Human Resource Management Report: Skills, Recruitment, and Unions

This report provides a comprehensive overview of Human Resource Management (HRM) practices, focusing on key functions and their impact on organizational success. The report begins by exploring the core functions of HRM, including talent management, training, and development, and how these functions enhance employee skills and abilities. It then delves into the advantages and disadvantages of various recruitment and selection sources, such as internal and external methods. A case study of Canary Wharf highlights the benefits of HRM practices for both employees and employers, including increased profitability and productivity. The report also examines the importance of trade unions in maintaining employee relationships and outlines the key elements of employee legislation, such as anti-discrimination and health and safety regulations. Finally, the report provides a job specification for a chef position at Canary Wharf. The conclusion summarizes the critical role of HRM in aligning employee performance with organizational goals, emphasizing planning, resource allocation, and performance evaluation.

HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Function of human resource management that enhance the skills and talent of employee’s 1
P2 Advantages and disadvantage of sources of recruitment and selection.................................2
TASK 2............................................................................................................................................3
P3 Benefits to employee’s and employer through human resource practice's adopted by
Canary wharf...............................................................................................................................3
P4 Applicant of Human resource management in organisation leads to increase in profitability
and productivity..........................................................................................................................4
TASK 3............................................................................................................................................5
P5 Importance of trade unions in maintaining employee’s relationship.....................................5
P6 Elements of employee’s legislation.......................................................................................5
TASK 4............................................................................................................................................5
P7 Job specification of chef position in Canary wharf...............................................................5
CONCLUSION................................................................................................................................6
REFERENCE...................................................................................................................................7

INTRODUCTION
Human resource management is the process of hiring and managing workforce in the
organisation. HR functions are classified into two categories, that is management and specific
function. Human resource management need to keep link between these two function so that all
work force can able to work properly in all the department and all the levels of company.. It
helps the organisation's employees to enhance their skills and ability to perform specific task.
TASK 1
P1 Function of human resource management that enhance the skills and talent of employee’s
There are various functions of human resource such as management function that are
planning, organising, directing and controlling and other specific function are recruitment,
selection, training and development, compensation and talent management. There are some
functions that build up employee’s skills and knowledge are as follows:
 Talent management: It is an ability to attract large number of highly skilled employees
by inviting new workers and developing and retaining old one to meet new and current
objective of the company. It is concern with managing and coordinating different type of
people in an entity. They study the current skills, talent, character and personality of
employees so that they can able to select best candidate for the vacant job position ..
Talent includes education qualification, previous experience and skills as it is not an easy
task. If an employee stuck into wrong task will result into new hiring, training and high
turnover (Bridle, 2010). As existing qualities are identified, the talent of an individual is
motivated to achieve the organisation goal. Motivation is done in way of compensation
and other benefits. , An employee will work more than their targets, they will be
provided high wage and additional benefits like health safety and security, petrol
allowance etc.
 Training and development: Training is required when Performance appraisals
communicate that improvement is needed. When any employee is promoted, he/she
need to enhance their skill according to the job position so training programs are
organised so that they can able to learn new skills and knowledge. . It is the core function
of human resource management which ensure continuous skill development of a
employee (Afiouni, 2013). It is structured program which includes career development
programs, administer training seminars etc. Development programs are organised by the
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institution to enhance the skills and ability of employees. Some competitive jobs are
allotted by the supervisor where every worker work hard to complete the project on time
and get appreciation. Supervisor teach them how to act in difficult problens and how to
make effective decision. . These development programs help a employee to produce
more in less time (Bridle, 2010).
P2 Advantages and disadvantage of sources of recruitment and selection
They are broadly classified into two categories that are internal sources where the
employees are selected within the organisation and external sources where workers are hire from
outside the organisation.
Transfer: It is shifting of employees from one task to another. There is no large change because
the post is at same level and salary is also same.
 Promotion: Technique where the working employee is being promoted to the higher post
with high salary according to skills, knowledge and experience
 Internal advertisement: It is a technique where advertisement is given within the
company and through that vacant job are filled (Bridle, 2010).
 Casual callers: It is process in which organisation approaches their ex employees for the
current vacant post in a company that saves its time and money in searching for new
candidate.
 Employment exchange: These are recruitment agencies which are hired by the company
and ask them to find suitable candidate on behalf of them (Afiouni, 2013).
 Educational institute: Mostly fresher are being hired where the company visit to college
and university to find the knowledgeable candidate for the post.
Source Advantages Disadvantages
Internal 1. It increases the morale of
promoted employee.
2. Cost of recruitment is low.
3. People are already familiar
to the organisation so it helps
1. It limits the number of
potential employees.
2. Ignoring the fresh talent of
new candidate for a job from
outside the firm.
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them to work effectively
(Bridle, 2010).
4. No huge cost for training
and development of workers.
3. Need of management
development programs.
4. Business are already aware
about the strengths and
weaknesses of employee’s.
External 1.Outside people bring
innovative ideas to the
company.
2.Large number of applicants
are there which helps an entity
to find most eligible
candidates for the job.
3.People have wider range of
experience.
1. More expensive as compare
to internal source of
recruitment.
2.Time consumer because
there are large number of
applicants so to find most
experience and skill employee
consuming time.
TASK 2
P3 Benefits to employee’s and employer through human resource practice's adopted by Canary
wharf
Human resource practice involves recruitment, selection, development, compensation,
job design, job involvement and incentives
Benefits to employee
 Easily employee will able to attract large number of customer by providing goods
services.
 Skilled employee’s will work hard to achieve target.
 Effective working of worker will lead to achievement of personal objectives.
 Motivated employee’s will find favourable environment for better working.
 They will easily adopt the changing technology, strategies and objective (Bridle, 2010).
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 Less dispute among all the co-workers.
Benefits to employer
 Employer will trust all his/her subordinate.
 Easy delegation of authority and responsibilities.
 Reduce the work load of employer.
 Cost of recruitment will reduce as people within the organisation are capable for the
higher post.
 Organisation objective will be achieved effectively and efficiently.
 Good relation between the employee’s and employer
 Leads to increase in profitability and productivity (Bridle, 2010).
P4 Applicant of Human resource management in organisation leads to increase in profitability
and productivity.
 Flexibility in working option: In an organisation, there are different type of employees
are being hired, they have their own values, norms and believes (Afiouni, 2013). They
need to work according to their flexible working hour as this option is given by the
Canary wharf to motivate its workers.
 Payment and reward management: The company adopt the standard target payment
option where the wages are provided on the basis of production target such as the
standard performance of employee is to produce 100 units a day, if he produces, he will
be provided $100, if an employee produce beyond that he will be rewarded with
allowances so that he get motivated and work hard for organisation (Bridle, 2010).
TASK 3
P5 Importance of trade unions in maintaining employee’s relationship.
Trade unions are organised association of workers in a trade, groups of trade or
profession which are formed to protect the right and interest of employee’s (Bridle, 2010). It
plays a vital role in the professional life of workers for collective bargaining where they have a
right to have wages according to their work, employee’s welfare where they get right to treated
properly by the organisation and secure variety of benefits such as insurance and health security.
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They have. Right to be secured against unfair trade practice's such as child labour, harassment
etc.
P6 Elements of employee’s legislation
 Anti-discrimination: Civil Rights Act of 1964 prohibits discriminant in employment on
the basis of colour, race, sex, religion and ethnic origin. Americans and disabilities act
1990 prohibits discriminant in employment on the basis of disabilities (Bridle,
2010).Health and safety: HSE (health and safety executive) is the UK government body
who is responsible for enforcing health and safety in work premises. It plays a major role
in giving advice and guidance on the relevant issues. It includes safe operations and
maintenance of better working condition, safe use of machinery and inventory and
adequate training to employees to ensure health and safety (Afiouni, 2013).
TASK 4
P7 Job specification of chef position in Canary wharf
Job specification
Job title Chef
Report to Chef executive
Working hours 9:00 am 8:00 pm
Salary £280.00
Responsibilities Following the health and hygiene regulations.
 Plan and direct food preparation.
 Modify menus and create new one.
 Estimate food requirements.
 Supervise kitchen staff activities.
 Recruit and manage kitchen staff
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CONCLUSION
It can be concluded that organisation performance is analysed by employee’s
performance. Human resource management includes planning to estimate the requirement of
employees in the organisation., Assigning work and resources to them in order motivate
employees to achieve the company objective and finally evaluation of performance on basis of
standard.
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REFERENCE
Books and Journals
Afiouni, F., 2013. Human capital management: a new name for Human resource management.
International Journal of Learning and Intellectual Capital. 1(10). pp.18-34.
Armstrong, M., 2006. A handbook of human resource management practice. 10th ed. Kogan Page
Publishers.
Beattie, S. R., 2012. Understanding Human Resource Management. Employee Relations. 24(1).
pp.101-112.
Benevene, P. and Cortini, M., 2010. Human resource strategic management in NPOs: An
explorative study on managers' psychosocial training. Journal of Workplace Learning. 22(8).
pp.508 – 521.
Bridle, P., 2010. Human resource should be buried and then given a seat on the board. Human
Resource Management International Digest.18(1). pp.5 – 7.
Brooks, K. And Nafukho, M. F., 2006. Human resource development, social capital, emotional
intelligence: Any link to productivity? Journal of European Industrial Training. 30(2). pp.117
– 128.
Brown, M. L. and Posner, Z. B., 2011. Exploring the relationship between learning and
leadership. Leadership & Organization Development Journal. 22(6). pp.274-280.
Budhwar, P. and Debrah, Y., 2011. Rethinking Comparative and Cross National Human Resource
Management Research. The International Journal of Human Resource Management. 12(3).
pp. 497–515.
Cornelius, N., 2012. Human resource management: a managerial perspective. 2nd ed. Cengage
Learning EMEA.
Dimba, A. B. 2010. Strategic human resource management practices: effect on performance.
African Journal of Economic and Management Studies. 1(2). pp.128-137.
Online
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Duggan, T. 2013. Internal Factors to Consider in Human Resources Planning. [Online].
Available tHuman resourceough: <http://yourbusiness.azcentral.com/internal-factors-
consider-human-resources-planning-14978.html>. [Accessed on 23th August 2016].
Organisation performance, 2017. Available tHuman
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