HRM Report: Guest's Model, Flexibility, and Discrimination Analysis

This report delves into various facets of Human Resource Management (HRM), using Mulberry, a luxury fashion brand, as a case study. It begins by examining David Guest's model of HRM, highlighting its application in enhancing employee engagement and fostering loyalty within Mulberry. The report then differentiates between Storey's definitions of HRM, personnel, and IR practices, contrasting Mulberry's modern approach with a traditional Italian restaurant chain. It explores the implications of a strategic HRM approach for line managers and employees, emphasizing job security, remuneration, and work flexibility. The report also investigates the Atkinson model of flexibility and its application in the workplace, including numerical and functional flexibility. It covers types of flexibility, flexible working practices, and the impact of labor market changes. Furthermore, the report addresses forms of discrimination, equal opportunities legislation, and approaches to managing diversity. It compares performance management methods, employee welfare approaches, and the implications of health and safety legislation on HRM practices. The report concludes by summarizing key findings and their implications for HRM in the context of the case study.

MANAGING HUMAN
RESOURCES
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Table of Contents
Introduction...........................................................................................................................................2
Task 1: Essay ........................................................................................................................................4
1.1 Guest’s model of HRM ................................................................................................................4
1.2 Differences between Storey’s definitions of HRM, personnel and IR practices...........................5
1.3 Implications for line managers and employees of developing a strategic approach to HRM ......6
Task 2: Topical Issue ..............................................................................................................................7
2.1 Model of flexibility might be applied in organisation. .................................................................7
2.2 Types of flexibility which may be developed in organisation.......................................................8
2.3 Use of flexible working practices from employee and employer perspective..............................9
2.4 Impact of changes in the labour market have had on flexible working practices......................10
Task 3...................................................................................................................................................11
3.1 Forms of discrimination that can take place in the workplace...................................................11
3.2 Practical implications of equal opportunities legislation for an organisation............................12
3.3 Compare the approaches to managing equal opportunities and managing diversity................13
Task 4...................................................................................................................................................14
4.1 Compare the performance management methods...................................................................14
4.2 Approaches used to managing employee welfare in organisation............................................15
4.3 Implications of health and safety legislation on human resources practices.............................16
4.4 Impact of topical issue on human resources practices..............................................................17
Conclusion...........................................................................................................................................17
References...........................................................................................................................................18
Introduction
This assignment throws light on various aspects of Human Resource Management and
helps us to comprehend different methods and models via which the employees can be given
flexibility at their work place. We also come to understand the range of impact that the
practice of flexibility in working can bring about for the employer and the employee.
Mulberry, the company from the fashion Industry is being considered for comprehending the
aspects of HRM in a better manner.
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(Source: http://i.dailymail.co.uk/i/pix/2012/06/15/article-0-0F8704EA00000578-
522_468x240.jpg)
Mulberry is placed in the category of the most luxurious fashion brands in Britain.
Being a design company, it is renowned all over the globe for exhibiting craftsmanship that is
British in nature fused with remarkable quality. The company i strengthened with its range of
classic and chic jewellery collection, footwear and handbags. The head offices of the
company are located in London and Somerset in United Kingdom. (Mulberry official site,
n.d.)
(Source: http://i.telegraph.co.uk/multimedia/archive/01922/mulberry2_1922627b.jpg)
Task 1: Essay
1.1 Guest’s model of HRM
DAVID GUEST MODEL
The model of HRM given by David Guest establishes a strategic link between the
policies of the business organization and thus helps the organization in managing the
operations effectively, seeking and inculcating commitment amongst employees towards the
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organizational goals, focussing on the needs of the individuals, practicing the models of
flexibility at work and considering the employees as the assets for the organization.
The model given by David Guest in the year 1987, suggests that the Human Resource
Management in the organizations of UK must make efforts to bring about the following
outcomes and align them.
 Committed employees with high level of commitment and loyalty towards the
organizational goals.
 A workforce having the capability to adapt quickly be flexible towards the changes
effectively.
 Integrated strategies, comprising of strategies for planning and implementing.
 Developed, trained, effective, productive and efficient work force.
Aligning the above mentioned outcomes will make the employees productive and
efficient and develop the skills of problem solving and other soft skills amongst them. This
will lead to various changes in the organizational culture that would help in the achievement
of organizational goals with cost effective operations. But there also exist a condition for the
achievement of these outcomes. The condition is that the business organization must
integrate its strategic policies of HRM with the business policies and strategies and this
integration must be supported by all levels of managers.
APPLICATION OF MODEL OF DAVID GUEST TO MULBERRY
The HRM model of David Guest has been used by Mulberry to enhance the employee
engagement in the company. It has been observed in Mulberry that the implementation of the
Guest’s Model has inculcated the loyalty and trust amongst the employees towards the
company and its management which has led to the raised levels of productivity of the
employees. Mulberry has always tried to recruit the best talent and develop it to suit to the
needs of the company. Earlier the company Mulberry practices the hierarchical management
structure but now it has been replaced by layered management structure. The employees are
given incentives, empowerment and responsibility that give them a sense of belongingness.
The practice of providing participatory role and leadership to the employees has also
increased the employee engagement. Managers of Mulberry ensure that a healthy work
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culture and effective communication exists in the company and employees are given
appropriate opportunities for self expression. (Paulo, 2012)
1.2 Differences between Storey’s definitions of HRM, personnel and IR practices.
I am choosing two organizations for differentiating the definitions of HRM, Personnel
and IR Practices.
One is the Mulberry Company which is a fashion company producing luxurious range
of handbags, jewellery and footwear. This company practices the latest form of managing
employees and updates it from time to time.
Another organization that I have chosen is Barresi’s which is the chain of Italian
restaurants that has been working in various parts of United Kingdom since ten years. This
company still believes in old form of managing employees and practices Personnel
Management (PM) and IR Practices. (Barresi’s, 2016)
(Source: http://img2.10bestmedia.com/Images/Photos/105996/barresis-italian-restaurant-
photo-nov-13-6-04-43-pm_54_990x660_201404220018.jpg
Storey suggested by the medium of his theory that the traditional methods of
managing employees, termed as personnel management is gradually being replaced with
modern methods of Human Resource Management. The differences between Human
Resource Management and Personnel management with the help of the two organizations, i.e.
Barresi’s and Mulberry as examples have been given as below:
 The Human Resource Managers in Mulberry help in motivating the employees to
work towards the achievement of the mission and the vision of the company whereas in
Mulberry the Personnel Managers lay stress that the employees must adhere and act
according to the norms laid by the company.
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 It is mentioned by Storey in his theory that the scope is limited in the case of
Personnel Management when compared to the scope of Human Resource Management as it
has been observed in the case of the two organizations taken. Human Resource Management
in Mulberry focuses relatively more on the organizational values and cultures.
 The process of decision making is slower in Personnel management as seen in
Barresi’s in contrast to the Human resource Management as seen in the case of Mulberry.
 The Human Resource Managers in Mulberry help in creating congenial work
conditions for employees and encourage them to take accountability and responsibility for
their wok and performance but the Personnel Managers at Barresi’s believe in monitoring the
employees strictly in order to get the work done effectively.
 The Human Resource Management of Mulberry considers its work force and
employees as assets. The managers of Mulberry recognize the wants and psychological needs
of employees and motivate them to engage strategically. The training and development
programmes are given the employees to develop them and make them suitable for the
organization. The employees are empowered and rewarded suitably. The Personnel
Management in Barresi’s considers the employees and the work force as the mere mediums
to reach the goals of the organizations.
 The employment contract and the terms and conditions in the contract are rigidly
followed by the Personnel Managers of Barresi’s but the Human Resource Managers at
Mulberry possess the authority to modify the employment contract suiting to the demands of
the organization and the employee in certain conditions. (What is human resource, 2016)
1.3 Implications for line managers and employees of developing a strategic approach to HRM
When the strategic approach to HRM is developed in Mulberry, the implications for
the line managers as well as for the employees come to the surface. Line managers of
Mulberry help in integrating various approaches with the styles of leadership, culture of the
organization, goals of the organization and the policies of the organization. Therefore it has
been observed that the aspects and various policies of Human Resource Management in
Mulberry have large implications for the line managers of the company as the line managers
have to frame and implement the policies in such a manner that the conflicts do not arise
amongst the employees and the goals of the employees and the goals of the organization are
aligned in a compatible manner. As far as the implications for the employees of Mulberry are
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concerned, these are the job security, remuneration, work flexibility, incentives etc. as these
are the factors that are dependent upon the performance of the employees.
(Giorgiana, 2016)
Task 2: Topical Issue
2.1 Model of flexibility might be applied in organisation.
Atkinson model of flexibility can be applied in the workplace of Mulberry:
Core workforce: They are the permanent employees of the organization, they are highly
skilled and experience persons. Company can hire core workforce as per the demand. Cited
firm need to give them functional flexibility so that they stay in the organization for longer
period.
Peripheral workforce: They are the part-time workers of the Mulberry, cited firm can hire
them at the time of heavy workload. Company can give them limited numerical flexibility as
compare to permanent workers. They can be replaced easily so entity needs to focus on its
core workforce and should provide them additional benefits.
The provision of the privilege of flexibility at work place is getting prevalent in the
business organization rapidly. Flexibility at work place is in relation to the provision of
flexibility of time and place to the employees for work that suits the convenience and needs
of both the organization and the employees.
Various situations are there where the flexibility model is applied in Mulberry. For
instance when the company needs to increase the rate of production, it offers the employees
to work overtime and make extra earnings. When the company needs to decrease the
absenteeism rate of employees, there are various situations where the model of flexibility can
be applied. For example if a company desires to increase the production, it can give the offer
to the employees for overtime working or outsourcing the work. If the company needs to
decrease the rate of absenteeism, it offers the employees the privilege to share the job or work
with flexible schedule.
According to the 2002 Act Mulberry implements the flexible work schedule for
women having disabled children or having children under the 6 years of age. Employees who
have been working continuously for twenty six weeks are also given this advantage.
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The flexible model of working at Mulberry includes privilege of job sharing, work
from home privilege, mobile working, working part time facility, privilege of working
overtime compressing of working hours, etc. (Michigan State University, 2016)
Mulberry has been consistently recognizing the needs of its employees. HRM of
Mulberry has been developing strategies and models of flexible working for the employees in
order to engage them optimally. For example the mobile working facility helps them to
complete their jobs and working hours even when they are travelling. This practice of flexible
working offers a quality life to the employees of Mulberry. (Walsh, 2015)
2.2 Types of flexibility which may be developed in organisation
The changing scenario of demography, business, developing technology, education
system, rapid competition in the market has raised the demands for flexible working in the
organizations in order to make balance between the work life and personnel life. Flexible
work has given benefits to business organizations by helping in reducing costs, enhancing
efficiency, productivity, boosting morale and retaining good talent.
There are several types of flexibilities which can be developed by the Mulberry in its
workplace:
 Numerical flexibility: Management of the Mulberry can adopt this type of flexibility
in the organization. As they can hire people part-time and full-time. By this way
company will not have to pay more salaries to part-time workers and in the normal
days full-time workers can manage operations well.
 Functional flexibility: Cited firm can give tasks to employees in which they have
more interest, job rotation, working timing flexibility, management can change in
their responsibilities. By this way people will get encouraged because they will no
have to do monotonous work. This will enhance their working performances.
 Locational: Mulberry can give posting to workers at their near places. So that
employees will feel comfortable and they will be loyal towards the brand.
 Financial: Cited firm can offer them accommodations, extra wages, cash bonus,
incentives etc. By this way people will be motivated and will stay in the workplace for
longer duration.
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By developing such type of flexibilities Mulberry can encourage its staff members an
can gain loyalty of them. By his way talent will stay in the workplace for longer period and
people will put their best efforts for the well faire of the company.
Mulberry gives the work flexibility of following types:
 Flexibility in operational and functional tasks: Employees who are multi talented
and are capable of multitasking are trained and developed to perform versatile roles in
Mulberry. This increases the productivity level.
 Flexibility of choosing time for work: Mulberry gives its employees the facility of
flexibility in work schedule. The employees who get this privilege are seen to perform
in a more desired and positive manner as they have the opportunities to balance their
personnel and professional life efficiently. This keeps them active, healthy and stress
free. The rate of absentee is also reduced by this practice.
 Flexibility of work from home: Work from home facility is also given to the
employees in Mulberry. This saves the time and money incurred by the company and
thus cutting down the overhead costs. The employee is also benefitted as he can fulfil
the liabilities of home and office at the same time.
 Flexibility of choosing the work days number: Mulberry also gives the employees the
facility of choosing the number of working days. The week is compressed and
working hours are expanded if the employee desires to work for lesser number of
days.
 Flexibility of the number of work hours: Mulberry offers this privilege to the
employees in the situations where part time working and job sharing is feasible.
(Queensland Government, 2016)
2.3 Use of flexible working practices from employee and employer perspective
The HRM of Mulberry practices various models of flexible working that helps the
company in optimum employee engagement and offering quality life to its employees
simultaneously.
Mulberry offers part time working facility to women who have small children or
elderly parents to take care of. During high sales season, Mulberry also hires workers to work
on temporary basis. The facility of sharing of jobs and rotation of jobs is also offered to the
employees.
ADVANTAGES OF FLEXIBLE MODELS OF WORKING FOR EMPLOYER
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Flexible models of working benefits the employees in balancing the work and the
personnel life positively and having a quality and stress free life style. This balance helps
them to remain healthy and be productive and more committed towards their jobs and the
organization. The rate of employee absenteeism is reduced and the retention of good talent is
enhanced. This is ultimately beneficial benefits the employer as the overhead charges are
reduced and the productivity increases.
DISADVANTAGES OF FLEXIBLE MODELS OF WORKING FOR EMPLOYER
The disadvantages of flexible working to the employer are that the cost of
administering these models is high for the employer. The overhead charges like utility bills
may increase and the resources may not be optimally used if the employees are not trained.
Different work schedule may also bring about miscommunication.
ADVANTAGES OF FLEXIBLE MODELS OF WORKING FOR EMPLOYEE
Flexible Models of working benefit the employees by making the personnel and
professional lives of the employees balanced. This consequently helps in keeping the
employees healthy, motivated, energetic, efficient and more productive. The quality life helps
the employees the time and enthusiasm to develop their skill sets and develop their weak
areas.
DISADVANTAGES OF FLEXIBLE MODELS OF WORKING FOR EMPLOYEE
The disadvantages of flexible working to the employees are that the multi talented and
multi tasking employees have to bear more work burden nd work related responsibilities
relatively. Compressing the week and expanding the working hours may leave the employees
drained. (Beale, 2013)
2.4 Impact of changes in the labour market have had on flexible working practices
The business style and structure is changing rapidly all over the globe. The operations
and strategic policies are very much different from what they were in the past. The
demography and culture is also undergoing transformation. These changing conditions have
raised the demand for the practice of flexible working in the labour market. A number of
business organizations that include Mulberry Company as well are introducing the practice of
flexible working at the work place. The transformations in the demographic, legal, political,
environmental structure, increasing undergraduate and post graduate recruits, the willingness
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to migrate amongst the youth, rapid developments in technology etc. are big factors that have
raised the demand for the practice of flexible working in the organizations.
These changes have positive impacts on Mulberry. The company now prefers multi
talented and multi tasking employees to the specialized employees. The willingness of
workers to migrate to other places for work has made the workers from different skills,
culture and background available for the company. The implementation of strategic policies
has also become more cost effective and easy with the practice of flexible working.
(Broughton, 2015)
Task 3
3.1 Forms of discrimination that can take place in the workplace
Sometimes people are treated in an unfavourable way due to some personal
characteristics like sex, age, disability, religion, cast, colour and many more. This is called
discrimination at the work place. Mulberry is a company which works on the basis of unity in
diversity. It has made its law against discrimination under Equal Opportunity Act 2010.
Discrimination is classified into two categories:
Direct Discrimination: Direct discrimination is made when an assumption is created that a
person with specific characteristics can or cannot do. For example deploy responsibilities or
refusing to employ someone due to his age, sex, cast, racial, disability etc.
Indirect Discrimination: Indirect discrimination is made when a person is imposed by unfair
and unreasonable condition at the workplace. For example a particular task requires the
involvement of 12 hour work in a day but a family person with responsibility is not able to do
it. He is being discriminated. (Victorian Equal Rights and Human Rights Commission, 2016)
Mulberry protects its employees at all the stages of employment like appointment, working
conditions at the place and the retirement or dismissal period. In spite of all the strict laws
Mulberry has sometimes faced the discrimination cases and the efficient management has
solved them under the Law and Regulation.
Racial Discrimination: A mulberry worker in 2013 accused the other employees at her
workplace were discriminating her racially. The case of resolved by the management and
senior authorities and the people who were accused were questioned and strict actions were
taken against them. (The Ledger, 2013)
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In Mulberry the discrimination laws are no laughing matter. They have created strict rules
and formed departments and hired lawyers so that the employees can seek discrimination
attorney in Mulberry.
3.2 Practical implications of equal opportunities legislation for an organisation.
Mulberry has diversity at its workplace that means it has wide range of employees
from different background working together for the organisation. This includes employees
from different religion, cast, age, sex, physical disability, sexual orientation, educational
background, work experience and so on.
UK covers all laws of equal opportunities and anti-discriminations at all the
workplace. Mulberry has made aware to its employees about all their rights and laws. The
equal opportunity legislations give equal chances to flourish to all the employees. They give
their best to the organisation and succeed.
The HRM analyse the working style, capability and skills of the employees before
deploying responsibilities on them. The management goes through the performance chart of
each employee. The working teams are created in such a way that the weakness of one
employee is balanced by the strength of the other.
Mature aged and young aged employees: Mulberry doesn’t look at the age of the employee
but allots the duties according to the age. The activeness of the young employee and the
experience and decision making capability of the aged employee do wonders for Mulberry.
People with disability: The employees with disability are given all the desk, computer and
clerical work. Their skills are utilised by Mulberry.
Education and experience: Mulberry creates a balance and utilises the education of the
educated employees, experience of the senior employees and the creative ideas coming from
all the brains to grasp the ambition of the company.
Gender: Mulberry believes in the skills and capabilities irrespective of the gender. The
employee who performs better gets promotions and success. (City of Mulberry, 2014)
Government has made some legislation that can impact positive on the organization:
Age discrimination act 1967: There are many entities those do not get promotions
opportunities to people those who are above 50 years. But this legislation supports workers
and protect them from being discriminated on the bases of age. By following this legislation
Mulberry will be able to create equality in the workplace. That would motivate its workers
well.
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