Human Resource Management Function and Strategies: A Report

Desklib provides solved assignments and past papers to help students succeed.

Student name:
Assessor name:
Issue date:
Submission date (Due date):
Programme:
Submitted on:
Unit Number and Title: 3 Human Resource Management
Assignment title: HUMAN RESOURCE MANAGEMENT FUNCTION AND
STRATEGIES
Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and
students who break the rules, however innocently, may be penalised. It is your responsibility
to ensure that you understand correct referencing practices. As a university level student, you
are expected to use appropriate references throughout and keep carefully detailed notes of all
your sources of materials for material you have used in your work, including any material
downloaded from the Internet. Please consult the relevant unit lecturer or your course tutor if
you need any further advice.
Student Declaration
I certify that the assignment submission is entirely my own work and I fully understand the
consequences of plagiarism. I understand that making a false declaration is a form of
malpractice.
Student signature (Type Name for E-Submissions): Date:
1

Executive summary
The research question associated with this study includes the identification of the human
resource management functions in a general context as well as an organisational context. For
the conduction of the study, Sheffield Forgemasters International Ltd (SFIL) has been taken
into consideration. The entire report has been segmented into two parts where each one
representing an individual domain. The first part is associated with identification of purpose
as well as scope of human resource management (HRM). The second one has been associated
with the analysis of the effectiveness of key elements of human resource management.
2

Table of contents
Introduction................................................................................................................................4
Main body of report...................................................................................................................5
Conclusion................................................................................................................................19
Bibliography.............................................................................................................................20
Appendix-1: Presentation.........................................................................................................23
3

Introduction
Human resource management could be defined as the process and the activities that are
undertaken by an organization for effective and efficient practice of providing effective
human resources through hiring, managing, and deploying of the employees available with an
organization (Cascio, 2015).
For any organization, the effective management of the human resources enables it to carry
out all the required operations from production to after sales and customer retention. The aim
of this study lies in the analysis of human resource management and functions associated
with an undertaken organization for meeting the organisational objectives. The scope of this
study similarly lies in the identification of the weakness and the strengths associated with
multiple approaches regarding recruitment and selection.
For the conduction of the study, Sheffield Forgemasters International Ltd (SFIL) has been
considered. The organization is categorised as a heavy engineering firm located in England
that has a client base of variable sectors like nuclear, construction, marine and others
(Sheffield Forgemasters International Ltd, 2019).
4

Main body of report
LO1:
Introduction
The concept of human resource management includes multiple practices and activities that
enable an organisation to provide efficient and skilled workforce for meeting organisational
objectives (Collings et al., 2018).
The mechanism of human resource management has seen a steady evolution from the early
1900s to the present scenario. The trend includes the following:
 Pre-1900s: Tough work and tougher conditions of work
 The early 1900s: Precedence of quality over quantity of and skills
 The late 1900s: Extensive adherence to regulation and recognition of the employees
 Current Scenario: Extensive focus and adherence to brains than brawns with use of
advanced technology and predictive features (ITA Group, 2017)
This section would be characterized by the identification of the purpose of human resources
relative to the areas of skill management and objectives adherence.
P1: Purpose and function of HRM applicable to workforce planning and resourcing on
organization
Workforce planning could be defined as the collection of activities and processes
incorporated for the analysis, forecasting and planning of the supply of the available
workforce for an organization (De Bruecker et al., 2015). Hence, the purpose of the HRM to
workforce planning and resourcing includes gradual recruitment and maintenance of the
stability of the workforce for meeting the organisational objectives. For the mentioned
organization, the purpose of HRM would include the identification of the required skills and
on boarding of relevant talents for optimum use of the 1 Million GBP that the organization
spends for its apprenticeship development program.
However, the functions associated with HRM would include the following:
 Adherence and maintenance of corporate and employee relationship relative multiple
frameworks and legislation: This is generally characterized by the inclusion of
Employee and the Labour law of 2019, The Employment Rights Act of 1996 and
5

other relevant regulations (Legislation.gov.uk, 2019). For the mentioned
organisation, this function is essentially maintained by taking into apprenticeship as
young as 16 years.
 Maintenance of internal employee relationship: This includes the development of the
relationship among the employee by the inclusion of multiple activities like
grapevine communication and providing multiple opportunities like in house
celebrations, corporate leisure activities and others. This function is maintained by
the organisation through developing group activities among the employees.
 Conduction of the recruitment process and development of skills of the employees:
This includes identification of need of the organization and conducting a recruitment
drive through multiple channels. In the end, this enables an organization to plan
human resources for a particular task (Chang and Chin, 2018). Additionally, in the
segment of skill development, one of the major functions of the HRM includes the
regularization and development of skills of the employees through professional
development plans, executive course programs seminar and other activities. This
function is achieved by the organisation through pre-recruitment screening so that the
best candidates for the apprenticeship are interviewed.
 Maintaining MIS reports and tracking the employee development over regular
courses of time: This includes identification of the potential of the employee as well
as the interest of the same. Multiple activities are associated with this function like
conduction of psychometric test, conduction of rewarding programs. Additionally,
one of the major functional areas of the HRM in terms of resourcing includes
motivating the employee through multiple models of motivation. Some of the
common models include Maslow’s hierarchy of need, Herzberg’s two-factor theory
and other (King-Hill, 2015).
Apart from the mentioned function, relative to talent management for meeting the
organisational benefit, the HRM of an organization essentially has the following functions:
 Identification of talent of the employee prior to on boarding: This is generally
identified by the conduction of multiple activities like group discussions, online tests,
technical rounds and other rounds as deemed fit by the management.
 Identify the basic requirements for a particular designation marketing the designation
among the potential employees.
6

P2: Strengths and weakness of different approaches to recruitment and selection
Recruitment in the modern era has drastically changed in the approach undertaken as well as
the selection process for a designation in an organization.
Approach Strength Weakness
Including job
adverts-
Characterised by use
of explicit words to
explain job
description
Job adverts enable an
organization specifically to target
the required employee (Harver,
2018). Additionally, since, this
would be mostly shared on the
digital domain, the extent of the
reach of the recruitment
advertising would increase
manifold.
The major weakness associated
with the approach includes the
possibility of poor response in the
event that recruitment is being
conducted for a senior position.
This would be because; senior
members of the society
essentially have a poor digital
media and social media presence.
Programmatic
recruitment and
advertising-
Characterised by
target based bulk
recruitment through
third party
organisations
The major strength associated
with the same includes a drastic
reduction in recruitment cost as
the job briefs would be posted to
customized targeted individuals.
As a result, the HRM would have
to screen fewer quanta of resumes
and provide more tenure during
the simultaneous interview phase.
Additional strength includes the
outsourcing of such task to a
third-party organization that
would conduct a preliminary
screening of the employee.
However, the major weakness of
the same includes the chance of
nepotism as such third party
organization may push for the
selection of preferred candidates
than deserving candidates
(Carrillo-Marquez et al., 2017).
Video interviewing-
Characterised by
recruiting through
the virtual network
and conduction of
This approach of recruitment and
selection is associated with three
strengths. First, the net cost of
recruitment drastically reduces.
This would be due to non-
However, the major weakness of
the same includes the limitation
in the quantum of the interview
panel. For higher order of
designation and management, this
7

interview payment of transport allowance
for attending the interview
(Forbes.com, 2019). Second, the
individual taking the interview
would be able to assess the digital
effectiveness of the employee and
the presentation of oneself to the
international client over video
calling applications. Third, the
approach enables the increase of
the potential employee base for
selection.
approach would limit the
conduction of interview with a
higher degree of panel members.
This would be because of the
limitation in the number of
conference calls that Skype or
other video calling modules
would take.
Gig hiring-
Characterised by
contractual hiring
and specialised
character hiring
The modern recruitment process
has been changing to specialized
hiring and contractual
employment. As a result, the
concept of hiring from the gig
economy enables an organization
to use specialized skills of a
freelancer and reduce the
overhead expenses during no
work tenure or low pressure
(Partington, 2019).
The limitation of this approach
would include poor availability of
skilled individuals during
emergency scenarios. Additional
weakness includes potential
overhead expenses in the event
that a freelancer demands
extensive quantum for
conduction of a particular task.
Passive approach
and employee
referrals-
Characterized by
potential nepotism
Recruiting and selection of
potential employees through this
approach includes major strengths
of known capabilities of the
employees. For example, in hiring
for a product manager, this
approach would enable the
concerned organization to skip
multiple rounds and onboard the
employee just be conducting a
The major weakness of the same
includes potential development of
the nepotism among the
management and probability of
faction development within the
organisational framework and
culture.
8

best-fit test on the individual.
Additional strengths include
conducting an internal
reorganization during promotions
and annual appraisals. This would
identify potential leaders that the
organization could meet.
Table 1: Strengths and weakness of multiple recruitment approaches
Selection approach Strength Weakness
Online screening
and short listing
 Increase evaluation of
candidates
 Reduced cost
 Increase predictive
behaviour
 Potential overlooking of
skilled individual due to
poor luck
 High employee turnover
Psychometric testing  Predicts behaviour and
integration capacity
 Identification mentality
of the individuals
 No base in the event of
handling of critical situation
Table 2: Strengths and weakness of multiple selection approaches
9

LO2:
Introduction
Elements associated with human resource management enable the effective conduction
business operations as well as meeting of organisational effectiveness. This section would be
characterized by the effectiveness analysis of multiple HRM practices associated with the
mentioned organization.
P3: Benefits of HRM practices within an organization for both the employer and the
employee
For an organization like SFIL, the benefits of the HRM practices for both the employee and
the organization could be analyzed based on the following domains:
 HRM practices result in the availability of highly skilled employees for the future:
The HRM practice of maintaining equality in the organization would complement the
productivity of the employees. The apprenticeship program run by the human
resource department of the organization is an internationally acclaimed one. The 1
million GBP investments enable the organization to develop highly skilled potential
employees for future project as well as meeting of organisational objectives. Relative
to the employee segment, the quality of the program and the attributes associated with
the same would enable an employee to acquire great skill prior to being in the active
job market (Garavan et al., 2016).
Additionally, for the organization, this approach reduces the requirement of conduction of
campus recruitments or regular recruitments. Additionally, for the employee, other than skill
development, this apprenticeship program increases the chances of employability of the
person. This would be because the concerned apprenticeship would be armed with practical
working experience.
 HRM practices would ensure effective workforce planning: Since engineering is a
highly skilled task and catering to a variable pool of clients, the organization would
require extensive and highly effective workforce planning. HRM practices like
reviewing of the skill set of individual employees lead to the identification of the
potential best fit for a designation (Paauwe and Boon, 2018). However, relative to the
10

employee benefits, the mentioned practice would enable the opening of a window for
promotions and appraisals.
Additionally, relative to the organization, the mentioned practice would enable the
organization to plan the quantum of workers that it would need in the near future. This would
include the development and identification of modern skills relative to advanced technology.
For example, the organization could use employees that have extensive experience in using
designing software like Auto-CADD and Catia. Additionally, for the forging division of the
organization, the mentioned practice could develop punch hydraulic forging techniques in
smaller scales to speed up production.
 HRM practices of ensuring of motivation among the employees and confidence build
up on the management: Practices such as conduction of motivational sessions ensure
regular and healthy competition among the employee. For an organization associated
with heavy engineering segment, external environmental and internal environmental
factors modulate the working nature of an employee.
Relative to the employee, this practice enables an employee to increase the personal
efficiency in the task allotted. As a result, the overall skill of the employees is increased as
well as the potential of appraisals (Waheed et al., 2018). However, for an organization, this
practice increases the chances of meeting deadlines with ease. Over a long tenure, this would
enable the development of the brand image of the organization as well the brand perception
among the loyal and potential customers.
P4: Evaluation of the effectiveness of different HRM practices in terms of raising
organisational profit and productivity
For the mentioned organization, the effectiveness of the different HRM practices relative to
raising organization profit could be analyzed in three domains:
First, the practice of maintaining equality in the organization would complement the
productivity of the employees.
11

Figure 1: Gender pay variation in SFIL
(Source: Sheffieldforgemasters.com, 2019)
Based on the above figure, maintaining equality in the pay of the employees increases
motivation. This increase in motivation complements innovation among the employees. As a
result, the productivity of the organization would essentially increase in the domain of
volume rates and use of new technology and products. Similarly, in the segment of
organisational profit, effective innovation would lead to a reduction in operational cost in the
long end (Ju et al., 2016). Additionally, in the event that the employees develop an innovative
product, the organization could use the same to expand the sales base and client list.
Second, HRM practices like reaching out to young minds and employees, the organisational
profit increases with the increase of high employee retention rate. Additionally, the current
practice of the organization like encouraging the young minds to follow a career in STEM
would yield multiple benefits (Sheffieldforgemasters.com, 2019). First, in terms of
organization profit, the high employee retention rate would reduce the recruitment cost as
well as the training and development cost required for new recruits. Additionally, the high
employee retention rate would provide the opportunity for the organization to promote such
staff into a managerial position and training specialist designation. Hence, extensive cost
saving, as well as prospects of sales, would be associated with the same. However, relative to
productivity, the mentioned practice would enable the employees to acquire specialist skills
in multiple domains. As a result, organisational productivity would increase due to the
availability of multi-skilled individuals.
12