HRM 2: Human Resource Management Assignment on Work Laws and Practices

This assignment solution for HRM 2 provides a detailed analysis of human resource management practices, focusing on the hospitality industry. It covers various aspects, including paid entitlements for full-time and part-time workers, advice for employees, mandatory requirements, and working time laws. The assignment explores staff rostering, its benefits, and the components involved. It also delves into time tracking, family-friendly workplace initiatives, and the sector's importance in employment. Furthermore, it examines national employment standards, wage rates, overtime regulations, and shift hours. The solution highlights the importance of employee breaks, the differences between single/multiple awards and enterprise agreements, and the benefits of rostering software. Social and cultural considerations for rostering are also discussed, along with essential factors to keep in mind when rostering employees and the differences between single/multiple awards and enterprise agreements.

HRM 1
Human Resource Management

HRM 2
1.
9 different paid entitlements to full time workers are: pension, life insurance, protection of
income, paid leaves, childcare vouchers, discounts on sell and relaxation vouchers,
membership at gyms, offering discounts at restaurants, flexible benefit status (Olivetti and
Petrongolo, 2017).
9 different paid entitlements to part time workers are: overtime, salary, pension opportunities,
public holidays, various types of paid leaves, promotion, insurance facilities, disability
benefits, offering stock of company (Conley, 2014).
2.
It is the best advice for the employees that he/she must know their job in much cleared
manner. The employees are also required to develop the knowledge about every department
of the organisation. It will also helps in fostering the process of job rotation which ultimately
helps in the process of job rotation (Clark, et al., 2015).
3.
4 mandatory requirements
a) It must facilitates the level of safe staffing
b) Effective and optimum utilisation must be facilitated by it
c) Compiling with the regulations and rules of the industry must be done (Hacking,
2016)
d) Should provides an opportunity to workers for participates in the process of reviewing
4.
The law relating to the working times of staff states that maximum working hours for normal
time stood at 45 hours per week and duration of maximum overtime stood at 10 hours per
week (Jordan, 2017). A regular rest is required to provide between the shifts of regular 12
hours.
5.
4 reasons for rostering staff:
 Morale of employees can be improved by applying this process
 It helps in saving time which helps in focusing on the key areas of the business
 It provides facility in managing the budget and time
 It helps in maintaining strategic staff scheduling

HRM 3
6.
1. Rostered day off The cost of staff employed (3)
2. Roster Hours that the business is open (6)
3. Labour cost A financial plan (7)
4. Sick leave Industrial agreement between employees and
employers setting out terms and conditions of
employment and salary levels (8)
5. Peak period Unpaid 12 months leave to care for child (9)
6. Hours of operation Conditions of employment negotiated for an
industry (10)
7. Budget RDO- 24 hours respite from work (1)
8. Award Time of high demand (5)
9. Maternity Leave A plan that organises staff (2)
10. Award rate/wage SL- Staff member is absent from work due to
illness (4)
7.
5 components that are included in the process of rostering the staff
Strategies used in the process of interviews
Group interviews
Exercises used for the purpose of motivating work
Psychometric method used for the purpose of testing
Competency Based Interview (CBI)
8.
Sun Mon Tue Wed Thurs Fri Sat
Time In RDO 6:00am 6:00am RDO 5:00pm 3:00pm 3:00pm
Time Out RDO 10:00am 10:00am RDO 8:00pm 7:00pm 7:00pm
Time In RDO 10:30am 10:30am RDO 8:30pm 7:30pm 7:30pm

HRM 4
Time Out RDO 2:30pm 4:30pm RDO 11:30pm 11:30pm 11:30pm
Total 8 hours 10 hours 6 hours 8 hours 8 hours
9.
The timesheets are used to track the number of hours that are spent on a job by an employee.
It also provides help in calculating payrolls, salary and performing job evaluation (Hathaway,
and Turnham, 2015). It is also used in performing management accounting.
10.
Various initiatives for family friendly workplace available within hospitality industry
 Analysing the factors responsible for organisational commitment exercised in
different organisations
 Providing opportunities which promotes engagement of employees in organisation
 Initiatives of family friends for solving the conflicts of work life
 Investigating attitude possessed by employees towards family friendly initiatives
11.
This sector can be said as the major generator of employment in any economy.
This sector helps in bringing social equity and justice in economy.
This sector helps in promoting cultural diversity.
12.
a) Maximum working hours provided by National Employment Standards are 48 hours per
week.
b) National Employment Standards provides unpaid leaves for 13 weeks. In case of the child
possessing disability, guardians of that child can take leave for 18 weeks are entitled. For
such leaves, it is essential to complete one year on that job.
c) For the purpose of taking parental leave, the employee is required to give notice before 21
days and the leaves can be taken in slots. It implies that the employee cannot take the leaves
in a single chance.
d) It is the duty of employer to take outmost care of employee working on public holidays.
He must entitle with a paid leave and sufficient rest breaks. These breaks are required to be
considered as paid breaks as it helps in refreshing the employee from monotonous and regular
work.
13.
Cook- Grade 1: Minimum hourly wage rate is $19.53.
Food and Beverage Attendant-Grade 3: Minimum hourly wage rate is $20.21.
Kitchen Attendant-Grade 2: Minimum hourly wage rate is $19.53.

HRM 5
14.
a) If a person works overtime for more than 2 hours, then the person is entitled with meal
allowance which possesses rate of $11.8200 per occasion.
b) If a cook is required to use their own tools, then they provides with wage of $1.5500 per
day and up to $7.45 per week.
c) When an employee is required to work early before the normal working hours then the
employer is liable to pay the amount of transport (McNamara, et al., 2011). This law will not
apply to the case where mode of transport is made available by employer.
d) The employer is required to pay an hourly rate of $0.2288 to the employees who perform
the duties of first aid as a part of their job.
15.
According to the Hospitality Industry (General) Award 2010, the standardised weekly rate
decided for overtime is $783.30 and the standardised hourly rate is $ 20.61. These rates are
set as minimum basis 98 (Wan and Chan, 2013).
16.
According to the Hospitality Industry (General) Award 2010, the minimum shift hours that
can be offered to a part-time employee is 38 hours (Jung and Yoon, 2012).
17.
During working hour, employees who are working even after completing the schedule
hours of employment, the employer is required to entitle a break of 20 minutes which should
be paid (Alexander and Haley‐Lock, 2015).
During a day, worker performing their job either full time or part time for more than 10 years,
the employer is required to entitle a paid break of 20 minutes. The main purpose of providing
these breaks is to regain the lost potential of the employees by putting every rational works in
order to assure a proper mix of breaks.
18.
As per the Hospitality Industry General Award 2010, a period of maximum 10 hours can be
allowed to full time employment (Messing, et al., 2015). There is a need of giving the regular
rest between the shifts of regular 10 hours to full-time employees.
19.
As per the Hospitality Industry General Award 2010, a period of maximum 2 hours can be
provided to the part time employees for the purpose of overtime. They are not required to
provide the regular rest between the shifts of regular 2 hours.
20.

HRM 6
Social considerations that are taken at the time of organising roasters
Improving gender considerations
Improving language differentiations
Perceiving a variety of choices made by life (Rapport, 2014)
Improving the impact of education intervention
Taking advantages from the relations which are already existed
Cultural considerations that are taken at the time of organising roasters
Improving the participation of women in the industry
Providing necessary information to voters to develop understanding about democracy
Initiatives to establish electoral democracy
Developing understanding on changes occurring in the society
Implementing the educational programmes
21.
Things to be kept in mind for rostering employees
There should be optimum availability of the talented and skilled staff required for rostering
The process of roster must complies with the legal and regulatory frameworks of the
respective industry
Fair rostedness should be assured by the process of rostering employees’ which provides
facility of flexibility to cater the needs of unit staff
In order to overlook the process of selection, endorsement, supervising and reporting of
rostering, the organisation is required to make appropriate plans and policies for this
The practices of rostering used in hospitality industry should based on co-operation that lies
between staff and rostering managers
22.
Difference between single/multiple award and enterprise agreement
The outline of modern award provides power to workers that have involved by the situations
and earnings, which is based on the occupation and industry. There are various types of
situations such as overtime, wages, leaves entitlements, penalty rates and employment. These
conditions are also involved in the policies of Modern awards. Enterprise agreement is
specified conditions and terms of employment. Enterprise agreement is related to the workers

HRM 7
section of a particular company (Nurmi, et al., 2011). At the same time, the modern awards
are required to be non-negotiable and must possess standardized procedure and guidelines. In
enterprise agreement, it is very flexible to acquire and catering the wants and needs of the
worker and manager working in an organisation.
23.
Benefits of Rostering Software
A company can avail various types of benefits by using the software of rostering employees.
These benefits are:
Save time: Rostering software provides help in saving the time because it requires the regular
pupation and modification of data relating to the employees of an organisation. This period
can either be weekly, fortnightly, monthly or as per decided by the company. This is a very
simplified and cost saving software which does not involves too much time in updating data.
Happy staff: It provides facility to the employee of a company in logging into the software
for the purpose of reviewing the process of rostering (Bacq and Janssen, 2011). Through this
process, they can set up their working hours and involvement in their work as per their
comfort.
Save money: The main benefit associated with this software is that it is very easy to use. The
techniques used in this software are very simplified and possesses very easy language and a
bunch of standardised resources. All of these components provide help in minimising the
expenditure that has been incurred on labour. It also provides facility of optimum utilisation
of resources of labour and cost.

HRM 8
References
Alexander, C. and Haley‐Lock, A. (2015) Underwork, Work‐Hour Insecurity, and A New
Approach to Wage and Hour Regulation, Industrial Relations: A Journal of Economy and
Society, 54(4), pp.695-716.
Bacq, S. and Janssen, F. (2011) The multiple faces of social entrepreneurship: A review of
definitional issues based on geographical and thematic criteria, Entrepreneurship & Regional
Development, 23(5-6), pp.373-403.
Nurmi, K., Kyngäs, J. and Post, G. (2011) Driver rostering for bus transit
companies, Engineering Letters, 19(2), pp.125-132.
Clark, A., Moule, P., Topping, A. and Serpell, M. (2015) Rescheduling nursing shifts:
scoping the challenge and examining the potential of mathematical model based
tools, Journal of nursing management, 23(4), pp.411-420.
Conley, H. (2014) Trade unions, equal pay and the law in the UK, Economic and Industrial
Democracy, 35(2), pp.309-323.
Hacking, B.O.O.O.L. (2016) Foundation doctor experiences of team-based and ward-based
working systems: which is best for training, J Contemp Med Edu, 4(4), pp.135?
Hathaway, K. and Turnham, J. (2015) Improving Program Evaluation: Using Direct Time
Measurement for Estimating Administrative Costs, Cityscape, 17(2), pp.341.
Jordan, P. (2017) Staff management in library and information work. USA: Taylor & Francis.
Jung, H.S. and Yoon, H.H. (2012) The effects of emotional intelligence on counterproductive
work behaviors and organizational citizen behaviors among food and beverage employees in
a deluxe hotel, International Journal of Hospitality Management, 31(2), pp.369-378.
McNamara, M., Bohle, P. and Quinlan, M. (2011) Precarious employment, working hours,
work-life conflict and health in hotel work, Applied Ergonomics, 42(2), pp.225-232.
Messing, K., Tissot, F., Couture, V. and Bernstein, S. (2014) Strategies for managing
work/life interaction among women and men with variable and unpredictable work hours in
retail sales in Québec, Canada, NEW SOLUTIONS: A Journal of Environmental and
Occupational Health Policy, 24(2), pp.171-194.
Olivetti, C. and Petrongolo, B. (2017) The economic consequences of family policies: lessons
from a century of legislation in high-income countries, The Journal of Economic
Perspectives, 31(1), pp.205-230.
Rapport, N. (2014) Social and cultural anthropology: The key concepts. USA: Routledge.
Barrientos, S.W. (2013) ‘Labour chains’: analysing the role of labour contractors in global
production networks, The Journal of Development Studies, 49(8), pp.1058-1071.

HRM 9
Wan, Y.K.P. and Chan, S.H.J. (2013) Casino employees’ perceptions of their quality of work
life, International Journal of Hospitality Management, 34, pp.348-358.