Human Resource Management Report: Unit 3 - Dacia SA HRM Analysis

This report provides a comprehensive analysis of Human Resource Management (HRM) within the context of Dacia SA, an automobile company. The report begins by outlining the core roles and responsibilities of HRM, including organizational structure development, recruitment strategies, employee monitoring, training and development, and employee retention. It then delves into the strengths and weaknesses of various recruitment processes, such as internal and external recruitment methods. The report further examines the benefits of different HRM practices for both employees and employers, and evaluates the impact of HRM on productivity and profit. Additionally, the influence of employee relations and legislation on HRM decision-making is discussed, along with applications of HRM practices. The report emphasizes the importance of aligning HRM strategies with organizational goals to enhance efficiency and achieve business objectives.

Unit 3: Human Resource
Management

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BOODY...............................................................................................................................3
LO1..................................................................................................................................................3
P1: Roles and responsibilities of HRM.......................................................................................3
P2: Strength and weakness of recruitment processes..................................................................4
LO2..................................................................................................................................................5
P3: Benefits of different HRM practices for employee and employer........................................5
P4: Impact of HRM on productivity and raising profit...............................................................6
LO3..................................................................................................................................................6
P5: Employee relation impact on HRM decision making...........................................................6
P6: employee legislation impact on HRM decision making.......................................................7
LO4..................................................................................................................................................8
P7: Applications of HRM practices.............................................................................................8
CONCLUSION..............................................................................................................................10
REFERENCES................................................................................................................................1

INTRODUCTION
Human resource management is the organizational activity through which organizations tends to
improve their workforces in such a way that company’s working capabilities can be improved
(Shamim and et.al, 2016). HRM has to continuously monitor employee’s performance and
evaluate it with the organizational requirements in such a way that company is able to achieve its
targets. Automobile- Dacia SA is chosen for the analysis in this report; the company provide
automobile products to its customers on the basis of their requirements. Analysis of HRM role
and responsibilities in terms of raising organizations profit and productivity is done in this report
with the proper implementations of various HRM activities for implementing organizational
changes. With that impact of employee relation and employee legislation on HRM’s decision
making is done in this report.
MAIN BOODY
LO1
P1: Roles and responsibilities of HRM
HRM has to make sure that organization is able to achieve its organizational goals and for which
it has to continuously analyse Dacia SA’s performance in such a way company is able to achieve
its organizational goals (Strandberg, 2017). Following are the key roles which are played by
HRM.
Developing organizational structure-
It is the responsibility of HRM to make sure that company is able to achieve its
organizational goals and for which it has to develop effective structure through which
departmental activities at Dacia SA can be synchronized in such a way that problem solving time
is reduced (Ahammad, M.F., Glaister and Gomes, 2020. ). Through this effective organizational
structure HRM will increase the productivity and profitability of the organization because
through this employee’s performance will also be increased which will improve company’s
performance in front of its customers. Through this indirect involvement HRM can reduce the
chances for brand switching for customers and also increase employee’s involvement in
organizational activities which will increase their loyalty (Boon, Den Hartog and Lepak, 2019).
Recruiting New Workforces-

Recruitment is one of the main role played by HRM which is done in order to resource
the organization such that company’s productivity can be increased and with that company can
also get new employees which will provide company some new ideas for improving its
performance and creativity. These new ideas can be implemented by the organization which will
enable to reach the augmented level of customer satisfaction level which arises after the expected
level in which product is having the features which are expected by the customers. Thus
recruiting will not only provide new and creative ideas but also at the same time it will provide
organization high improved productivity (Chams and García-Blandón, 2019).
Monitoring-
This is one of the most important role of HRM because company has to improvise its
working strategy in such a way that it is able to achieve trendy customers and for which it has to
provide new products. Thus HRM has to make sure that employees are able to perform as per
organizational requirements, because if employees are not able to work as per requirements then
Dacia SA’s performance will decrease by which customer’s loyalty can be affected in a negative
way.
Training and development
Human Resource Management (HRM) has to ensure that organizational employees are having
high level of work creativity through which they are able to implement improvisations in their
working process. By which time consumptions which used to be invested in problem solving can
be reduced. Thus in order to achieve this it has to provide proper training to employees.
Employee retention
It is the responsibility of the HRM that employees are having an effective working culture in
which they are empowered to discuss the issues which they are facing during the work process.
Through this it can ensure that employee collaboration is increased and employee's loyalty
towards organization is also increased.
P2: Strength and weakness of recruitment processes
Internal recruitment- In this type of recruitment candidates for a specific organizational role
are selected from which the organization, following are the strength and weaknesses of different
recruitment methods.
Promotion-

In this step candidates are selected from within the organization and this can be seen in
the case in which employees are promoted to a higher position after they perform well in their
respective field (Boon, Den Hartog and Lepak, 2019).
Advantage-
Through this HRM is able to fulfil organizational requirements by providing a candidate which
is well aware of company’s working procedure.
Disadvantage-
Internal recruitment makes negative impact on other employees who have not achieved
advantage despite their hard work.
Ex-organizational employees-
HRM can also recruit previous organizational employees for fulfilling company’s
working procedure because by these employees are well aware of Dacia SA’s working procedure
and also since they have left the organization.
Advantage-
Ex-organizational employees can also implement their new learning for improving company’s
working procedure which will increase its creativity.
Disadvantage-
Limits organization from getting new talent with new and latest knowledge base.
External recruitment- In this mode of recruitment employees are selected from outside the
organization through the following methods and following are their strength and weaknesses.
Campus Hiring-
In this type of recruitment HRM tend to find candidates from catching centres and colleges by
which it can increase the chances high quality of education and high loyalty (Recycling, Glaister
and Gomes, 2020).
Advantage-
This recruitment method enabled HRM to take, appropriate candidates which are from a
recognised university by which high level of work productivity can be achieved.
Disadvantage-
Company is not able to advertise itself through recruiting new candidates from online job portals.
Online portals-

With the technological advancement organizations like Dacia SA is also changing the
ways of recruitment and this can be seen in this case in which recruitment is done through the
means of internet in which candidate provide their information to online portals which is used by
HRM to shortlist the best suited candidate on that basis (Tang and et.al, 2018).
Advantage-
This is effective because wide range of candidates can be made available but due to
technological limitations this process is limited to certain steps.
Disadvantage-
Company's reach is limited to online portal users because of which it faces limitations in
achieving high talent for company.
LO2
P3: Benefits of different HRM practices for employee and employer
Recruitment-
Recruitment is one of the most widely used process by HRM which is done in order to improve
organizational productivity for achieving its organizational targets. In this step HRM analyse
company’s performance and then compare it with the expected position of the organization, this
will enable Dacia SA’s HR to identify the area which has to be improved and it develops
recruitment process in such a way that a worthy candidate is selected (John and Taylor, 2016).
Through this activity HRM will make a direct impact on company’s productivity in such a way
that chances for goal achievement is increased.
Training to employees-
HRM has to make sure that employees are able to work in such a way that they are able to
provide high level of benefits to the organization and for which they have to improve their
working capabilities. Thus in order to achieve this HRM has to provide training to employees in
such a way that their knowledge in their respective field is increased and also at the same time
their creativity is also increased (Zaid, Jaaron and Bon, 2018). By which has to provide efficient
training to employees but it also has to make sure that organizational expenditures are done in a
limited way.
Developing organizational strategy-
HRM is responsible for developing organizational working strategy this is important because by
this HRM will make sure that company is able to achieve its organizational targets and for this it

has to analyse current capabilities of the Dacia SA and then compare it with the expected
position (Kianto, Sáenz and Aramburu, 2017). This important because by which HRM can make
sure that organization is able to achieve its targets or not this will also showcase the effectiveness
of the developed strategy on the ground level.
P4: Impact of HRM on productivity and raising profit
HRM has to make sure that Dacia SA is able to achieve its organizational goals and for that it
has to analyse current market trends and also customer’s requirements in such a way that it is
able to identify the specific customer requirements through this is can ensure that it is having a
competitive edge(Chams and García-Blandón, 2019). This is important because organizational
strategies are made in such a way that company is able to achieve its organizational target and in
order to make sure that company’s performance is on the right track HRM has to integrate small
consecutive steps in such a way that chances for goal achievement are increased. This goal
achieving will benefit the employer because it is able to achieve its organizational goals which
will increase the profitability of the organization and also company will be able to expand it
geographic reach (Yusliza and et.al, 2019). But also at the same time HRM has to make sure that
the developed strategy is providing the same level of benefits to the employees also and because
of which it tries to take feedbacks and suggestions from employees by employees can be
motivates because they are being assured that their suggestions are being taken in care of. This is
important because if the employees are not able to work as per organizational requirements then
their motivation at achieving their targets will be decreased and also at the same time their
performance will also be decreased. Therefore, HRM has to make sure that the developed
strategy is able to fulfil every aspects of employee requirements by which their motivation can
be increased and also at the same time it has to make sure that Dacia SA is able to achieve its
organizational targets (Guest, 2017). This improve company’s performance in front of its
customers which will improve customer loyalty and also at the same time reduces the chances of
brand switching because they are assured that company is able to fulfil their requirements.
LO3
P5: Employee relation impact on HRM decision making
HRM has to maintain relationship with employees, because employees are responsible for
showcasing organization to its wide range of customers and also at the same time employee’s

performance is directly proportional to company’s performance (Kim and et.al, 2019). Therefore
HRM has to make sure that at any condition employees are motivated for achieving their targets
and are empowered to implement changes by which they can efficiently surpass their working
capabilities. For achieving this HRM has to take suggestions from employees while developing
and implementing organizational working strategy because through this HRM can make sure that
the developed strategy is able to fulfil all the criteria’s which affect the working capabilities of
the employees. This is also important because through this employees can be motivated because
as sense of achievement arises in them because of the fact that company is listening to their
requirements and also is making efforts by which their performance can be improved. This will
improve their personal and professional life because their working capabilities are also
increasing with time which will lead to their professional knowledge development.
With that HRM also has to make sure that through the developed strategy employees are
able to work as per organizational requirements and for which it has to make sure that they are
learning new skills through which they are having their personal and professional developed all
at the same time. This will allow employees to integrate all the different learning and implement
their learning outputs at the working field by which they are able to achieve something new
which will motivate them to improve their learning skills by which they can achieve their targets
(Macke and Genari, 2019). This will enable organization to provide new developed products to
its customers which will increase their engagement in organization and also at the same time
increase customer engagement in company which will reduce the chances for brand switching.
P6: employee legislation impact on HRM decision making
Workplace safety-
HRM has to make sure the employees are working in a safe and secure environment because
if employees are working in a continuous threat of getting hurt then their working capabilities
will be reduced and also at the same time employee’s engagement in organization will also be
decreased. These laws are made by the governments in order to make sure that organizations like
Dacia SA are fulfilling all the basic citizen laws of employees and through this government can
also make sure for the safety of its citizens. However this also increased organizational
expenditures which will increase its organizational expenditures.

Equity pay
This act is against the discrimination which employees often faces at their work place in
this type of act employees are paid less as compared to other despite of their same efforts
because on the basis of their culture, gender and other factors (Michael, 2019). This makes
negative impact on employee motivation because they are getting less salary even after they are
performing well, thus HRM has to make sure that all the employees are getting same payment as
per their payment structure. This is important because of employee motivation but also at the
same time HRM has to make sure that organizational expenditure is done in a limited and
controlled way.
No harassment law
The female staff of organizations often faced sexual harassments due to which their motivation
towards achieving their organizational goals is affected ad due to which this employee
legislations laws enable HRM to take strict actions against the culprit (Ren, Tang and Jackson,
2018). HRM has to take strict actions otherwise company has to pay penalties which will make
negative impact on is economical growth and reputation in the market.
LO4
P7: Applications of HRM practices
Job specifications
Post: HRM
Job Description: Human resource management has to monitor organizational working and has
to develop company’s working strategy as per that, such that company’s working capabilities can
be improved.
Experience: Minimum 3 years of professional experience is required.
Education Qualification:
- Bachelors degree in management
- Masters in business studies
CV
Tony Brown
Mob No. 123456789

Professional skills
Human resource manager who is looking for a decent job in a multinational organization. I have
been a important part of market sectors and also have field experience because i have been
designated as an management associative and manager executive.
Core Skills
- Good communication skills
- Problem solving skills
- Research skills
- Learning to improve my performance
- Delegation skills
- Decision making skills
Education Skills
- Graduate in commerce
- Masters in management
- MBA in Marketing and business
Work Experience
- 6 years as business associative
- 3 years as management executive
- 4 years as human resource manager
Preparation Notes
1) Why you want to join our organization Automobile Dacia SA?
2) Why do you believe that you are the suitable for the required position?
3) How do you see yourselves in the next 5 years?
Audi
21 November 2020
Dear, Tony Brown

Congratulations! On behalf of team Automobile Dacia SA we are glad to have you on
board with us. You are required to join our organization on 1st December, 2020. We hope
your new journey with us will be very adventurous and fruitful for all of us and for your
currier objectives.
Wishing you all the best this Emily Addison, Human Resource department, Automobile
Dacia SA.
Process Evaluation
The selection process is based on the classifying wide range of knowledge which the
candidate is having. For which all the rounds are customized in such a way that it provides
complete authenticity of the employee’s performance to the recruiter.
CONCLUSION
This is concluded that businesses are the place where skills are exchanged with capital
amount and thus organizations have to make sure that the employee is able to provide their best
performance through which it can achieve its organizational goals. Thus HRM has to develop
organizational structure which is able to fulfil all that employee legislations laws and also at the
same time maintain efficient employee relations with the company. With this HRM can not only
increase company’s performance but also at the same time increase the chances of organizational
goal achievement. For which HRM has to perform several steps through the continuous analysis
of company’s current performance with its expected position in such a way that high
organizational outputs are achieved with minimum expenditures.

REFERENCES
Books and journals
Ahammad, M.F., Glaister, K.W. and Gomes, E., 2020. Strategic agility and human resource
management. Human Resource Management Review. 30(1). p.100700.
Boon, C., Den Hartog, D.N. and Lepak, D.P., 2019. A systematic review of human resource
management systems and their measurement. Journal of management. 45(6). pp.2498-
2537.
Chams, N. and García-Blandón, J., 2019. On the importance of sustainable human resource
management for the adoption of sustainable development goals. Resources, Conservation and
Recycling. 141Ahammad, M.F., Glaister, K.W. and Gomes, E., 2020
Boon, C., Den Hartog, D.N. and Lepak, D.P., 2019
Chams, N. and García-Blandón, J., 2019. On the importance of sustainable human resource
. pp.109-122.
Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new
analytic framework. Human resource management journal. 27(1). pp.22-38.
John, R. and Taylor, B., 2016. Human resource management.
Kianto, A., Sáenz, J. and Aramburu, N., 2017. Knowledge-based human resource management
practices, intellectual capital and innovation. Journal of Business Research. 81. pp.11-
20.
Kim, Y.J. and et.al, 2019. The effect of green human resource management on hotel employees’
eco-friendly behavior and environmental performance. International Journal of
Hospitality Management. 76. pp.83-93.
Macke, J. and Genari, D., 2019. Systematic literature review on sustainable human resource
management. Journal of cleaner production. 208. pp.806-815.
Michael, A., 2019. A handbook of human resource management practice.
Ren, S., Tang, G. and Jackson, S.E., 2018. Green human resource management research in
emergence: A review and future directions. Asia Pacific Journal of Management. 35(3).
pp.769-803.
Shamim, S. and et.al, 2016, July. Management approaches for Industry 4.0: A human resource
management perspective. In 2016 IEEE Congress on Evolutionary Computation
(CEC) (pp. 5309-5316). IEEE.
Strandberg, C., 2017. The role of human resource management in corporate social responsibility.
Tang, G. and et.al, 2018. Green human resource management practices: scale development and
validity. Asia Pacific Journal of Human Resources. 56(1). pp.31-55.
Yusliza, M.Y. and et.al, 2019. Top management commitment, corporate social responsibility and
green human resource management. Benchmarking: An International Journal.
Zaid, A.A., Jaaron, A.A. and Bon, A.T., 2018. The impact of green human resource management
and green supply chain management practices on sustainable performance: An empirical
study. Journal of Cleaner Production. 204. pp.965-979.
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