Comprehensive Report on Human Resource Management: UK & India

This report provides an in-depth analysis of human resource management, focusing on employee training and development, including on-the-job and off-the-job methods like coaching, apprenticeships, and simulations. It explores various learning styles such as VARK, Kolb, and 4MAT models, as well as learning levels based on Bloom's Taxonomy. The report also examines performance management practices, including performance appraisal techniques like 360-degree feedback and management by objectives. Furthermore, it delves into employee legislation and laws in both the UK and India, covering contracts, data protection, disciplinary processes, equality, and termination of employment. The report emphasizes the importance of these elements in fostering a happy and safe work environment, contributing to both employee and organizational success.

1
Build
Your
Busin
ess by
Buildi
ng
your
Peopl
e
Managing Human Resource

Executive Summary
This report focusses on managing human resource of the organization. This
report has in-dept understanding of functions of human resource and also
includes expanded information of handling human resource comparing to
last presentation. This study mainly focusses on 4 points which are different
types of training and development of an employee, learning styles,
approaches of an employee, performance management and performance
appraisal methods and the most important topic i.e. Laws and Legislations
of UK and India, so that the employee should feel happy and safe working in
any company.
2

Table of Content
1. Introduction……………………………………………………………………………………4
2. Training and Development………………………………………………………………4
2.1. On the Job Training…………………………………………………………………..5
2.2. Off the Job Training…………………………………………………………………..6
3. Effective Learning Styles, Models and Levels…………………………………….7
3.1. Learning Styles and Models……………………………………………………….7
3.1.1. VARK Learning Style………………………………………………………7
3.1.2. Kolb Learning Model…………………………………………………….8
3.1.3. 4MAT Learning Model…………………………………………………..8
3.2. Learning Levels………………………………………………………………………….8
4. Performance Management……………………………………………………………….9
4.1. Effective Practice and Approach of Performance Management….9
4.2. Performance Appraisal………………………………………………………………9
4.2.1. Continuous 360-Degree Feedback………………………………….10
4.2.2. Psychological Appraisal………………………………………………….10
4.2.3. Management by Objectives (MBO)…………………………………
10
5. Employee Legislations and Laws in India and UK…………………………………
10
5.1. Employee
Contract……………………………………………………………………..10
5.2. Data Protection………………………………………………………………………….11
5.3. Disciplinary Processes…………………………………………………………………
11
5.4. Equality and Diversity…………………………………………………………………11
5.5. Termination/Change of Employment Terms……………………………….11
6.
Conclusion………………………………………………………………………………………….12
7. References…………………………………………………………………………………………13
3

1. Introduction
Human resource development is important for human resource management,
employee individual growth, and organizational development. Employee
development is also known as human resource development, and it is a
continual process that analyses, forecasts, and projects the organization's
future human resources (Haritha and Reddy, 2017). Human resource
management is a range of work practices related to people, and one of those is
employee training. Some administrators and researchers have discovered that
employee training is not only an important motivation for employees'
constant growth, but it also ensures the company's long-term success. As a
result, it is essential to consider human resources from the point of employee
training (Zhang et al., 2019). The concept of learning styles relates to the idea
that different people learn in unique ways. The concept of learning styles has
grown in popularity in recent decades. Traditionally, learning styles have been
evaluated mostly through surveys and questionnaires that allow employee to
self-evaluate their own behaviors. This advancement is appropriate for the
traditional company environment, where it is difficult to watch and analyze
employees’ preferences during the learning process (Truong, 2016). The
achievements or difficulties faced by the company are dependent on the
success of its employees. Performance management is concerned with
ensuring that employees have support and advice which they require to
develop and improve themselves. As a result, organizational leaders must
acknowledge the significance of training and development in employee
performance and appraisal (Walters and Rodriguez, 2017).
2. Training and Development
Employee training, as one of the main strategies for a company to increase its
competitive strength, is important to a company's performance, existence, and
growth. Employee training increases work attitudes, employees' working
4

abilities, and employees' work performance, as well as the knowledge and
technology required by companies. Employee training is a systematic method
that teaches employees how to enhance their knowledge, skills, or behaviors
by implementing a useful program that aims to increase their work
performance and business performance (Akida, et al., 2021). Employee
development and training are commonly believed to enhance a range of
company results, including customer outcomes. Theory and considerable
evidence, show that training outcomes varies by size of the business and with
bigger firms which benefits more (Lee, 2020).
Few methods of training are: -
2.1) On the Job Training: -
On-the-job training occurs when employees are instructed during their regular
working hours in a practical situation. It is the most cost-effective approach of
employee training. This is also known as learning through experiencing. On-
the-job training is a means of developing a worker's abilities via hands-on
experience (Sree and Basariya, 2019).
A) Coaching and Mentoring: -
Coaching and Mentoring Training helps employers to improve their
connections with their team members by providing constant and
supervised training. It is intended for corporate personnel who want to
improve their coaching or mentoring abilities at any level of the
organization (Hilali et al., 2020). For example, an employee needs a
good coach and mentor to guide and train the employee for achieving
goals and also to develop the skills.
B) Apprenticeship: -
Apprenticeship is a learning approach that teaches an appropriate
manner of learning and doing tasks, overcoming difficulties, and
managing difficult situations. The apprenticeship training program lasts
3-4 years, or until the worker is an expert in his profession
(Ezenwakwelu, Egbosionu and Okwo, 2019). For example, when an
5

employee studies under the supervision of a senior. He is assigned to
learn by observing the senior performing the activities.
C) Internships: -
An internship is a limited-time period of work experience provided by
the company. Internships are often taken on by students and graduates
seeking to develop skills and experience in a certain area. Employers
gain from these placements since they frequently hire from their top
interns, who have shown skills, saving time and money in the end
(Goplani, Gupta and Sabhani, 2020). Usually students from Hospitality
management college receive this type of training in hotels so that they
get hands on learning about their future career.
D) Job Rotation: -
Job Rotation means the employees are transferred from one position to
another inside the company itself. Job rotation is a type of job design in
which employees learn job skills from different sections of the company
and, by changing up the activities, the tiredness caused by repeated job
tasks (Salih and Al.Ibed, 2017).
2.2) Off the Job Training: -
Off-the-job training refers to training that takes place outside of the
workplace. The working environment is replicated and used for training
purposes. As a result, this practice is also known as vestibule training. In
most cases, this form of training is followed for new employees. Employees
with no prior understanding of the company's operations, and the lacks the
necessary abilities for the current situation job. When a big number of
employees need to trained, off-the-job training is the best choice (Sree and
Basariya, 2019).
A) Role Play Method: -
For a long time, role-playing has been acknowledged as a learning method.
The goal of role playing is to allow a person to practice a skill or talent that
they want to improve. Applying what you've learned in a simulated
environment assists you to be more productive and at easy in a real-world
6

issue. A student may practice numerous things at once using role play,
receive real-time feedback, and change their behavior very quickly (Cohen,
2020).
B) Case Study Method: -
Cases are often organized around one or more challenges or issues that
companies have experienced in the past or likely to face in the future. Case
studies do not provide success stories, but rather explain a difficult situation
so that trainees may research and apply their case study experience to their
own work. Case studies require focused attention as well as the greatest
language and communication skills (Education, 2021).
C) Simulation: -
Many studies have shown that simulation training produces the best
learning outcomes because it gives a realistic, engaging experience in the
context of the learner's professional position. A simulation-based learning
environment provides a secure environment for organizations to assist their
employees in acquiring the necessary skills (North-Samardzic and Witt,
2019).
3) Effective Learning Styles, Models and Levels: -
Learning is defined as the process of increasing one's ability to act. It may be
defined as the change of behavior because of result from experience. Learning
is an increase in knowledge or a higher degree of an existing skill. Learning is
not simply having a new insight or a new idea. Learning occurs when employee
take effective action or when employee detect and correct mistake (Aga,
2020).
3.1) Learning Styles and Models: -
3.1.1) VARK Learning Style: -
7

A popular method of categorizing learners which was made in 1987 by
Neil Fleming is the VARK learning style which stands for Visual, Audio,
Reading and Kinesthetic (Cherry, 2019). As per this learning style, Visual
learners are one who learn by seeing and observing pictures, diagrams
and much more. One who learn through seeing and observing,
understand information easily. Audio learners are one who learn better
by listening. These learners would prefer listening a lecture rather than
reading notes and they also prefer reading loud to themselves. Reading
learners are one who prefer learning by written notes. These types of
learners often read books, articles or write in diaries. Kinesthetic
learners also known as tactile learners are one who learn from their
experience (Malvik, 2020).
3.1.2) Kolb Learning Models: -
The experiential learning theory is another term for this learning
approach. In this model, David A. Kolb proposed that this learning
is cycle involves four stages: concrete learning, reflective observation,
abstract conceptualization, and active exploration. In first stage, the
learner either discovers something new or goes through a variant of an
established experience. This leads to the following stage, in which the
learner reflects on the experience. The learner's own understanding is
entirely responsible for his or her understanding of this experience.
Based on this knowledge, the learner engages in abstract
conceptualization, which results in the formation of new concepts or the
modification of old ones. Everything that has been learned in the
previous three steps is reflected in the last level which is active
exploration (Ho, 2020).
3.1.3) 4MAT Learning Model: -
The 4MAT learning model is a Kolb model extension. It does, however,
show four distinct learning styles: analytical, imaginative, dynamic, and
common sense. According to this model, persons who rely their learning
on experiences are considered common sense learners. These
experiences are created by imaginative learners, while analytical
learners apply and enhance the concepts as well. Dynamic learners
8

employ all of the processes, but they primarily focus their learning on
their own understanding (AlSaleem, 2019).
3.2) Learning Levels: -
Bloom's Taxonomy of the Cognitive Domain, updated in 2001 by
Anderson and Krathwohl, is divided into six categories, beginning with
the most basic level Remember, Understand, Apply, Analyze, Evaluate
and ending with Create. In Level 1, learner is able to recall learned
material from facts to theories. Following to it, the learner needs to
understand the material by explaining the concepts that a learner has
learned. The learner has to now apply their knowledge with the familiar
situation for better learning. The learner needs to analyze and break the
information for better understanding and then evaluate the information
and its validity. The last level which is to create new information from
the existing information (Carr, 2019).
4) Performance Management: -
Performance management is the design of system, process, and practices that
continuously and sustainably monitor and utilize the performance of
employees and teams. Managing performance includes performance planning.
Employees may track individual and project performance in relation to
company goals and plans with the use of performance management, which
displays numbers for key performance indicators. The goal of performance
management is to create a culture in which employees and group take
ownership of the ongoing development of business operations as well as their
own abilities and talents (Awan et al., 2020).
4.1) Effective Practice and Approach of Performance Management: -
Employers put a high priority on effective staff management. According to
research, good management increases employee engagement, productivity,
and encourages staff growth. Good management is a continuous process
that needs continual and constant attention (Towler, 2019).
9

4.2) Performance Appraisal
Performance appraisal is a significant tool for human resource since it
achieves the organization's primary goal of developing people by assessing
the employee’s quality. There are several methods of performance
appraisal depending on the type of company, the size of the company, and
the time period in which it is implemented. There are several techniques for
measuring employee performance appraisal, however some of these
approaches are not effective in certain situations (Singh, 2015).
4.2.1) Continuous 360-degree Feedback
Continuous feedback helps employees understand what is expected
from them and builds trust between staff and employers. Employees are
three times more likely to feel encouraged `and motivated to perform good
work when managers provide regular feedback. Feedback, should be
delivered via a 360-degree, holistic viewpoint (Avature, 2020).
4.2.2) Psychological Appraisal
Companies generally use this to judge an employee's potential for future
success rather than previous performance. This appraisal approach is used
to identify an employee's rational, emotional, intellectual, motivational, and
other traits that are necessary to predict his or her future performance
potential (KissFlow, 2020).
4.2.3) Management by Objectives (MBO)
Management by objectives (MBO) is an appraisal process in which
administrators and staff collaborate to create, plan, organize, and discuss
goals to focus on during a particular appraisal period (KissFlow, 2020).
5) Employee Legislations and Laws in India and UK: -
5.1) Employee Contracts
UK: - Employment Rights Act, 1996 - The most common type of employment
contract is an "open-ended" contract that may be terminated with notice. An
employment contract does not have to be in paper; it can be partially written
and partially oral (L&E Global Knowledge Centre, 2020).
10

India: - Indian Contract Act, 1872 - In view of the Indian Constitution and the
provisions of the Indian Contract Act, 1872 ("Contract Act"), courts have
generally held that, despite an existing agreement between the employer and
the employee, the right to wellbeing of the employees must take priority over
the interest of the employer.
5.2) Data Protection
UK: - Data Protection Act, 2018 - The General Data Protection Regulation
(GDPR) is being implemented in the United Kingdom by the Data Protection
Act 2018. The Data Protection Act of 2018 governs how organisations,
businesses, and the government utilise your personal information.
India: - The Personal Data Protection Bill, 2019 - This is the India's first law
completely dedicated to data privacy and protection. It addresses the following
topics: Notice and prior consent requirements for the use of individual data, to
secure the use of individuals' personal data and a separate authority named
the Data Protection Authority of India (DPA) would be established.
5.3) Disciplinary Processes
UK: - Disciplinary procedures describes how an employer will handle
disciplinary matters. They should include a disciplinary hearing and express
your side of the situation. There should also be an opportunity to appeal any
disciplinary action taken by your company.
India: - The employee's behavior or violation of responsibility to penalize him
for his misconduct as determined by the appropriate statutory norms or
legislation.
5.4) Equality and Diversity
UK: - The Equality Act of 2010 legally protects people from workplace and
societal discrimination.
India: - According to Article 14 of the Indian Constitution, the State shall not
deny to any individual equality before the law or equal protection of the laws
within the territory of India.
11

5.5) Termination/Change of Employment Terms
UK: - When any side terminates the contract, the law requires both the
employee and the employer to provide notice of termination of employment.
India: - In India, there is no set procedure for terminating an employee. An
employee may be dismissed in accordance with the conditions of the particular
labor contract signed by the employee and the employer.
6) Conclusion
It can be concluded that managing Human Resources is a difficult task that
should be handled carefully. Every employee plays an important role in every
organization. Therefore, its company’s responsibility to motivate and train
their employees regularly. Performance appraisals such as feedback,
motivation theories etc. can be used to assess the employee’s performance.
Government regulations also helped in making laws and regulation for
employees as well as employers.
12

Word Count: - 2391
13

7) Reference: -
Aga, G. (2020). Role of Human Resource Management in Learning and
Development: Exploring Learning Theories and Styles. INTERNATIONAL
JOURNAL OF MULTIDISCIPLINARY RESEARCH AND TECHNOLOGY,
1(2), p.49.
Akida, R., Yussuf, S. and Ussi, A. (2021). Effects of Training Materials and
Methods on the Performance of Employee of the Commission for Land in
Zanzibar. Journal of Human Resource Management, 9(2), p.43.
AlSaleem, B. (2019). The 4mat Model in English Language Teaching. Arab
World English Journal, 10(4), p.114.
Avature. (2020). Five Best Practices for Performance Management. [online]
Available at: https://www.avature.net/blogs/five-best-practices-for-
performance-management/ [Accessed 27 Jan. 2022].
Awan, S., Habib, N., Shoaib, C. and Naveed, S. (2020). Effectiveness of
Performance Management System for Employee Performance Through
Engagement. SAGE Open, 10(4), p.215824402096938.
Carr, L. (2019). The Six “Levels” of Learning | Faculty Ed Solutions. [online]
Faculty Ed Solutions. Available at: https://facultyedsolutions.org/the-six-levels-
of-learning/ [Accessed 27 Jan. 2022].
Cherry, K. (2019). Are You a Visual, Auditory, Reading/Writing, or Tactile
Learner? [online] Verywell Mind. Available at:
https://www.verywellmind.com/vark-learning-styles-2795156#:~:text=There
%20are%20many%20different%20ways [Accessed 26 Jan. 2022].
Cohen, D. (2020). The Art of Role Playing in Developing Management
14

Proficiency. [online] SHRM. Available at:
https://www.shrm.org/resourcesandtools/hr-topics/people-managers/pages/
book-excerpt-from-people-managers.aspx [Accessed 26 Jan. 2022].
Education, H. (2021). Off-The-Job Training Methods - Types & Examples of
Off-The-Job Training - Harappa. [online] harappa.education. Available at:
https://harappa.education/harappa-diaries/off-the-job-training-methods/
[Accessed 26 Jan. 2022].
Ezenwakwelu, C., Egbosionu, N. and Okwo, H. (2019). APPRENTICESHIP
TRAINING EFFECTS ON ENTREPRENEURSHIP DEVELOPMENT IN
DEVELOPING ECONOMIES. Academy of Entrepreneurship Journal, 25(1),
pp.1–2.
Goplani, M., Gupta, A. and Sabhani, J. (2020). A STUDY ON IMPACT OF
INTERNSHIP ON REGULAR STUDIES OF UNDERGRADUATE
STUDENTS. International Journal of Advance and Innovative Research, 7(1),
p.1.
Haritha, M. and Reddy, R. (2017). TRAINING: A KEY COMPONENT OF
HUMAN RESOURCE DEVELOPMENT INITIATIVES. International
Journal of Management Research & Review, 07(09), p.902.
Hilali, K., Mughairi, B., Kian, M. and Karim, A. (2020). Coaching and
Mentoring. Concepts and Practices in Development of Competencies: A
Theoretical Perspective. International Journal of Academic Research in
Accounting, Finance and Management Sciences, 10(1), pp.45–47.
Ho, L. (2020). 7 Different Learning Models: Which One Fits You Best? [online]
Lifehack. Available at: https://www.lifehack.org/870267/learning-models
15

[Accessed 27 Jan. 2022].
KissFlow (2020). 6 Performance Appraisal Methods that Boosts Employee
Performance. [online] Kissflow. Available at:
https://kissflow.com/hr/performance-management/employee-performance-
appraisal-method/ [Accessed 27 Jan. 2022].
L&E Global Knowledge Centre. (2020). Employment Contracts in United
Kingdom. [online] Available at: https://knowledge.leglobal.org/employment-
contracts-in-united-kingdom/ [Accessed 27 Jan. 2022].
Lee, G. (2020). Employee Training and Development as an Antecedent of Firm
Customer Capabilities: Longitudinal Moderation by Firm Size and Market
Type. Journal of African Business, 21(4), pp.462–475.
Malvik, C. (2020). 4 Types of Learning Styles: How to Accommodate a Diverse
Group of Students | Rasmussen College. [online] Rasmussen.edu. Available at:
https://www.rasmussen.edu/degrees/education/blog/types-of-learning-styles/
[Accessed 26 Jan. 2022].
North-Samardzic, A. and Witt, M. (2019). Designing a Human Resource
Management Simulation to Engage Students. Journal of Management
Education, 43(4), pp.359–395.
Salih, M. and Al.Ibed, A. (2017). Job Rotation & Its Impact on employees’
Performance: An Empirical Study among Employees at Red Sea University,
Sudan. International Journal of Scientific Research and Management, 5(7).
Singh, P. (2015). Performance Appraisal and it’s Effectiveness in Modern
16

Business Scenarios. The SIJ Transactions on Industrial, Financial & Business
Management, 03(02), pp.01–05.
Sree, V. and Basariya, R. (2019). Pros and Cons of On the Job training versus
Off the Job Training. International Journal of Scientific & Technology
Research, 8(10), pp.671–672.
Towler, A. (2019). Effective performance management: How successful
organizations manage staff | CQ Net - Management skills for everyone. [online]
CQ Net - Management skills for everyone! Available at:
https://www.ckju.net/en/dossier/effective-performance-management-how-
successful-organizations-manage-staff#:~:text=An%20effective
%20performance%20management%20system%20ensures%20that
%20individual%20and%20team [Accessed 27 Jan. 2022].
Truong, H. (2016). Integrating learning styles and adaptive e-learning system:
Current developments, problems and opportunities. Computers in Human
Behavior, 55, pp.1–2.
Walters, K. and Rodriguez, J. (2017). The Importance of Training and
Development in Employee Performance and Evaluation. World Wide Journal of
Multidisciplinary Research and Development, pp.1–2.
Zhang, L., Guo, X., Lei, Z. and Lim, M. (2019). Social Network Analysis of
Sustainable Human Resource Management from the Employee Training’s
Perspective. Sustainability, 11(2), pp.1–2.
Cover page: - https://www.officeevolution.com/
17