Managing Human Resources: A Report on Topical Issues in HRM

This report delves into topical issues in Human Resource Management (HRM), examining various facets of HRM practices within the context of Morrison's. It begins by exploring Guest's model of HRM, its application, and the differences between Storey's definitions of HRM, personnel, and IR practices. The report then discusses the implications for line managers and employees in developing a strategic approach to HRM. The second task focuses on flexibility models, types of flexibility, and the impact of labor market changes on flexible working practices. Further, the report evaluates different forms of workplace discrimination, the implications of equal opportunities legislation, and compares approaches to managing equal opportunities and diversity. The final task identifies and compares performance management methods, assesses approaches to employee welfare, and discusses the implications of health and safety legislation on human resources practices. The report concludes with an evaluation of the impact of another topical issue on HRM practices.

STUDENT NAME:
STUDENT ID:
SUBJECT CODE:
ASSIGNMENT TITLE: TOPICAL ISSUES ON MANAGING
HUMAN RESOURCES
1

Table of Contents
Task 1...............................................................................................................................................3
1.1 Explanation on Guest’s model of HRM as applied to the organization....................................3
1.2 Comparison on the differences between Storey’s definitions of HRM, personnel and IR
practices...........................................................................................................................................4
1.3 Implications for line managers and employees of developing a strategic approach to HRM...6
Task 2...............................................................................................................................................7
2.1 Explanation on how a model of flexibility might be applied in the organization.....................7
2.2 Discussion on the types of flexibility that may be developed within the organization.............8
2.3 Assessment on the use of flexible working practices from both the employee and the
employer perspectives...................................................................................................................10
2.4 Impact of the changes in the labor market that have had on flexible working practices of the
organization...................................................................................................................................10
Task 3.............................................................................................................................................12
3.1 Evaluation of the different forms of discrimination taking place in the workplace................12
3.2 Discussion on the implications of equal opportunities legislation for an organization...........13
3.3 Comparing the approaches to managing equal opportunities and managing diversity in view
of Morrisons...................................................................................................................................14
Task 4.............................................................................................................................................15
4.1 Identifying and comparing the performance management methods used in the organization 15
4.2 Assessment of the approaches used in managing employee welfare in the organization........16
4.3 Discussion on the implications of health and safety legislation on human resources practices
.......................................................................................................................................................17
4.4 Evaluation of the impact of another topical issue on human resources practices....................17
Conclusion.....................................................................................................................................18
Reference List................................................................................................................................19
2

Task 1
1.1 Explanation on Guest’s model of HRM as applied to the organization
David Guest’s model of HRM has six dimensions. All these dimensions are meant to improve
the HRM practices at an Organization. Applying all these practices to the business objectives and
strategic goals of Morrisons, we get a full view of the HRM practices at Morrisons via the Guest
model. Morrisons is one of the biggest retail organizations in the UK.
HRM strategy- Morrisons did not have a clear-cut HRM department before 2007 and the
workers were managed by a large group of people who acted as the managers. When Norman
Pickavance joined the company in 2007 he took the initiative to form a separate HRM
department (Jiang et al. 2012, p.1270). One of the main HRM problems that Morrisons is facing
is regarding its ‘out-of-date’ internal systems. It has to replace those with the new ones.
Morrisons made a contract with Oracle to supply Enterprise Resource Planning (ERP). It
included supply chain, finance, logistics, and distribution and so on, but it failed to deliver on its
commitments. It has also been facing a problem of providing systems to all the staff. They
actually bought previous generation software for its service system and that eventually led to a
monolithic condition.
Figure 1: Guest Model
(Source: Van De Voorde et al. 2012, p.399)
3

HRM practices- Morrisons has been facing a lot of management issues with its HRMs and the
HRM department always get no answers to the queries of the employees. Delay in delivery
process and in the management of problems have also come up has a huge problem for
Morrisons. However the store managers are efficient and well equipped with different modern IT
facilities. David Potts said: “There is a lot more we plan to do. We will keep investing in
becoming more competitive and improving the shopping trip.”
HRM outcomes- The outcomes have not been very good for Morrisons so far but it has been
improving gradually from 2007 onwards. The chief Executive of Morrisons says that The
Bradford-based supermarket chain has reported a rise of 1.6% in like-for-like sales excluding
fuel for the 13 weeks to 30 October (Latorre et al. 2016, p.123).
Behavior Outcomes- Morrisons is lucky to have a strong net work of different store managers
whose behavior with the customers make a smooth way for different financial and goods
transactions.
Performance outcomes- It has employed 5000 new employees to improve the customer service
system. During 2016, Morrisons invested over £370m into the customer offer. It cut prices of
key commodities and everyday items. It is also focusing on ‘Made by Morrisons’ products, such
as fresh quiche and freshly baked Coburg Cob bread and so on.
Financial outcomes- Morrisons has cut its prices by 1% during the last quarter in 2016. Total
sales excluding fuel fell 1.2% during the third quarter as a reflection of the impact of
supermarket closures. It has also reached over 50% of British households. Morrisons has also
reduced its online losses.
1.2 Comparison on the differences between Storey’s definitions of HRM,
personnel and IR practices
HRM is a distinctive approach to employment management which seeks to achieve competitive
advantage through the strategic deployment of a highly committed and capable workforce, using
an array of cultural, structural and personnel techniques (Storey, 1995).
There are many differences between the definitions of HRM, personnel and IR practices adopted
by Morrisons in developing itself and achieving competitive advantage.
1. Personnel focus on careful decoration of written contracts. On the other hand, HRM tries
to go beyond the contract. Morrisons cannot improve its competitive advantage by only
employment management itself.
4

2. HRM department tries to evaluate whether a project can be delivered or not on practical
grounds. On the contrary personnel only devise clear cut rules. Morrisons has a very
capable workforce but its financial management system has been poor and it wasted a lot
of time in buying traditional software systems and managing the organization in a
monolithic way. Therefore the HRM department has to look into the deliverability of the
projects (Clinton, M. and Guest, 2013, p.540).
3. The definition also highlights on “strategic deployment of a highly committed and
capable workforce” but remains silent on the different ways and steps that are a must in
order to achieve this distinction. Selection is a fully separate task for Personnel. On the
other hand, this is an integrated process for HRM. Personnel led management action is
based on procedures. On the other hand, HRM focuses on business need (Barak, 2013,
p.143).
4. Corporate plan follows Personnel whereas HRM is integrated with strategy. “Using an
array of cultural, structural and personnel techniques” does not ensure competitive
advantage as the decisions of ERs on CSR (Corporate Social Responsibility) is one of the
major things in IR relations. This point made by Storey would only be effective when the
decisions of ERs will be practical and there will be a link between the training and
development methods and the requirements.
5. Personnel works slower than HRM as far as decision making is concerned and in
Morrisons this has been the scenario for a long time.
6. Personnel focus on just labor management while HRM focuses on customer.
7. Personnel management’s role is transactional; on the other hand HRM focuses on
transformational leadership (Vermeeren et al. 2014, p.180).
8. Personnel maintain indirect communication with the leadership. On the other hand,
HRM’ communication approach is direct. Personnel believe in fixed grade pay while
HRM believes in performance related pay. Job design is based on division of labor with
Personnel while HRM emphasizes on teamwork.
5

1.3 Implications for line managers and employees of developing a strategic
approach to HRM
The implications for the line managers at Morrisons in the development of a strategic approach
to HRM are many and those are linked to different development projects of the organization as
well.
1. The line managers are actually involved in day-to-day people management. At Morrisons
the Line managers actually carry forward the designs and plans proposed by the
leadership through the ground workers.
2. At Morrisons the cost of delivery and transport is huge and the line managers play a
crucial role in managing these costs very effectively.
3. If the line managers are assisted with the required technologies they can manage different
situations technically (Cascio, 2015, p.425).
4. In the management of different types of work on the ground level, the line managers play
a crucial role. They divide and allocate the job properly and also monitor and examine the
work process.
5. In a retail organization like Morrison, the line managers are often the store managers who
deal with the customers directly and get the feedback of the customers.
The implications for the employees at Morrisons in the development of a strategic approach to
HRM are the following:
1. Effective leaders are always capable of forming and implementing the policies with
commitment.
2. Employees at Morrisons are also helpful in developing performance merits (Kramar,
2014, p.1080).
3. If the HRM department can support the employees at Morrison both technically and
financially, the productivity and management can be run more smoothly.
4. The HRM department and the leadership on top need to take certain welfare schemes and
give certain rewards to the employees at Morrison so that they get encouragement.
6

Task 2
2.1 Explanation on how a model of flexibility might be applied in the
organization
Flexibility is one of the most talked about term in today's workplaces. In broadening this trend in
employment relationship, an important question that arises is the effect it can have on employees
in context to the perception about the organizations. Literature suggests that in the 1980's and
1990s major changes occurred in the workplaces and in the relationship between organizations
and employees. In the past, Employees expected to remain in the relationship In the past
employees expected to remain in their jobs for a lengthy period of time and enjoyed and enjoyed
a relative level of security (Hörning, 2015, p.124). The work patterns were designed and
distributed by supervisors in the narrow tasks assigned to them. During the last decades of the
twentieth century international competition, domestic competitive pressures, technological
changes and major financial events made organizations to seek greater flexibility and
productivity as well as new strategies focused on speed, responsiveness to the changing market
conditions and innovations. This led to massive restructuring and forced organizations and
employees to renegotiate their relationship as new variables arose here in this context there are
two classical distinction of employee relationship. The old relationships were based on values of
Stable employment relationship Security, Fairness, Trust and Loyalty. The new relationship are
based on Individualism (Onyango, 2013, p.125), New Uncertain Environment, Increased risk and
Disloyalty. Legislating for flexible work places is the first step in the direction, according to HR
experts “The Fair Work Act should set award minimum standards, but legislation should not
define culture,” In advocating for a “push-pull” approach to flexibility, Morrison PLC needs to
understand “flexibility can’t be imposed as the needs of employees will be individual” until and
unless employees are allowed to define their own objectives, and develop the tools and systems
to achieve this. The challenge for HR was creating a culture and atmosphere which can suit the
purpose of the organization. in this regard of implementing workplace flexibility as that is the
need of the hour the most important task in Morrison is of the HR and it is in working with
employees to define role clarity”. The Role clarity is fundamental to an engaged, enthusiastic
employee knowing and how they contribute to an organization and understanding their
capabilities. However the role clarity should focus on outcomes, not skills and if the role clarity
is right, then it can contemporaneously set out objectives that will invigorate employees.
7

According to the case study of Morrison the objective setting needs to be more flexible, and
building them on the interests and enthusiasm of employees. and here Morrison encourages
employees to set their own objectives as authorship builds ownership. if this kind of approach is
not followed and there are many organizations with a “stereotypical approach” to flexibility and
career development are bound to be left behind in the said context (Van et al. 2014, p.1250). It
would be ideal for Morrison and its HR department to focus on advancement planning along
with career development for employees because not all desires and wants the same thing and not
every employee wants to be on the career treadmill which does not mean they are not
enthusiastic about their work and are not important employees to the organization. These are a
few important and essential aspects in bringing in flexibility in the discussed organization.
2.2 Discussion on the types of flexibility that may be developed within the
organization
As flexibility in working arrangements benefits as they often lead to increased productivity as
employees are more focused, happy and committed to their job when they are able to achieve a
work life balance. This flexibility if developed within Morrison PLC could help in reducing cost
or recruiting and inducting new employees. However some types of flexible working
arrangements require extra planning for example when an employee switches from standard full
time hours to a flexible arrangements which can have a flow on effect that requires making other
changes to staffing (Cummings, 2014, p.70). The types of flexibilities that could be inducted into
the working arrangements of Morrison PLC in the order of
Flexible working hours: Flexible working is a way of working that suits an employee’s needs,
eg having flexible start and finish times, or working from home. All employees have the legal
right to request flexible working - not just parents and careers. This is known as ‘making a
statutory application’. in order to be applicable for flexible working, employees must have
worked for the same employer for at least 26 weeks to be eligible. In this regard Employers here
Morrison PLC lie in dealing with requests in a ‘reasonable manner’. Examples of handling
requests in a reasonable manner includes: Assessing the advantages and disadvantages of the
application, holding a meeting to discuss the request with the employees and offering an
appealing process.
Compressed working schedule: A compressed work schedule generally allows an employee to
work a traditional 35-40 hour workweek in less than the traditional number of workdays. Many
8

compressed work schedule options may be negotiated in this regard. For example, a full-time
employee scheduled for 40 hours per week could work four 10-hour days instead of five 8-hour
days or, an employee could opt to work for 8.9 hours per day, and take one full day off every two
weeks (Hitt, 2013, p.124).
Job share: Job sharing is an employment matrix where two or more people are retained on a
part-time or reduced-time basis to perform a job normally and the other part fulfilled by the
others persons working full-time. Since all positions are shared thus leads to a net reduction in
per-employee income. Here the people sharing the job work as a team to complete the job task
and are equally responsible for the job workload. The compensation is appropriated between the
workers in terms of working hours, pay packages and holidays equally.
Telecommuting and working from their preferred destinations: Telecommuting is a work
arrangement in which employees do not commute or travel by any kinds of transport to a
centralized place of work, such as an office building, warehouse or store. The concepts of
"telecommuting" and "telework" are closely related but there is a subtle difference between the
two. All the types of technology-assisted work conducted outside of a centralised work space
which includes work undertaken in the home and outside calls, these are regarded as timework.
Telecommuters often maintain a traditional office and usually work from an alternative work site
from 1 to 3 days a week. Telecommuting refers more specifically to work undertaken at a
location that reduces commuting time. These locations can be inside the home or at some other
remote workplace, which is facilitated through a broadband connection, computer or phone lines,
or any other electronic media used to interact and communicate (Scott and Davis, 2015, p.147).
Part time work: Providing arrangements for mature aged workers, Part Time work does not
have any kind of official definition of a part-time worker, apart from it a part-time worker works
fewer hours than a full-time worker. A full-time worker generally works at least 35 hours a week
in the UK. The rights of part-time workers are legally protected by (Prevention of Less
Favorable Treatment) Regulations 2000. There are Different types of part-time working, the
Term-time working and job sharing are both forms of part-time working. Members who work
under such arrangements have the same rights as other part-time workers.
9

2.3 Assessment on the use of flexible working practices from both the
employee and the employer perspectives
Benefits of the flexible work policies on the employees are that it enables them to take time off
for their family activities like appointments for doctors, children's activities and all sorts of life
moments. This enables everyone in the team to have same flexibility and everyone pitches in to
help out when someone is away instead of resentment or isolation enabling in more connected
and more supportive team. The benefits of flexible work policies on the employer is that it
enable workers in having a more productive workforce (Kossek and Thompson, 2016, p.255),
which have been depicted in various case studies which show that telecommuters are more
productive than their office counterparts. This enables in continuing firms with business in times
of uncertain and adverse business conditions centrally located one of these events which could
have slowed down or even stopped the daily business operations. It enables firms in having
wider talent pool, because the flexible work policies enables the employer in employing the best
people from all around the globe
2.4 Impact of the changes in the labor market that have had on flexible
working practices of the organization
In the recent years as the labor unions have gained strength the effect of flexible working pattern
is necessary as the labor unions focus on employee satisfaction and this enables the employees
along with the labor organization in reaching desired objectives. This way it impacts the labor
market of the organization and willingness to work for firms according to their convenience
therefore enriching the talent pool for the companies. It makes people available for work who
otherwise wouldn't have been available if flexible practices were not introduced in the
organization (Ramsdal, 2016, p.178). This also enables in gathering of labor from other places in
the world where it is cheap this can have a negative impact on the country's labor market as then
the people within the country are looking for job will remain unemployed but is profitable to the
company as it will lead to reduction of their costs and liabilities and enable them in function
efficiently. The other effect of flexible pattern of working which is positive in nature for the
labor market is that supposedly the firms are not being able to employ people in the payroll but
have to continue hiring people to carry on with production and there are people looking for jobs
in this regards part-time working for firms can both benefit the firm and also the labor market in
the country reducing the unemployment factor for it (Dancaster, 2014, p.180). Finally flexible
10

working practices enables in maintaining healthy and happy work forces in the labor market.
Similarly such policies of Morrisons effect the unison the labor union and the labor market of
the country.
11

Task 3
3.1 Evaluation of the different forms of discrimination taking place in the
workplace
Discrimination at workplace can be of several types. Some forms of discrimination may be more
visible, while the others are less.
Discrimination by Race- Race Relations Amendment Act (RRAA) 2000 has brought the whole
of the public sector in the UK within the scope of race discrimination legislation, including the
police, prisons and immigration services. Its main purpose is to combat institutional racism and
to promote equality. Public bodies will have to examine their career structures and their
workforces and account for the lack of black people in senior positions (Cooke and Saini, 2015,
p.630). Local authorities' regulatory, economic and social policies are also covered.
Sexual discrimination- Recent case law (October 2000) has ruled that discrimination against
lesbians and gay men at work is unlawful. The Sex Discrimination Act 1975 has been held to
cover lesbians and gay men. Employers need to ensure their policies and practices do not
discriminate against lesbians and gay men, especially in relation to harassment (including
behavior and language) and that the content of policies is drawn to the attention of employees.
Discrimination by age- The Government published a voluntary Code of Practice on Age
Diversity in 1999. The Code covers recruitment, selection, promotion, training and development,
redundancy and retirement. Employers are advised not to use phrases in job advertisements that
imply age restrictions such as "young graduates”, or “mature person” and not to make age an
integral part of the selection process. Age should not be a criterion in selection for redundancy,
or in early retirement schemes (subject to pension rules). The Code contains detailed guidance
and case studies (Marler and Fisher, 2013, p.30).
Discrimination disability- The Disability Discrimination Act (DDA) 1995 introduced new
rights for disabled people and new duties on employers and suppliers of goods, services and
facilities. There are many employees across the different sectors in the UK who are physically
disabled and cannot perform certain works as smoothly as others can, but he or she should not be
ridiculed by his or colleagues. The HRM department at Morrisons needs to take care of these
things too.
Religious Discrimination- Religion is not mentioned in the Race Relations Act. 1983 case law
ruled that "ethnic" groups possess both a long shared history and a cultural tradition of their own,
12

which they and outsiders regard as characterizing them as a distinct community. Both Sikhs and
Jews have been held to meet these requirements. However, in several cases more recently
Muslims have been held not to be an ethnic group (Nier and Gaertner, 2012, p.210). This is
because, being members of a universal faith resident in a range of world cultures they are not
considered to have a shared history.
3.2 Discussion on the implications of equal opportunities legislation for an
organization
At Morrisons, the practical implications of equal Opportunities legislation will be in the
following fields:
Pay
Equal Pay Act 1970 (EQPA) has safeguarded the rights of women, and the transgender at
workplace. Men and women should get equal pay if– (A) they are doing similar work; or (B)
they are doing work of equal value (except pregnancy). Women still only earn 80% of average
full-time male hourly earnings, while adult men's average income is almost twice that of women.
Sex Discrimination Regulations (1999) also has similar provisions. Morrisons also employs
around 125,000 employees (2014) and it is necessary for it to go against this gender
discrimination (Kirton and Greene, 2015, p.106).
Promotion Opportunities
Promotion options establish an organisational framework to reward employees for improving
their skills and adding value to their work performance. It is argued that training and
development increases organizations’ competitive edge (Bi et al. 2014, p.330). For Morrisons a
well trained, multi-skilled workforce is essential. Sex Discrimination Act 1975 ensures equal
opportunities to all. Employment segregation that results in women being relegated to the lowest
levels in an organization is a persistent problem with women tending to be concentrated in jobs
with low career ceilings.
Permanent Part-time work
Permanent part-time work is an important mechanism to provide adaptable working times and is
particularly important for women with family responsibilities since these still tend to be the
responsibility of the female members of the family. For women workers, the ability to secure
permanent part-time work was significantly greater than men in both regulated and unregulated
13

workplaces (Bratton and Gold, 2012, p.109). A greater percentage of women could access
permanent part-time work in workplaces covered by the Act.
Training
The Human Rights Act 1998, implemented in October 2000, has far reaching implications for a
wide range of public bodies, according to a report by the human rights organization, Liberty.
Access to adequate training provides a measure of power in the labor market for Morrisons
(Klarsfeld et al. 2014, p.120). Organizations providing training introduce a mechanism to
improve prospects for employees to achieve better-paid and more interesting jobs. Achieving
gender equity requires a proactive organisational approach to offering training opportunities and
rewarding acquired skills.
Occupational allocation and management procedures
Gender-based restrictions on occupational choice preclude equality of rewards and opportunities
available to women and men. A critical issue is whether particular jobs are identified as men
only, precluding women from applying for them. We identify workplaces that had men-only jobs
in 1990 and analyze whether those workplaces continued to have men only jobs in 1995. There
was no employee survey associated with the panel.
3.3 Comparing the approaches to managing equal opportunities and
managing diversity in view of Morrisons
Managing equal opportunities and diversity is a challenge for Morrisons. It has already taken
different approaches to implement these goals, such as:
1. Morrisons did not have any HRM department till 2007 and after that a new HRM
department was formed to look after the need and requirements of the organization. This
HRM approach also was added to the different management issues so that the overall
logjam can be removed (Moran et al. 2014, p.119).
2. Morrisons has also acquired new shops and granted its employees rewards so that they
feed more comfortable.
3. Apart from that Morrisons also had discussions with the ERs and the CSR on the issue of
replacing the traditional set up and do away with the monolithic system of management
(Wrench, 2016, p.104).
4. As mentioned above the legal duties have all been abided by Morrisons through the HRM
department.
14

Task 4
4.1 Identifying and comparing the performance management methods used in
the organization
EFFECTIVE TOOL OF PERFORMANCE MANAGEMENT OF A COMPANY lies in
planning developing rating and rewarding employees and Morrison follows the similar
procedures in evaluating performances of their employees and the organization as a whole
Planning: requires Effective managers to plan their work in time.
Planning initiates setting performance expectations and goals for groups and individuals to
channel their efforts toward achieving organizational objectives and Getting employees involved
in the planning process in understanding of the goals of the organization and what needs to be
done in order to achieve it.
Regulatory requirements for planning employee's' performance include establishing the elements
and standards of their performance appraisal plans where Performance elements and standards
should be measurable, understandable, verifiable, equitable, and achievable. in which employees
are held accountable as individuals for work assignments or responsibilities. Employee
performance plans needs to be flexible in nature so that they can be adjusted for changing
program objectives and work requirements (Van Dooren, 2015, p.126).
Monitoring: Monitoring is the mean of consistently measuring performance and providing
ongoing feedback to employees and work groups on their progress in reaching the goal.
Regulatory requirements for monitoring performance include conducting progress reviews with
employees in regards to their performance which is then compared against their elements and
standards. Ongoing monitoring provides the supervisor the opportunity to check on how well
employees are meeting predetermined standards and to make changes to unrealistic or
problematic standards. And by monitoring supervisors can identify unacceptable performance at
any time during the appraisal period and provide assistance to address such performances.
Developing: Requires evaluating and addressing the developmental needs of their employees.
and which is done through the instance and means of increasing the capacity to perform through
training, giving assignments that introduce new skills or higher levels of responsibility,
improving work processes, or other methods (Cushman, Lewis and Landguth, 2014, p.850).
Providing employees with training and developmental opportunities encourages good
performance, strengthens job-related skills and competencies, and helps employees keep up with
15

changes in the workplace, such as the introduction of new technology. Carrying out the processes
of performance management provides an excellent opportunity for supervisors and employees to
identify developmental needs. While planning and monitoring work, deficiencies in performance
become evident and should be addressed. in this regard the organization Organizations need to
know who their best performers are.
Rating: Within the context of formal performance appraisal requirements, rating means
evaluating employee or group performance against the elements and standards in an employee's
performance plan and assigning a summary rating of record. The rating of record has a bearing
on various other personnel actions, such as granting within-grade pay increases and determining
additional retention service credit in a reduction in force (Smolianov et al. 2015, p.20).
Rewarding: Rewarding means recognizing employees, individually and as members of groups,
for their performance and acknowledging their contributions to the agency's mission. A basic
principle of effective management is that all behavior is controlled by its consequences.
4.2 Assessment of the approaches used in managing employee welfare in the
organization
There are five approaches in assessing employee performance in an organization and Morrisons
PLC uses a combination of all of these approach in managing and assessing the employee
welfare
The comparative approach were it compares the welfare issues of the a particular employees in
respect to the other employes of this organization and other organisations The behavioral
approach this is the approach where the behavioral concerns of the employees are addressed and
reviewed in assessing the performances and the welfare issues of the employees of the
companies and issues related to their welfare and the welfare of the country in turn ( Armstrong,
2014, p.125).
The result approach is in regard to review and assess the conditions of the end procedures that
have been taken in regards to increase welfare of employees of the organisation and taking
corrective measure if not resolved,
The quality approach is measuring the quality of services and working standards that are being
provided to the employees and the standards that the workforce is facing and what upgradation
that needs to be don in order to increase the worker standards.
16

4.3 Discussion on the implications of health and safety legislation on human
resources practices
The Care Act 2014 has incorporated different aspects of managing health and safety measures at
workplace (Skocpol and Jacobs, 2013, p.187). The HRM department at Morrisons needs to take
into consideration the following things:
1. Care and Support planning- the HRM at Morrisons needs to frame a panel that will
monitor the different aspects of health and safety measures at workplace. The act ensures
that the Organization must provide information regarding health issues, take preventive
actions in time and a sum has to be allocated for the employees health.
2. Health and Social Care Act 2012 has provisions for punishment if the appropriate health
and safety measures are not taken.
3. The Health and Social Care Act also gives permission to the local bodies and with their
approval the organizations the power to raise fund and implement health and safety
measures.
4. The HRM also needs to look at the hygiene and cleanliness at workplace for the workers.
All these practices are prescribed by legislations, but at the same time there are some gaps
experienced by staffs as well as service users. It may happen that a respective HRM support
cannot maintain all of these prospects according to situations.
4.4 Evaluation of the impact of another topical issue on human resources
practices
Another topical issue that has been in focus as far as HRM is concerned is the behavior of the
employees. In the fast changing world people have become more and more self centered and so
are the employees. Many of them are not at all concerned about others or issues relating to
others. Fragmentation is perhaps the reason. It has become more and more impossible for the
employer to terminate an employee even if the employee lacks enough skill or credentials
(Kehoe and Wright, 2013, p.380). The HRM department often comes under scrutiny for
recruiting inappropriate people. This happens because many universities do not have well
facilities that help the students know about the practical challenges in the workfield. This leads to
a awkward situation as the newly recruited people do not know much about the practical
situations and try to apply bookish methods to solve the existing problems (Ulrich, 2013, p.147).
17

Conclusion
There are many challenges and opportunities in managing human resources. Those have been
expressed in the assignment. Having taken into consideration all the legal and ethical points with
regard to Morrisons, we may say that there are many gaps in those steps as well. Those gaps can
also be bridged only when there is active participation of the people and the management
concerned. Every coming day brings a new challenge to the HRM department of any
organization.
18

Reference List
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Barak, M.E.M., 2013. Managing diversity: Toward a globally inclusive workplace. Sage
Publications.
Bi, J., Lee, H.S. and O'Mahony, M., 2014. Estimation of Thurstonian Models for Various
Forced‐Choice Sensory Discrimination Methods as a Form of the “M+ N” Test. Journal of
Sensory Studies, 29(5), pp.325-338.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Cascio, W.F., 2015. Strategic HRM: Too Important for an Insular Approach. Human Resource
Management, 54(3), pp.423-426.
Clinton, M. and Guest, D.E., 2013. Testing universalistic and contingency HRM assumptions
across job levels. Personnel Review, 42(5), pp.529-551.
Cooke, F.L. and Saini, D.S., 2015. From legalism to strategic HRM in India? Grievance
management in transition. Asia Pacific Journal of Management, 32(3), pp.619-643.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage
learning.
Cushman, S.A., Lewis, J.S. and Landguth, E.L., 2014. Why did the bear cross the road?
Comparing the performance of multiple resistance surfaces and connectivity modeling methods.
Diversity, 6(4), pp.844-854.
Dancaster, L., 2014. Work-life balance and the legal right to request flexible working
arrangements. South African Journal of Economic and Management Sciences, 9(2), pp.175-186.
Hitt, W.D., 2013. The learning organization: some reflections on organizational renewal.
Employee Councelling Today.
Hörning, K.H., Gerhardt, A. and Michailow, M., 2015. Time pioneers: Flexible working time
and new lifestyles. John Wiley & Sons.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 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.
19

Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices
on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Kirton, G. and Greene, A.M., 2015. The dynamics of managing diversity: A critical approach.
Routledge.
Klarsfeld, A., Booysen, L.A., Ng, E., Roper, I. and Tatli, A. eds., 2014. 9.78 E+ 12: Country
Perspectives on Diversity and Equal Treatment. Edward Elgar Publishing.
Kossek, E.E. and Thompson, R.J., 2016. Workplace Flexibility: Integrating Employer and
Employee Perspectives to Close the Research–Practice Implementation Gap. The Oxford
Handbook of Work and Family, p.255.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach?. The International Journal of Human Resource Management,
25(8), pp.1069-1089.
Latorre, F., Guest, D., Ramos, J. and Gracia, F.J., 2016. High commitment HR practices, the
employment relationship and job performance: A test of a mediation model. European
Management Journal.
Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human
resource management. Human Resource Management Review, 23(1), pp.18-36.
Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge.
Nier, J.A. and Gaertner, S.L., 2012. The challenge of detecting contemporary forms of
discrimination. Journal of Social Issues, 68(2), pp.207-220.
Onyango, F.K., 2013. An investigation into the factors influencing usage of flexible working
arrangements in organizations in Kenya: a case of Sony sugar company (Doctoral dissertation).
Ramsdal, H., 2016. Flexible organizations and the new working life: A European perspective.
Routledge.
Scott, W.R. and Davis, G.F., 2015. Organizations and organizing: Rational, natural and open
systems perspectives. Routledge.
Skocpol, T. and Jacobs, L., 2013. The Affordable Care Act will make health coverage more
affordable and more accessible for millions of Americans. LSE American Politics and Policy
(USAPP) Blog.
20

Smolianov, P., Murphy, J., McMahon, S.G. and Naylor, A.H., 2015. Comparing the practices of
US Soccer against a global model for integrated development of mass and high-performance
sport. Managing Sport and Leisure, 20(1), pp.1-21.
Ulrich, D., 2013. Human resource champions: The next agenda for adding value and delivering
results. Harvard Business Press.
Van Atteveldt, N., Murray, M.M., Thut, G. and Schroeder, C.E., 2014. Multisensory integration:
flexible use of general operations. Neuron, 81(6), pp.1240-1253.
Van De Voorde, K., Paauwe, J. and Van Veldhoven, M., 2012. Employee well‐being and the
HRM–organizational performance relationship: a review of quantitative studies. International
Journal of Management Reviews, 14(4), pp.391-407.
Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public
sector. Routledge.
Vermeeren, B., Kuipers, B. and Steijn, B., 2014. Does leadership style make a difference?
Linking HRM, job satisfaction, and organizational performance. Review of Public Personnel
Administration, 34(2), pp.174-195.
Wrench, J., 2016. Diversity management and discrimination: Immigrants and ethnic minorities
in the EU. Routledge.
21