Human Resource Management Analysis Report: Pavestone UK Ltd Case Study

This report provides an in-depth analysis of Human Resource Management (HRM) practices at Pavestone UK Ltd, a small-scale construction firm. The report begins by defining HRM and its strategic importance in achieving competitive advantage. It then explores the evolution of HRM, highlighting key concepts such as the commodity, factor of production, goodwill, paternalistic, humanitarian, and emerging concepts, with Pavestone's HRM aligning with the emerging concept. The report outlines the roles and responsibilities of the HR Director, including recruitment, performance analysis, strategy development, and legal compliance. Furthermore, it details the activities of the HRM department, such as recruitment and selection, personnel administration, training and development, performance and reward management, talent management, labour relations, and succession planning, along with the reasons behind these activities. The report emphasizes the value of human capital, conflict resolution, employee satisfaction, and business sustainability as key drivers for effective HRM practices within the company.

Human Resource
Management

Table of Contents
INTRODUCTION ..........................................................................................................................1
TASK...............................................................................................................................................1
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Human resource management is strategic approach through which manpower are
managed that aid organization in establishment of competitive advantage. Recruitment, selection,
training, performance assessment and compensation are practices which are performed by HR.
This help firms to have skilled and competent people that execute activities effectively (Collings,
Wood, and Szamosi, 2018). Present report is based on Pavestone UK Ltd. which is a small scale
construction firm. Company produces concrete products and sale building and timber materials.
This assignment specifies meaning of HRM and its development in respect to business
functionality and market conditions. Furthermore, role of HR director and activities of HRM
department is mentioned in the report.
TASK
1. Definition of HRM
Human resource management is a function which is performed by HR to hire, motivate
and maintain people in company. Staffing, development, integration, rewarding, etc. are
activities which are conducted by HR. This aid them to utilise employees efficiently and
accomplish business goals and objectives. In Pavestone, human resource responsibility is to
manage workforce for execution of operations effectively. It is a small firm which require to
create and sustain market goodwill. For this, HR maintain staff members motivated and
dedicated for completion of tasks and targets within defined time frame (Definition of Human
resource management, 2018).
2. Recent history of development of HRM including any significant HRM concept
In the early time period that is 19th century, HRM role was to enhance efficiency of
organisation by properly designing work and system. While, in middle one focus of human
resource was on staff members functionality. Furthermore, now HR aim is to retain workers for
longer time by providing them quality working conditions and facilities. After 2000s, HR require
to overcome challenges and design system through organisation function effectively. This is time
when there were large development taking in market. Management require expertise staff
members, for this outsourcing facility was used by them (Bratton and Gold, 2017). Major
development had taken place after 2009 when UK entered recession. For this, human resource
management become central priority for organisation. They aid top personnel to sustain
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manpower by giving them value and treat them as partner. Thus, these are different concept
which depicts evolution of HRM are stated below: Commodity concept: This tactic define older time when workers were treated as good
that are bought and sold. Management pay them salary in respect to demand and supply
of items. At that time, government didn't take duty to protect rights of labours (Alfes and
et.al., 2013). Factor of production concept: It is another tactic which define that workers were
regarded as resource to offer product and services to buyers. Human resource gives value
to employees just like other production elements which are land, material, machine and
capital. Goodwill concept: This aspect defines that management goal was to enhance productivity
of staff members for improving brand image. For this, welfare measures such as first aid,
safety rest and lunch room are provided to workers. Paternalistic concept: It is a tactic which state that human resource show fatherly
concern and behave protectively with staff members. Employees are given facilities and
benefits in respect to their needs and requirements which aid them to retain for longer
time (Buller and McEvoy, 2012). Humanitarian concept: This aspect define that social, psychological and physical need
of subordinates require to be attained by human resource to improve productivity. Group
benchmarks, incentives and security consists essential role in driving workers
performance than money. Thus, management make employees function in team which
benefit them to conduct activities effectively and attain business objectives. Human resource concept: This is tactic state that staff members are valuable assets of
firm, as they aid management in attaining goals. For this, HR duty is to fulfil needs and
demand of subordinates to make them dedicated towards company.
 Emerging concept: It is aspect which benefits human resource to manage workers for
creating competitive advantage in respect to rival firms. Staff members are given good
status and power as partners for making them contribute towards company's progress.
They are given good quality of working conditions and opportunities for growing in their
career (Marchington and et. al., 2016). For this, human resource development is focus of
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HR through which employees are motivated and made committed to perform tasks
effectively.
From the above concept, emerging is used by HR of Pavestone to manage resources
effectively. Management of Pavestone give employees value and involve in decision making
process. This help top personnel to have competent staff which provide quality products and
services to buyers. It benefits company to position higher than rival firms and sustain its market
position and brand image.
3. Role of HRM Director
HR Director of company are responsible for activities related to human resource within
an organisation. Their duty is to conduct business operations smoothly and for this efficient
implementation of strategies and policies is required to be done. Thus, HR Director of Pavestone
have following roles and responsibilities which are described below (Storey, 2014):
 HR directors have responsibility of recruiting and identifying new talent. They help in
talent acquisition, employee engagement, learning and development and benefits and
compensation etc.
 Analysis of employee performance help HR director to provide feedback to members
about outcomes for creating better working environment. Development of strategies by
determining issues to achieve organisational objectives.
 They provide human resource counsel, advices and decisions by evaluating available
information. They provides guidance to management by analysing and updating
procedures and guidelines to enhance business values.
 Complies with legal and regulatory requirements by following legislation.
 Rewarding employees for their efficient performance and motivating them by providing
incentives and promotion.
 Create or update policies for maintaining healthy competition among employees and
identify training needs for development of employees (Banfield and Kay, 2012).
 Resolve conflicts of different parties. For this, they do investigation and then pass any
judgement for resolving disputes.
HR director of Pavestone have above mention responsibilities and they have to fulfil
them for smooth functioning of organisation, in order to make them more productive and
efficient for achieving goals.
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4. Activities of HRM department and reasons for doing them
Human resource department includes individuals whom top personnel have given
responsibility to manage people in organisation. It is a group of professionals which have
dedication and commitment to manage workforce (Bamberger, Meshoulam and Biron, 2014).
For this, staffing and subordinates engagement for providing quality items and services to
buyers. Henceforth, these are actions which are performed by HR unit are stated below:
(Source: Human resource Activities, 2015) Recruitment and selection: This is activity which is executed by human resource unit to
have sufficient manpower in organisation. Internal and external recruitment tools such as
promotion, placement agencies, campus recruitment and many other are used by
management. HR of Pavestone uses campus recruitment which help them to engage new
joiners in firm. It is a small scale firm, so management is able to have skilled people
which have capability to conduct construction work effectively (Schaufeli and Taris,
2014). Group discussion, test, interview and physical examination are various selection
activities which are conducted by HR to assess candidates. This help them to select best
applicant that have capability to perform tasks in efficient manner. Personnel administration: This is an art which human resource of HR department
require to manage people in firm. Different policies and strategies are formulated by
management of Pavestone. This help them to direct and guide staff members to work
systematically. Acquisition, development and compensation are activities which are
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Illustration 1: HRM Activities

conducted by human resource to have talented and competent people to perform
construction work effectively. Training and development: This activity is conducted by human resource department to
have skilled and competent people in organisation which execute business operations
effectively. Pavestone is construction firm that require to have talented workers for
providing quality services to clients. For this, management conduct training and
development programmes that is sessions, seminars and lectures (Keep, 2014). This help
them to improve skills and knowledge of staff members for enhancing their performance.
Thus, new and creative business ideas are formulated which lead firm higher than
competitors. Performance and reward management: Performance assessment is conducted by human
resource department to have information about capabilities of subordinates. Actual
outcomes are compared with standards which help them to aware employees about their
results. This help human resource of Pavestone recognise team members work. Besides
this, reward management is another task through which HR provide incentives and other
benefits to employees for encouraging them. Thus, they motivate and make workers
dedicated to perform tasks effectively and complete duties within specified deadline. Talent management: This activity is conducted by management to have knowledge
about human capital need in an organisation. After anticipation of workforce their next
step is to formulate a plan through which required members are employed (Woodrow,
and Guest, 2014). Staffing, development and retaining employees for attainment of
business objectives are conducted by HR department of Pavestone. This help them to
retain competent people for longer time for execution of construction work effectively.
Along this, company is able to establish competitive advantage in against of rival firms. Labour relations: It is human resource department responsibility to maintain connection
of workforce with organisation. Management construct and maintain friendly relations
with employees for retaining them for longer time. Workers perspective and requirements
are ascertained by HR of Pavestone to provide them appropriate facilities that is pay, job
security, etc. This help company to have dedicated and committed staff which conduct
tasks effectively.
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 Succession planning: It is activity which is executed by HR department to have
competent people for filling of post that become vacant. Management of Pavestone
conduct training and development programmes for improving skills and abilities of staff
members. Besides this, they even monitor and develop internal talent for having
knowledge about capabilities of employees. Thus, human resource are prepared for
promoting worker to higher position and replacing subordinates who are on leave
(Shepherd, 2014).
5. Reasons for activities which are performed by HR department: HR unit comprises people
whose responsibility is to manage workforce for achievement of objectives. Thus, these are
reasons behind human resource department of Pavestone carrying out HRM practices which are
stated below (Collings, Wood, and Szamosi, 2018):
 Human capital value: Staffing is activity which is conducted by human resource to have
sufficient number of people in Pavestone for execution of business activities effectively.
Besides this, training and development aid them to have skilled and talented employees.
This help in execution of delivery of quality construction services to clients by improving
ability of staff.
 Conflict resolution: Labour relations helps human resource to integrate diverse people
which have different background, experience and work style. By maintaining friendly
relations with employees, management of Pavestone is able to timely anticipate issues
and problems faced by them. Thus, resolve conflict and maintain positive working
relationship between senior and lower members (Bratton and Gold, 2017).
 Employee satisfaction: Human resource department is essential for enhancing
employees satisfaction as main objective. Performance assessment help HR of Pavestone
to gain information about capabilities of staff members in respect to their outcomes. With
this tactic management provide reward and appraisal to subordinates for increasing their
motivation and commitment towards job.
 Sustaining business: This function is helpful of HR of Pavement as it increases
sustainability of company. Personal administration is activity through which management
frame policies and strategies for directing team members to function systematically. In
this, HR manager of organisation formulates various strategies of succession planning
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which is important to maintain its the sustainability at market place (Alfes, and et. al.,
2013).
CONCLUSION
As per above report, it can be comprehended that human resource management plays
essential role in firm. Recruitment, selection, training and development, compensation, labour
relations, succession planning and many other activities are performed by HR. This help them to
have skilled and competent people which benefit management to create competitive advantage.
Emerging concept which define that employees are treated as partner which aid human resource
to give them value in firm. Human resource department conduct HRM practices for giving value
to human capital. Besides this, they are even able to control budget, resolve conflict, satisfy
employees and sustain business reputation in market.
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REFERENCES
Books and Journals
Alfes, K., and et.al., 2013. The link between perceived human resource management practices,
engagement and employee behaviour: a moderated mediation model. The international
journal of human resource management. 24(2). pp.330-351.
Bamberger, P. A., Meshoulam, I. and Biron, M., 2014. Human resource strategy: Formulation,
implementation, and impact. Routledge.
Banfield, P. and Kay, R., 2012. Introduction to human resource management. Oxford University
Press.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Buller, P. F. and McEvoy, G. M., 2012. Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review. 22(1). pp.43-56.
Collings, D. G., Wood, G. T. and Szamosi, L. T., 2018. Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.
Keep, E., 2014. Corporate training strategies: the vital component. New Perspectives. pp.109-
125.
Marchington, M. and et.al., 2016. Human resource management at work. Kogan Page Publishers.
Schaufeli, W. B. and Taris, T. W., 2014. A critical review of the Job Demands-Resources
Model: Implications for improving work and health. In Bridging occupational,
organizational and public health. pp. 43-68. Springer, Dordrecht.
Shepherd, A., 2014. Hierarchial task analysis. CRC Press.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Woodrow, C. and Guest, D. E., 2014. When good HR gets bad results: Exploring the challenge
of HR implementation in the case of workplace bullying. Human Resource Management
Journal. 24(1). pp.38-56.
Online
Definition of Human resource management. 2018. [Online] Available through
<https://studiousguy.com/human-resource-management/>.
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