HR Planning, Employee Relations, Disciplinary Procedures Analysis

This report provides a detailed analysis of key human resource management concepts. It begins by outlining the four stages of HR planning and explores approaches to avoid redundancy, differentiating between wrongful, unfair, and constructive dismissal. The report then examines ACAS guidelines for good disciplinary procedures, defining and explaining concepts such as HRM functions, employee engagement, and employment relationships. It further contrasts training with learning and development, highlighting aspects of learning organizations. The report emphasizes the importance of effective HR practices, including the significance of validity and reliability in selection methods, and the role of learning in organizational success. The content covers a wide range of HRM topics, offering insights into employee relations, disciplinary processes, and the development of a learning-focused organizational culture.

5 Questions
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TABLE OF CONTENTS
Introduction .....................................................................................................................................3
1. Identification and outlining four stages of HR planning.........................................................3
2....................................................................................................................................................3
A. Approaches that firm can take for avoiding possibility of making employment redundant...3
B. Difference between wrongful, unfair as well as constructive dismissal.................................4
3. Outline and explanation of what ACAS consider good disciplinary procedure .....................4
4. Definition and explanation of concepts...................................................................................5
5. ..................................................................................................................................................7
A. Stating the difference between the concept of training and learning & development ...........7
B. Highlighting the aspects of learning organizations.................................................................7
CONCLUSION................................................................................................................................8
REFERENCES ...............................................................................................................................9
.......................................................................................................................................................10
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INTRODUCTION
In the preset scenario, it has become very important for organizations to manage and
maintain their human resources. Further, it can be stated that they are also required to make sure
that the four stages of HR planning is carried out in the best possible manner. The present report
depicts various concepts such as function of HRM (human resource management), employee
engagement, relationship of employees etc. On the other hand, it also explains key differences
between concepts such as training, learning and development.
1. Identification and outlining four stages of HR planning
The stages in the human resource planning have been enumerated in the manner below: Situation analysis: The initial step in the human resource planning includes environment
analysis in which determination of the market is being carried. This can be related with
carrying out SWOT analysis of the firm so that planning can be carried out in an effective
manner. Forecasting demand for human resources: Under this stage forecasting of the number as
well as type of employees is done (Cadwallader and et.al., 2010). For this better
understanding is required regarding internal and external environment of the firm. Analysis of supply of human resources: Next in the series supply of human resources is
forecasted. Under this analysis of inventory is being done (Guest, 2011). This implies that
track is kept on the current personnel within the firm for determining the extent to which
the it meets the forecast.
 Development of plans for action: Lastly human resource planning involves development
of action plan with the aim to bridge gap among forecast and supply. It includes the
strategy relating with recruitment of new employee, training and development plan as
well as changes in work regulations etc.
2.
A. Approaches that firm can take for avoiding possibility of making employment redundant
Redundancy is considered as the form of dismissal from the job. It takes place when the
employer is required to reduce their workforce. There are several approaches that firm can take
for avoiding possibility of making employment redundant that are enumerated in the manner as
under:
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 Human resource planning: For the purpose of reducing the situation of redundancy it is
important for the business to carry out effective human resource planning. This includes
determination of the demand of the human resources and vacant job position that are
required to be filled within the firm.
B. Difference between wrongful, unfair as well as constructive dismissal
There is greater difference between all the three aspects. Wrongful dismissal does not
possess qualifying period for claim. It is generally made when there is breach of contract. Such
breach can be because of taking unfair disciplinary action, failure to offer safe environment for
working or failure to make investigation regarding harassment. On the other hand unfair
dismissal covers breach of statutory law. Further it needs qualifying period of service of one
year. Any dismissal can be treated unfair when it is due to pregnancy and maternity reason,
parental leave, pay and working hours as well as discrimination etc (Jiang and et.al., 2012).
However constructive dismissal emerges where the employees possess the feeling that they are
not offered any option but to resign from the job. It is essential for the employees to prove that
their employer has committed breach of contract so serious that they are not able to play their
role. It is hard to be proved thus several employees makes claim of wrongful and unfair
dismissal.
3. Outline and explanation of what ACAS consider good disciplinary procedure
It can be stated that the code of practices which has been developed by ACAS plays very
important role in dealing with conflicts and issues at workplace. In addition to this, businesses
are required to make sure that they are following all code of conduct in the best possible manner.
Neglecting the code can also result in making organizations liable for various kind of legal
proceedings. ACAS consider good disciplinary procedure as the one which complete kind of
transparency and fairness is taken into account at the time of dealing with complaints, problems
and grievances of employees (Wright and et.al., 2011). This means that businesses are not
required to be partial towards anyone and they are also required have proper justification of the
action which they have taken. On the other hand, good disciplinary procedure also establish
various facts at the time of dealing with a particular case and before arriving at any decision. It
can be stated that during the situation of problem or conflict, businesses are required to conduct
meeting with employee in order to discuss the same. Along with this, good disciplinary
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procedure according to ACAS always provide adequate time of employee in preparing their
cases before proceeding to the meetings. Other than this, after conducting meeting, businesses
are required to determine the fact that whether they should take appropriate action or not. In case
is the management has decided to terminate employee, the decision can be taken only by the
staff member which has authority to do so (Gruman and et.al., 2011). Further, good disciplinary
practices also gives workers with opportunities in term of appealing against the decision which
has been taken. At the time of handling grievance, its nature is required to determine and then
employee should be encouraged to present their view point. All the above stated elements are
considered as good disciplinary procedure by ACAS.
4. Definition and explanation of concepts
Human resources planning- It is a process in which appropriate plans are made to determine
present and future requirement of employees in the organization effective human resources
planning, helps in hiring the best and most effective candidates for the vacant position in the
organization. It also supports in carrying out activity such as training and appraisal of employees.
Functions of HRM- There are various functions which are required to accomplish by human
resource management. This includes planning of employees, their staffing, dealing with
employees training and development, taking care of salary and incentives of employees etc
(Crawford and et.al., 2010). other than this, human resource management also deals with
maintenance of proper working conditions in the organizations. They need to take care of
employee motivation and provide advices to the top level of management.
Employee engagement- It is a process in which employee are being asked to engage in different
process such as strategic planning and decision making process. In the present scenario, it has
become very important for organizations to engage their employees in various process. This
creates sense of satisfaction among employee and also improve their morale level. Engaging
employees are results in improving the overall performance of a business enterprise. This
includes market and financial performance.
Employment relationship- In simpler terms it is defined as the legal relationship between
workers and employers. Further, employment relationship arises when people starts carrying out
a task for particular organization against a particular remuneration in return. In addition to this, it
can be stated that individuals and collective are the two common form of employment
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relationship. Better relationship between employee and employer can guarantee high growth rate,
success and profitably to organization. Along with this, it also helps in getting advantage by
delivering satisfactory products and services to customers.
Evaluation of HRM and PM- It can be stated that personnel management is a kind of traditional
approach whereas human resource management is completely a modern approach. The aim
behind carrying personnel management is to deal with areas such as administration of
employees, taking care of their welfare and maintain good relationship between employees
(Skudiene and et.al., 2012). On the other hand, human resource management takes several areas
such as employee motivation, training and development, appraisal, promotion into consideration.
Other than this, it can be stated that firms using personnel management do not put much focus on
training and development of their staff members (Markos and et.al., 2010). This directly effects
the productive and overall performance of all workers. Human resource management focus on
training needs of employee and provide the same. This creates satisfaction among workers and
also results in making them more effective.
Validity and reliability in selection methods- At the time of carrying out the process of selection,
businesses are required to take care of two important factors which are validity and reliability.
Validity means that the entire process of selecting candidates for vacant position in the
organization needs to be fair and transparent. There should not be any kind of discrimination
done on the basis of factors such as age, gender, color, nationality etc (What is the difference
between wrongful dismissal and unfair dismissal?, 2016). Validity is important because it helps
in selection of the best and most effective candidate for the vacant position. On the other hand
reliability means that the process of selection can be trusted upon or not. Reliability also focus on
measuring the effectiveness of different tools and techniques which has been used in the
selection of employee. One of the main reason why validity and reliability has become important
is that it helps in selection the right candidate among various applicants.
5.
A. Stating the difference between the concept of training and learning & development
There is significant difference take place in the training and learning & development.
Learning is the Multi-dimensional approach which places emphasis on the absorption and
retention of the information with the aim to increasing the skills. It enables personnel to develop
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the skills and abilities which help them in achieving their goals and objectives. In comparison to
this, training may be defined a process which is used by the business organization to develop
familiarity among the new employee or personnel about the working aspects (Van Vianen and
et.al., 2011). In this, company makes effort to upgrade the skills and competencies of personnel
so they perform their work more effectively and efficiently without facing any level of difficulty.
Thus, training is usually organized by the organization for the development of employees.
Whereas, learning is the self development process in which individual makes their best
efforts to learn the variety of skills at workplace which help them in building their career or
future more bright. On the basis of this aspect, the scope of training is narrow as compared to the
learning & development. In training, knowledge and skills of the personnel are limited to the
specific subject areas. In comparison to this, in learning & development personnel enhance
knowledge in relation to the varied field or area (Costen and et.al., 2011). Moreover, learning
and development activity make the employees more productive as compared to others. Thus,
business unit needs to make focus on the learning aspects which help them in attaining their
goals and objectives to the significant level.
B. Highlighting the aspects of learning organizations
This statement is true to the large extent that not all the organization are the learning one.
Moreover, there are several companies whose work is limited to the area of production or
manufacturing etc. In this, the work of the personnel is highly limited to the producing of goods
or services (McGrath, 2012). Under this situation, personnel are not able to get knowledge about
the varied field such as finance, marketing and other operating activities etc. On the basis of this
aspect, it can be said that all the organization do not offer learning opportunities.
Organizational learning may be defined as a process creating, retaining and transferring
knowledge within the business enterprise. In organizational learning, business unit place
emphasis on developing the skills among individual in relation to the varied group or field (Khan
and et.al., 2011). By keeping this fact in mind, business unit undertakes job rotation technique
which offers opportunity to the employees to learn and retain new-new things.
CONCLUSION
By summing up this report, it can be articulated that HR manager of the firm plays a
significant role in evolving satisfaction among the employees. Besides this, it can be inferred that
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HR manager of the business unit also organizes several activities which help them in enhancing
the motivation of the personnel. Further, it can be inferred that training as well as learning &
development highly differs from each other. It can be summarized that by offering the learning
opportunities company can raise the employee productivity and profitability to the large extent.
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REFERENCES
Journals and Books
Cadwallader, S. and et.al., 2010. Frontline employee motivation to participate in service
innovation implementation. Journal of the Academy of Marketing Science. 38(2). pp.219-239.
Costen, W.M. and et.al., 2011. The impact of training and development on employee job
satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in
Hospitality & Tourism. 10(3). pp.273-284.
Crawford, E.R. and et.al., 2010. Linking job demands and resources to employee engagement
and burnout: a theoretical extension and meta-analytic test. Journal of Applied Psychology.
95(5), p.834.
Gruman, J.A. and et.al., 2011. Performance management and employee engagement. Human
Resource Management Review. 21(2), pp.123-136.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human Resource Management Journal. 21(1). pp.3-13.
Jiang, K. and et.al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management
Journal. 55(6). pp.1264-1294.
Khan, R.A.G. and et.al., 2011. Impact of training and development on organizational
performance. Global Journal of Management and Business Research. 11(7).
Markos, S. and et.al., 2010. Employee engagement: The key to improving performance.
International Journal of Business and Management. 5(12), p.89.
McGrath, S., 2012. Vocational education and training for development: A policy in need of a
theory?. International Journal of Educational Development. 32(5). pp.623-631.
Skudiene, V. and et.al., 2012. The contribution of corporate social responsibility to internal
employee motivation. Baltic Journal of Management. 7(1). pp.49-67.
Van Vianen, A.E. and et.al., 2011. Aging and training and development willingness: Employee
and supervisor mindsets. Journal of Organizational Behavior. 32(2). pp.226-247.
Wright, P.M. and et.al., 2011. Exploring human capital: putting ‘human’back into strategic
human resource management. Human Resource Management Journal. 21(2). pp.93-104.
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Online
What is the difference between wrongful dismissal and unfair dismissal?. 2016. [Online].
Available through: <http://www.xperthr.co.uk/faq/what-is-the-difference-between-wrongful-
dismissal-and-unfair-dismissal/58377/>. [Accessed on 6th May 2016].
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