rewards and incentives, training, compensation, career planning, employee discipline
and retaining. For the report, JD Sports is organisation of the choice. It is British sports and
fashion retailer whose headquarters are established at Bury, UK since 1981. It is specialised in
selling sportswear accessories addition to clothing with around 32125 people.
The report covers purpose and functions related to human resource management which
are applied for workforce planning as well as resourcing. It also evaluates approaches of
recruitment and selection. Further, various HRM practices, employee relations, employment
legislation and application of practices of human resource management are described in
organisational context.
TASK 1
P1. HRM and its purpose along with functions that are applied in planning of workforce and
resourcing
Organisational overview: JD Sports was founded in 1981 by John Wardle as well as
David Makin to trade in retail industry by offering products such as sportswear and clothing
accessories. It have around 2448 stores and 56678 employees at its all location. Vision statement
of the business is to become most trusted organisation and powered by technology for productive
along with sustainable world. It aims of generate huge profits and for this, the managers have set
practical objectives to reach goals.
Human resource management: The term is said to systematic procedure to manage
resources performing different activities in the business (Ahammad, Glaister and Gomes, 2020).
In JD Sports, main objective of human resource management is to place right person for right
position with right skills so that all the identified organisational goals are earned efficaciously.
Workforce planning and resourcing: Workforce planning is termed to examining,
predicting and planning supply and demand of people, assessing gaps along with determining
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interventions of target talent management so as to ensure that right people are positioned at right
time to meet mandate objectives. Similarly, employee resourcing is an activity that emphasis
towards recruitment addition to releasing people from businesses and managing their
performances. In case with JD Sports, huge efforts are initiated by human resource management
for workforce planning and resourcing of employees.
Purpose of HRM concerned with workforce planning and resourcing: Key purpose
of HRM in JD Sports are as follows:
 Building and managing relations: In an organisation, relationships are key to complete
present working and sustainable future. Within JD Sports, reason for HRM in workforce
planning and resourcing is to devise strong relationship with current and new employees
addition to managing them adequately.
 Law compliance: All business concerns are responsible for safety addition to equitable
treatment of manpower (Laužikas and Miliūtė, 2020). Within JD Sports, HRM keeps
administration up dated about regulation trough staying aware with legislation,
disseminating proper information as well as drafting procedures for adherence of laws
from all people.
Functions of HRM related to workforce planning and resourcing: Major functions
associated to HRM of JD Sports are below:
 Job designing: It is a key function played by HRM in workforce planning and employee
resourcing in the company. Through job designing, managers of JD Sports works for
describing duties, operations along with responsibilities of the job so to hire potential
employee as per rationality and research.
 Performance management: With this function, human resource managers ensures that
results of workforce meets aims of company (Shalini, 2020). In JD Sports, function of
HRM is to manage personnel performance within team, department and entity as whole.
 Managing relations: Management of relations mold work quantity that is required to de
completed within provided time and the ways to mobilise employee for goal attainment.
In JD Sports, human resource management performs the function of managing relation by
scheduling work for workforce for ensuring ongoing productivity.
P2. Strengths and weaknesses concerned with recruitment and selection approaches
Recruitment:
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To source pool of qualified people, all organisation uses concept of recruitment. It is an
ongoing activity through which managers seeks development of large number of qualified
applications for filling vacant positions. In JD Sports, various recruitment approaches are applied
for searching prospective candidate which have potential for vacancy. Some are evaluated
below:
Internal recruitment approach: With this, organisation fills vacancies from current
manpower to encourage sense of progress and loyalty for employees (Brewster, Mayrhofer and
Morley, 2016). In JD Sports, departmental managers fills vacancies by using re-hiring,
promotion addition to transferring human resource within the entity. Internal recruitment
approaches used within the firm are advertisement, promotions, transfer and employee referral
scheme. The method saves money and time, strengthens workforce engagement and reduces on-
boarding times. In contrary, it leaved gaps among current manpower, creates inflexible culture,
conflicts among colleagues and limits entry of innovation.
External recruitment approach: The approach involves assessment of pool of
candidates for job than are not part of existing human resource so that position is filled with new
person. It helps managers to search outside of present workforce pool for filling open
organisational positions. In JD Sports, external recruitment approaches on which human resource
assistant focuses more are job fairs, social media, job portals and boards, on campus placements
and networking. It benefits in hiring better quality and innovative candidates, bringing new
insights on table and improving conversion rates. Nonetheless, the approach cost huge to entity,
prospect of maladjustment and attracts unsuitable applications.
Selection:
It is an activity to choose qualified candidate who have ability to perform responsibilities
of job and present valuable contribution (Kew and Stredwick, 2016). In JD Sports, all selected
employees contributes in attainment of goals. Evaluation of selection approaches are below:
Presentation: For senior jobs, presentation are mostly used selection approach. Within
JD Sports, applicants are given a topic and defined time frame to represent their thoughts in form
of presentation. This benefits managers of the retail business in analysing knowledge,
communication and confidence level of applicant for the job. However, the approach consumes
huge time and creates confusion for selection when multiple applicants are asked for presenting a
topic.
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In tray tests: It is a simulation exercise that is used for assessing potentials of a
candidate. Through in tray tests, human resource professionals of JD Sports analyses ability of a
person to handle real time working or dealing with work related scenario prior to making final
selection. The method benefits managers to place qualified candidate who have ability for sorting
complex issues and effectively wok in pressure. However, the selection approach is time
consuming and only helps in selecting substantial employee number.
TASK 2
P3. Benefits of HRM practices for employer and employee of entity
HRM practice can be said to activity that is required by organisational professionals for
managing and motivating employee for performing routines (Nguyen, Teo and Ho, 2018). These
are set of processes and actions which works to manage resources. In JD Sports, main purpose
behind using HRM practices includes attainment of objective by personnel addition to generating
competitiveness with premise. Some practices with their benefits to employees and employers of
JD Sports are below:
Training and development: Within the practice, managers works for enhancing
knowledge, potentials, awareness and skills of employees through providing instructions about
how to perform specific operation smartly. In JD Sports, training and development practice
results in meetings staff training requirement addition to career development needs.
 Benefits to employee: The practice polishes thoughts and ideas of employees about
particular activity and enhances their innovation for performing workings. In JD Sports,
training and development benefits employees by increasing their potentials to adopt new
methods as well as techniques.
 Benefits to employer: With training and development, employers of company are able to
provide adequate improvements which reduces workload or pressure for supervision to
others. The practice leads to getting work completed by enhancing skill improvement in
JD Sports.
Fair and performance related compensation: In an organisation, contingent
compensation is effective HRM practice that is said to total cash addition to non cash payments
which organisation gives to staff in exchange of their contribution for business success
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(Debroux, 2017). In JD Sports, fair and performance based compensation is provided that
includes more than regular paid wages.
 Benefits to employee: Practice of fair and performance based compensation benefits
employees by making them feel more valued that results in enhancing their loyalty
addition to motivation level. In JD Sports, the practice benefits employees to make more
money through providing productive results and eliminating thinking of being
discriminated as they receive fair advantages of compensation.
 Benefits to employer: Fair and performance based compensation helps employers to
attract addition to retain best talents with the organisation. In case with JD Sports, the
practice helps in improving morale and making people motivated for working.
P4. Evaluation of effectiveness related to HRM practices for raising productivity and profit of
the firm
HRM practices plays essential role in improving productivity and profits of the entity.
Within JD Sports, various kinds of HRM practices are adopted which strengthens good relations,
manage conflicts and develop thinking together with working of staff than fosters productivity
and revenues of company at large. Effectiveness of practices used JD Sports to improve profits
and productivity are evaluated below:
Fair and performance based compensation: With all kinds of business concerns,
providing fair, non discriminatory and performance based compensation is key key priority as it
attracts people for working adequately to make more income and provide company with great
contributions in terms of productivity and profits (Pindek, Kessler and Spector, 2017). In JD
Sports fair and performance compensation system encourages workers in giving best
performances together with attaining standards of efficiency, productivity and revenue
generation.
Training and development: In an organisation, many types of training and development
methods are arranged for employees and employers so to improve their ideas and way of
working. Through this, superiors and subordinates of JD Sports are able to complete working
fastly than before. Further, it is analysed that the practice improves quality of operations that
results in less wastage of available resources and making them independent for their authority.
As a result, it motivates personnel to generate huge productivity together with more profit
generation for the enterprise.
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TASK 3
P5. Analysing importances of employee relations that influence decision framing of HRM in
company
Employee relations could be defined to a multidisciplinary concept which studies
employment relationship that is complex interrelations among trade unions, superior and
subordinate, organisations and state (Gahlawat and Kundu, 2019). It is the legal link among
employers and employee that occurs at the time when an individual performs activities under
certain circumstances in exchange of remuneration. In JD Sports, employment relations are
maintained through creating reciprocal rights addition to obligations among higher authority and
employees. There are some activities that impacts adversely on decision-making of
organisational managers that comprises grievances, trade unions, collective agreements and
hence forth. Key significance related to employment relationship that influences or impacts
managerial decision making are below:
Reduction in turnover: For a business, employee relation is backbone as effective
relations of employee with managers motivates people to work with full efficiency and achieve
objectives that are made by managers. However, poor employee relations affect productivity that
causes high employee turnover. In businesses such as JD Sports, good employee relations are
maintained that makes employees feeling more valued and they makes adequate usage of their
skills together with experience for making fullest contribution to profit generation. The managers
have made decision of providing higher wages together with various attractive benefits that
makes it in interest of staff to stay and work in pleasant environment which influences decisions
of managers positively to retain them.
Conflict reduction: Workplace conflicts, grievances and issues are common. In a
company, conflicts are inevitable as well as range from complaints related to discriminatory
human resource management activities and conditions of working (Setiawan, 2018).
Investigation, mediation as well as resolution of employee complaints helps managers to devise
flexible and supporting work environment that reduces workplace conflicts. In JD Sports,
decision of managers to resolve conflicts or other issues becomes easier through employee
relations as it aid managers to foster integration with employees, understating their issues,
solving then and helping them to focus in working so to enhance productivity. With this,
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decision of managers are impacted positively when they analyses fewer conflicts and encourages
staff to give the best.
P6. Identification of key employment legislations addition to the impacts within HRM decision
making
In corporate sector, employment legislation plays important and vital function. All laws
are implemented so that businesses treats employees appropriately in workplace and protect their
rights (Napathorn and Kuruvilla, 2018). Moreover, employment legislation ensures that staff
members are values for their expertise as well as compensated accordingly. In JD Sports, various
elements of employment legislations are implemented that impacts positively or negatively on
decision-making by managerial positions which are identified:
National Minimum Wage Act, 1998: It sets out national minimum wages for employees
and employees across United Kingdom. As per the act, an employee must receive minimum
wages for the contribution that make in entrepreneurial success. In JD Sports, human resource
managers who are responsible for setting compensation and other benefits for employees works
in accordance to the act so that fair remuneration are given to each employee. In case, when
managers do not provide minimum wages to employees than the company have to face legal
penalties from government that impacts drastically on decision making of managers.
Equality Act, 2010: The legislation which prevent discrimination at workplace as well as
in recruitment stages is named as Equality Act. It denotes protected features which cannot be
adhered as a reason for decision making of managers until it is a decision for devising suitable
arrangements in order to accommodate employees at premises. With JD Sports, all decisions
about remuneration, work allotment and many more are devised by considering amendments of
Equality Act which motivates people to retain in company and contribute efficiency in goal
attainment which results in positive outcomes.
With adherence of employment legislation, it becomes convenient for managers of JD
Sports to engage all employees in organisational objectives which impacts positively on decision
framing by managerial positions.
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TASK 4
P7. Illustration about application of practices concerned with HRM in context to work of
company
Businesses apply human resource management practices for recruiting, selecting talents
and sharing knowledge with them about the work role (Bouaziz and Hachicha, 2018). With
changes in time, an organisation analyse vacant position that is required to be filled through
suitable practices. In JD Sports, position of Inventory Control Specialist. For this, application of
several practices by hum,an resource assistant are below:
Advert for the specified role
Job advert is a document through which an organisation announces open job position. For
JD Sports, main objective of job advert is to inform potential candidate for new opening so to
attract them for application. Job advert for Inventory Control Specialist for JD Sports is
underneath:
Announcement of Vacancy
JD Sports is popular retailer in UK who is looking for a candidate who have potential to fill
position of Inventory Control Specialist.
Position: Inventory Control Specialist
Qualification and experience:
 Masters in business administration in the field of marketing will be preffered.
 Any certified course.
Job description:
 Maintaining organisational inventory.
 Preparing accurate records of stocks and procurement.
Salary:
Salary range is between £ 2500 to £3000 per annum.
Application process:
Interested candidate is requested to send his/her CV on [e-mail] by December 10,
2020 till 6 PM.
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Job description for the role
It comprises clear statement of job requirements, skills, duties and other related
information for performing specific role (Ejiogu and Ejiogu, 2018). For Inventory Control
Specialist in JD Sports, job description is as prepared:
JD Sports
Job Name: Inventory Control Specialist
Location: Bury, UK
About us: JD Sports is popular retailer that have stores in many locations on globe. It offers
products including clothes and sportswear accessories.
About the role: Inventory Control Specialist is the job role who is in charge of managing
organisational resources and products. They enters and updates data that is held by the entity
and those shipped to others into accurate databases.
Candidate requirement:
 Masters in Business Administration in field of Marketing and Human resource
Management.
 Skills like data management system, problem solving, intellectual and communication.
Person specification
It is description about skills, attributes, qualification and experience that the candidate
must posses for performing job duties (Belizon, Morley and Gunnigle, 2016). Person
specification for JD Sports is as applied:
Person specification
Company: JD Sports
Job title: Inventory Control Specialist
Specification Essential Desirable
Skills and aptitudes  Knowledge of database
management.
 Ability to handle
 Understanding of stock
management.
 Knowledge of data
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inventory.
 Competence for using
Microsoft Outlook and
Word.
management process.
Experience and education  Master of Business
Administration in
Marketing and Human
resource management
 Any certified course in
computer.
Interview questions as well as response form
Interview is an activity that is undertaken by interviewee and interviewer in which some
questions are asked by managers and replies are given by other person (Andersén, 2019). For
Inventory Control Specialist in JD Sports, interview questions and response form are below:
Interview question 1: Tell me about yourself.
Response from interviewee: Sir, My name is Peter Johnson. I have belonging from Leeds, UK.
I have specialisation in Master of Business Administration in Marketing. I am single child and
lives with my family in UK since 10 years.
Interview question 2: What are your expectations for the Company?
Response from interviewee: JD Sports is wide popular organisation that provides pleasant and
challenging environment to its employees. I want to be party of the environment with support
from higher authorities so that I can show my skills to help the company in achieving its
objectives.
Interview question 3: What will motivate you to work as Inventory Control Specialist?
Response from interviewee: My dedication for work and loyalty towards organisation.
Offer letter
It is a letter that company given to potential candidate selected for the job role (Kraev and
Tikhonov, 2019). Offer letter for the person who is selected for Inventory Control Specialist ion
JD Sports is below:
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Offer letter
Mr/Ms Peter Johnson,
It is to provide you a good information that you have been hired as Inventory Control Specialist
in JD Sports. It is our pleasure and moral responsibility to communicate that all criteria related
to recruitment and selection are successfully completed. Other information are mentioned
below:
Roles and responsibilities:
 Assesses inventory reports addition to patterns to determine commodities in requirement
of recurring delivery and so on.
 Conducts frequent spot together with partial audits related to physical inventory.
 Establishing as well as maintaining backup source about most demand items.
Reporting to: Inventory Control Manager
Basic salary: £ 2500 to £3000 per annum
Thanks and regards,
JD Sports
(Human Resource Assistant)
CONCLUSION
From the presented information, it is concluded that human resource management is
essential and managerial action to source, acquire and engage required people that are suitable
for the position. Recruitment and selection helps in souring and placing qualified candidate at
vacant positions. HRM practices that are used in business includes training and development, fair
and performance based compensation. Employment laws exists for regulating interactions along
with relations among employees and company. HRM practices thatare applied in work context
are job advert, job description, person specification, interview questions and offer letter.
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REFERENCES
Books and Journals:
Boon, C., Den Hartog, D. N. and Lepak, D. P., 2019. A systematic review of human resource
management systems and their measurement. Journal of management. 45(6). pp.2498-
2537.
Ahammad, M. F., Glaister, K. W. and Gomes, E., 2020. Strategic agility and human resource
management. Human Resource Management Review. 30(1). p.100700.
Laužikas, M. and Miliūtė, A., 2020. Human resource management effects on sustainability of
high-tech companies: what Lithuania and South Korea can learn from each
other. Insights into Regional Development.
Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource
management. Springer.
Kew, J. and Stredwick, J., 2016. Human resource management in a business context. Kogan
Page Publishers.
Nguyen, D. T. N., Teo, S. T. and Ho, M., 2018. Development of human resource management in
Vietnam: A semantic analysis. Asia Pacific Journal of Management. 35(1). pp.241-284.
Debroux, P., 2017. Human Resource Management in Japan: Changes and Uncertainties-A New
Human Resource Management System Fitting to the Global Economy: Changes and
Uncertainties-A New Human Resource Management System Fitting to the Global
Economy. Routledge.
Pindek, S., Kessler, S. R. and Spector, P. E., 2017. A quantitative and qualitative review of what
meta-analyses have contributed to our understanding of human resource
management. Human Resource Management Review. 27(1). pp.26-38.
Gahlawat, N. and Kundu, S. C., 2019. Progressive human resource management and firm
performance. International Journal of Organizational Analysis.
Setiawan, R., 2018, November. Architecture of human resource management system at
universities. In IOP Conference Series: Materials Science and Engineering (Vol. 434,
No. 1).
Napathorn, C. and Kuruvilla, S., 2018. Human resource management in Indonesia, Malaysia, and
Thailand. Routledge handbook of human resource management in Asia, pp.333-354.
Bouaziz, F. and Hachicha, Z. S., 2018. Strategic human resource management practices and
organizational resilience. Journal of Management Development.
Ejiogu, A. R. and Ejiogu, C., 2018. Translation in the “contact zone” between accounting and
human resource management. Accounting, Auditing & Accountability Journal.
Belizon, M. J., Morley, M. J. and Gunnigle, P., 2016. Modes of integration of human resource
management practices in multinationals. Personnel Review.
Andersén, J., 2019. Resource orchestration of firm-specific human capital and firm performance
—the role of collaborative human resource management and entrepreneurial
orientation. The International Journal of Human Resource Management, pp.1-33.
Kraev, V. M. and Tikhonov, A. I., 2019. Risk management in human resource
management. TEM Journal. 8(4). p.1185.
Online:
Shalini. L., 2020. Top functions of HRM. [Online]. Available through:
<https://www.olxpeople.com/blog/hrm-functions/>
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