BTEC Level 3 Diploma in Business: HRM Report - Asda Analysis

This report examines human resource management (HRM) within the context of Asda, addressing key aspects relevant to BTEC Level 3 Diploma in Business. It begins by outlining internal and external factors crucial for human resource planning, such as organizational structure, budget, skill levels, productivity, and competition. The report then details the essential skills employees need to carry out their jobs, including communication, research, analytical, planning, multitasking, leadership, and creativity skills. Furthermore, it explores how organizations obtain employee cooperation through employment contracts, contractual entitlements, employee rights, and disciplinary and grievance procedures. The report concludes by emphasizing the importance of HRM for business success and the need for employee training to deliver optimal services. References include academic journals and online resources.

Human resource management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASKS.............................................................................................................................................1
P1 Internal and external factors to consider in human resource planning.......................................1
P2 How skills should be possessed by employees for carry out their job..............................2
P3 ...........................................................................................................................................3
Covered in Poster ..................................................................................................................3
P4 How organisations obtain the cooperation of their employees.........................................3
P5 ...........................................................................................................................................4
Covered in PPT.......................................................................................................................4
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5
.........................................................................................................................................................6

INTRODUCTION
Human resource management is a word which implies improvement of worker's
execution by actualizing different change projects and sessions. It is essentially apprehensive
about the improvement and development of employees working at the organisation for
accomplishing objectives and targets of an enterprise. The administration of human resource is
being used with the end goal of depicting formal framework so they can do the enhancements in
the enterprise activities (Armstrong and Taylor, 2014). For accomplishing achievement in the
focused market, representatives of the Asda need to do appropriate administration of operations.
This report is based on human resource of Asda company.
TASKS
P1 Internal and external factors to consider in human resource planning
Internal factor-
 Organizational Structure
If you haven’t reviewed your organizational structure lately or have never created a
comprehensive organization chart, consider doing so. The key to maximizing the effectiveness of
your human resources function starts with determining your optimal staffing needs.
 Budget
An obvious internal factor to consider when looking at your staff planning is your budget. Some
positions are demand-sensitive, such as those in production, warehousing, customer service and
shipping. You’ll get the money to fill those positions from increased revenues (Bloom and Van
Reenen, 2011).
 Skill Levels
As your company grows, you might have additional administrative or operational needs that
can’t be fulfilled by your current workers. Instead of hiring contractors or additional employees,
consider offering staff training.
 Productivity
To get the most out of your workers, create the most positive workplace possible. Offer clear job
descriptions and annual reviews, a wellness program, morale-building activities such as contests
or outings, an employee newsletter and frequent communications about individual, departmental
or company successes (Purce, 2014).
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 Compliance
Work with your insurance company, local fire department, a security professional and an
employment expert to make sure you cover your legal requirements as they apply to your
workers (Ployhart and Moliterno, 2011).
External factor-
 Competition
The extent of competition in your industry affects your company's ability to recruit qualified
workers. Industry giants find that candidates seek them out.
 Compensation
Labour supply drives the amount of compensation a business must offer to attract employees. In
an oversaturated market, when unemployment is high and many more qualified candidates exist
than job opportunities, the amount of compensation you must provide is less than when a
shortage of candidates exists and you are competing against multiple other companies to recruit
employees (Boxall and Purcell, 2011).
 Legislation
Legislation impacts all HR activities. Federal and state legislation typically dictate how long a
business must retain personnel records and other employee data, what can be stored, and how.
 Employee Relations
Internal policies and procedures impact HR activities. For example, if the company is committed
to promoting from within, HR must ensure employees receive appropriate training and
development to be ready for promotion when the time comes.
P2 How skills should be possessed by employees for carry out their job
Some of the most important employee skills in the office or workplace are often rooted in
how people work and communicate with one another and how research and planning is done in
the workplace (CHUANG and Liao, 2010).
Communication Skills
Employees must have strong communication skills, as they have to communicate with one
another and with supervisors. Some employees working in customer service must also
communicate directly with customers (Lengnick-Hall, Beck and Lengnick-Hall, 2011).
Research and Analytical Skills
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Other important skills that employers seek in new employees are research and analytical skills.
Some employers often require employees to conduct market research for new products or
production research to keep production costs low and profits high and determine what is in
demand on the market.
Planning and Multitasking Skills
Each employee is responsible for meeting deadlines, planning a schedule and multitasking
various assignments, tasks and events currently on the employee’s plate of responsibilities
(Crook and et. al., 2011).
Leadership and Creativity Skills
Employees often work together on projects, so some employees must take on the leadership role
to ensure deadlines are met, problems are addressed and all ideas are being considered.
Employers often seek employees who have natural leadership skills.
P3
Covered in Poster
P4 How organisations obtain the cooperation of their employees
The contract of employment is made between employer and employee and a salary is
agreed in return for duties (Guest, 2011). The most contracts of employment are written
statements received only after two months of work.
Contractual Entitlements This lets the Asda and its employee know
what is expected from one another. This
includes the wages, holiday pay, sick pay, the
hours of work, disciplinary rules and pension
schemes.
Employee and employer rights This is express and implied terms. Express
terms are written in the contract, i.e. 28 days
holiday/annum and implied terms are not
written in the contract because these should
already be known, i.e. the employer will
provide a safe place to work and the employee
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will be honest and loyal (Daley, 2012) .
Types of employment contract There are different types of employment
contracts offered by Asda such as : permanent,
temporary, casual, full-time, part-time, zero
hours annual hours, fractional, term time-only,
self employed.
Disciplinary procedures These are a set of guidelines and rules that are
given to Asda employees so that they can be
aware of the consequences if rules are not
followed (Gruman and Saks, 2011).
Grievance procedures A grievance procedure is a process that helps
employees brings something of concern to
their employer’s attention.
P5
Covered in PPT
CONCLUSION
From the above report it has been completed that human asset administration is
imperative and in addition fundamental for the business. The supervisor of Asda need to give the
preparation to the staff individuals so they can give the best administrations to the customers
which help with achieving the most extreme benefit.
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REFERENCES
Books and journals
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bloom, N. and Van Reenen, J., 2011. Human resource management and productivity. Handbook
of labor economics. 4. pp.1697-1767.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
CHUANG, C.H. and Liao, H.U.I., 2010. Strategic human resource management in service
context: Taking care of business by taking care of employees and customers.Personnel
psychology. 63(1). pp.153-196.
Crook, T.R and et. al., 2011. Does human capital matter? A meta-analysis of the relationship
between human capital and firm performance.
Daley, D.M., 2012. Strategic human resources management. Public Personnel Management,
pp.120-125.
Gruman, J.A. and Saks, A.M., 2011. Performance management and employee engagement.
Human Resource Management Review. 21(2). pp.123-136.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal. 21(1). pp.3-13.
Human resource management: theory and practice. Palgrave Macmillan.
Lengnick-Hall, C.A., Beck, T.E. and Lengnick-Hall, M.L., 2011. Developing a capacity for
organizational resilience through strategic human resource management. Human
Resource Management Review. 21(3). pp.243-255.
Ployhart, R.E. and Moliterno, T.P., 2011. Emergence of the human capital resource: A multilevel
model. Academy of Management Review. 36(1). pp.127-150.
Policy and Practice in European Human Resource Management: The Price Waterhouse
Cranfield Survey. Taylor & Francis.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Vörösmarty, C.J and et. al., 2010. Global threats to human water security and river biodiversity.
Nature. 467(7315). pp.555-561.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human Resource Management Journal. 21(2).
pp.93-104.
Online
Employment legislation. 2017. [Online]. Available through:
<http://businesscasestudies.co.uk/business-theory/people/employment-
legislation.html>. [Accessed on 24th August 2017].
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Six Main Functions of a Human Resource Department. 2017. [Online]. Available
through:<http://smallbusiness.chron.com/six-main-functions-human-resource-
department-60693.html>. [Accessed on 24th August 2017].
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