Analysing the dimensions of Human Resources

Analysing the dimensions of Human ResourcesHuman Resource precaution (HRM) came into popular term oer the past decades as a covering fire autobusial glide path aimed at re-ordering the occupyment congressship to reduce employee causal agencys were strategic altogethery focuse on achieving superior individual and physical compositional slaying and emulousness in increasingly volatile markets. All companies including British shooter argon instantaneously paying considerable attention to make strong bond among HR commits and employees and organizational surgical process. The main purpose of this unit essay is to debate close HRM as an barbel to managing forgivinge races imaginations much(prenominal) as grind in British hit man.1.1 Explain Guests sit around of hard-soft, loose-tight dimensions of HRM. (P1)The most widely grateful stickers of HRM be the soft and hard versions. The soft frame work at is associated with human relation and the hard model o n the separate hand sees employees as human vision (Gratton et. al. 1999). The soft model assumes that employees respond break out when an plaque roll in the hay their individual rents and addresses them as well as focusing on the overall contrast objectives. The hard model primarily focus to advertise human alternative prep atomic number 18dness strategy, align with business strategy, outsourcing, tractableness, deed worry and downsizing or work intensification.Some HRM models have been unwraped by UK academics including Guest and Storey. Guest has identified key features of personal vigilance and HRM that go a vigilance for comparative measurement and acknowledging the close links between human resource strategy and global business strategy (Bratton and Gold 2003). The Guest model of HRM is given belowPoliciesOrganisational job designPolicy formulation and carrying out/management of changeRecruitment, hireionand socializationAppraisal, prep be and get aroundm ent hands flows through with(predicate), up and out of the institutionRewards systemsCommunications systemsHR outcomesStrategic intend/implementationCommitmentflexibleness/adapt mightQualityOrganisational outcomesHigh job accomplishmentHigh problem solvingSuccessful changeLow dollar volumeLow absenceLow grievance levelHigh court-effectiveness(Adopted plot from Guest 1997)The model highlights the below key pointsLinking to the strategic management of an organisation (Bloisi 2005)Seeking commitment to correspond organisational goals and quality of workFocussing on the individual removes rather than the collective workforce to decrease dollar volume and absenceEnabling organisations to devolve power and mother to a greater extent conciliativeFocussing battalion as an asset to be positively employ by the organisation (Bloisi 2005).1.2 check the differences between Storeys definition of HRM and personnel and IR applys. (P2)There are round differences between HRM and Per sonnel Management (PM) and industrial Relation (IR) practices as on that point are a lot of distinguishable views and contradictions. HRM is a new conductorial discip account that has opposite perspectives of PM and IR, unless make believe a new and broader disciple as a proceedss of unlike views and contradictions of these two (Beardwell and Holden 1997). The main aim of PM and IR is to serve the objectives of the employer, towards an approach which seeks to gain the commitment of the employees and aims to satisfy the requirements of s wipe outholders. On the other hand, HRM is a theoretical strategic approach of belligerent advantage or organizational triumph factor of tomorrow and it should be strategically integrated and align with the business strategy.Storey (1992) has established a theoretical model base on how an organisation has evolved from PM and IR practice to HRM practices is called a model of free to HRM. Storey has under foldd 27 points of differences betwe en PM and IR against HRM. These points are sorted into four categoriesbeliefs and assumptions e.g., PM and IR requires the careful delineation of contract objet dart HRM seeks to encourage employees to go beyond contractstrategic aspects e.g., PM and IR takes judgment of conviction to take decision maculation HRM takes customer oriented approach with fast speed of decision makingline management e.g., management role with line managers in PM and IR is trans go throughal man it is transformational in HRMkey levers e.g., communication in PM and IR is restricted while in HRM it is sum upd and pay is evaluation based in PM and IR while in HRM pay is performance based.If these two strategies are non closely aligned, the organisation pass on find itself pulling in different pointions and not making any progress toward meeting goals.1.3 psychoanalyse HRM from a strategic perspective and its implications for the role of the line manager and employees. (P3)For competitive advanta ges, an organisation should change old ways of doing business where most of the kernel and responsibility of change will fall onto first-line managers of HR. They share the burdens and responsibilities with other line managers and employees. The first-line managers play a crucial role in making strategies for HRM because they are responsible for executing HR practices at the work stance (Nehles et. al. 2006). If these strategies are not identified and created consistency across business units to ensure closely aligned towards the attainment of corporate objectives, the organisation will find itself pulling in different directions and not making any progress towards meeting goals. The challenges for line managers are given belowRapidly changing of technology that allure to the changing of business purlieuPressure to do more with less resources to minimise production and other costDownsizing of the employees to cut bray costGreater workforce conversion as customers expectations are to a fault highIncreasing gap between available skills and required skills for a job.The line managers need employees with up-to-dated skills, multi-skilled, committed toward organisational missions and visions and competency for role play. The line managers in like manner need tools and development systems to make quick and effective decisions. The line manager is directly accountable for the plan electric shock of HR decision, while the HR team or employee is directly accountable for the compliance of the action.HR managers and employees moldiness need a range of skills to cope with the change and make a productive environment. In this case, HR department provides full stay and takes the occur in helping managers identify the core knowledge, skills and abilities required to support the companions competitive advantage (Buhlel 1999). For example, for a proper(postnominal) task, HR department whitethorn need to conduct an assessment and identify exceptional breeding necessitate. Then HR training circumscribedist will be called up to actually retort the training program. The HRM should do the following for managers and employees regularly otherwise business objectives will not be met in the long term.Providing training for such(prenominal) as problem solving, decision making and change managementCreating positive environmentProviding feedback and counseling on the options available to accomplish particular task/program with quantifyly and professional mannerProviding assistance with timely manner adjunct attitudes shown by the HR teamsCollaborative relationship between line manager and HR team to effect needed action.2.1 analyze and explain a model of flexibleness and show how this readiness be use in practice (P4). Show how the case company might identify and pass this model to solve their workforce issues (M1).Flexibility refers to adjust and deploy the skills of its employees to crack the skills required by its changing workload and production methods. Professor Chai Feldblum verbalize We believe work state of affairs flexibleness is good for employers and employees, so its worth the effort to get it right for employers and employees (Gurchiek 2009). HRM substructure design a job where employees house work with tractability considering the issues such as scheduling of hours work such as nontraditional start and end times the amount of hours worked such as job sharing, phased retirement and part time work the place of work such as a remote location or folk and changing work hours over the month or through the year depending on the demands of the job such as working more hours during busy periods and taking time off in quiet times. Review and explain a model of flexibility and show how this might be applied in practice (P4) Show how the case company might identify and apply this model to solve their workforce issuesWorkforce flexibility increases productivity and job satisfaction. It helps the company to b ecome top in the markets maintaining the civilisation of diversity and tolerance. The flexibility depends on the nature of the job. HRM will need to ensure that the organisational culture is tolerant of alternate work schedules.The British Gas tin provide 24/7 work to its customers and distri furthere its workload end-to-end the day as part of diversity and good customer redevelopments. more lag send away be scheduled to work at circus tent time and less staff for off-peak time. The company drive out employ some staff who can work from home or remote plain to reduce cost and provide better advantages to its customers within maybe less waiting time. The company needs to provide adequate training and support including equipment so that staff can work from home or provide services on demand to its customers. As a result, the company may need to pay less salary to such staff. For example, staff working from home or working on demand doesnt need to travel and/or can escort after children home at the same time and as a result, they can work at cheaper rate than staff working at office.The company can employ local and nationwide staff on demand rather than employing them for good to provide a maintenance and breakdown service for electrical goods and home wiring. The staff can be paid depending on number of services they provide. In order to provide quick and quality service to its customers, legion(predicate) staff working from home or staff working on demand should be employed and trained and reviewed their performance regularly. The company should in secernately record and review staff teleph unity conversations and services provided to its customers operating a customer satisfaction online or postal survey. These resources can be used to train staff as well.2.1 Review and explain a model of flexibility and show how this might be applied in practice (P4) Show how the case company might identify and apply this model to solve their workforce issues . (M1)2.2 Describe the need for flexibility and the types of flexibility which may be developed by an organisation and give examples of how they can be implemented (P5).The employees need for flexibility at work. As a result, they can work better and more productive way than others. The need for flexibility at work place is given belowemployees can whole tone after children at home or buy the farm more time with children and can reduce childcare costolder workers could remain agelong if number of hours are trim downmakes positive difference in computer storage and stress among lower-wage employees than their more advantaged counterpartsincreases moral, job satisfaction and higher level of network (Drucker 2010)decrease stress or turnoutattract talent people in the organisationreduce consumption of employee commuting time and force out costs.Flexibility can be different types such as flextime- allows employees to select their starting and ending time within a range of hours, reduced time, flex-leave- allows time off during the workday to address personal and family issues and flex- life- allows multiple points for entry, personnel casualty and re-entry.A company like British Gas needs to finalize the scope of flexibility and make a plan considering all attainable options for flexibility at workplace. The company can implement flexibility in the following waysdevelop a business case look at comparable companies like nPower, EDFEnergy and Southern Electric and their experiences with flexibility (Friedman D. E. 2010)reviewing lively and past programs and company policies to see how well they are working and what needs improvingdetermine flexible work options, negotiate with employees if possible and review. publish a pilot scheme to see how they work before amply implementing themhelp supervisors and managers to learn new ways of managing, including how to solve problem and look for win-win solution (Friedman 2010).2.3 Evaluate the advantages and dis advantages of flexibility working practices from both the employees and the employer perspective (P6).Flexibility is a management tool that can benefit employers and employees but it may not be welcomed by all employees of an organisation. Research shows that 78% of respondents describe that having access to flexible work options contributes to their success as employees to a moderate or great extent (Pitt-Catsouphes 2009). So flexibility should be applied creatively and it works best when all employees and customers are involved in the process of developing flexibility.AdvantagesFlexible workplace helps organisation if employers and employees get flexibility while they take decisions, they can do much better way and can save a lot of cost and set ashore a lot of revenue for the business.Flexibility in workplace help the employees providing flexibility like working from home and limited affair could ensure that employees are at their optimum working level.DisadvantagesLower wag e workers are more presumable to report that using flexibility will negatively proceed their advancement (Richman 2006)If the employees are not responsible enough and/or they are not monitored regularly, the business might actually face lack of productivityDuring the hiring of the individuals or employing someone, flexibility options should be discussed in detail and care should be taken into consideration to ensure that only prospects who are serious about their jobs, careers and professions will be employed by the company. Indeed, the success or ill luck of the implementation of flexibility depends on how well the employees take it, how they use it to become more productive, instead of finding ways to shirk work and how the management assists them to implement it. The company should consider a range of workplace factors such as extent of access to flexible work options, supervisor support of flexibility, negative work-family culture and extent of utilisation of flexible work o ptions to bring full advantages of flexibility at workplace (Pitt-Catsouphes et. al. 2009).3.1 Describe the forms of unlikeness that take place (P7)Recruitment and carry outing have been considered as areas for favouritism. In general the following two forms of discrimination take place (Bratton and Gold 2003) during enlisting and selection processDirect where employees of a particular gender, race, age, colour or ethnic group are treated more favourably than other employees. For example, a constitution to recruit only young persons to field workers. corroborative where particular requirements treat everybody passablely but discriminate to a particular group where the requirement cannot be justified. For example, applicants for field workers should be 1.85 metres tall could result in a low proportion of female applicants.3.2 Review how the legislative framework and any proposed changes relating to discrimination in the workplace can be applied by an organisation (P8). How has the above case company intentional their enlisting policy to apply relevant law to avoid discrimination (M2).All organisations should be aware of legislation c oncerning discrimination in employment and have a duty to protect their employees from any discriminatory behaviour. check to the law, it is unlawful to discriminate against anyone on the grounds of their sex, age, race, disability, religion or martial status in enlisting, selection, promotion, pay, training, hiring, transfer, dismissal and all other activities and responsibilities colligate to HRM.An organisation like British Gas should avoid discrimination during recruitment and selection process. This is not only a legal requirement but withal it gives the best chance of getting the right person for the job. The following changes can be proposed relating to discrimination in the workplace to avoid discrimination during recruitmentEnsure that best people are recruited on merit and the recruitment process is free from bias and discriminationApplication form should blockade minimum of personal details and some specific questions to avoid discrimination during selection process such as asking candidates to indicate special requirement to attend oppugnDuring interview, certain questions that are relevant to the persons ability should be asked only but moldiness not be asked something that discriminate from otherAssessment such as skill test and interview should be fair, reliable and valid throughout the recruitment process in full investigate if a complaint of discrimination is made against selection oversee recruitment process and update and review all policies regularly to meet employment law requirements fullyMust take care while carrying out necessary checks such as checking necessary documents to ensure that the candidate has right to work in the UK.3.3 Explain a range of menstruum initiatives and practices which focus on refer opportunities in employment (P9).The HRM should follow morose and fair selection process to recruit suitable employees to ensure equal opportunity is everywhere. After employment, each employee should get equal opportunities to get promotion, development, training and to get all other facilities provided by the organisation, and terms and conditions are based solely on job related ability and merit. The British Gas should consider the following initiative and practices which focus on equal opportunities in employmentAll managers and employees should have training on equal opportunitiesReview the effectiveness of the policy and identify practices that may lead discrimination rede and take swift action if it is expected that discrimination is taking placeMake arrangement so that employees can make complaint considerably regarding any issue of discrimination and they are kept well apprised the progress of the complaintLook creatively at new work patterns, employee practices and flexible working and enhance the idea of equal opportunities throu ghout the organisationAll staff should be treated with dignity and respect at workEmployers should make an environment to prevent bullying and sexual harassment as they lead to job insecurity, illness, absent from work and even yielding (ACAS 2009)Equal pay and disability discrimination policies should be implemented gravely at workplaceBecause of ill health, dismissal from job must not be taken place and if it does, it can be considered as discrimination.3.4 equation and contrast equal opportunities and managing diversity (P10).In order to promote equal opportunities and diversity at workplace, first thing is to have equality and diversity policy, then it is backed up by action plan to promote the policy at workplace and ensure that it is understood and followed across the business including areas such as recruitment, training and pay to avoid discrimination (Web1 2010).In order to minimise or avoid the chance of discrimination over equal opportunities and managing diversity, t he organisation needs to monitor the process following the stepCollect monitoring data providing separate monitoring sheet with masking form, through estimate, performance evaluation and direct complaint and filling direct monitoring formAnalyse collected data confidentialityReview policies and action plan where necessary.4.1 Explain performance management in practice (P11). using examples describe how organisation organize and manage performance estimation natural action (D2) and communicate these findings to the relevant human resources manager (M3). doing management is one of the responsibilities carried out by top management to examine actual practice at workplace (Pollitt 2002). The senior managers should carry out a performance review and provide feedback regularly or at least once per year to their fellow employees providing an opportunity for discussion of career objectives and progressions, identifying training needs, assisting to develop individual abilities and help in succession planning to maximise career potential. The performance appraisal should cover issues such as salary, promotion, retention/termination, scholarship of performance, layoffs, identification of poor performance, job requirements, legal requirements and analyzing past and present performance.Performance management is a culture in which individuals and groups take responsibility for the perpetual approach of business processes, standards and quality of products and of their own skills, behaviour and contributions (CIPD 2010). The British Gas should organise and manage the following performance appraisal activitiesArrange appraisal meeting with employees to discuss training required to improve skills, knowledge, standards and procedures and self-appraisalLet employees to fill in appraisal formIdentify actions that help lead to improvement including the time and goals for the follow-up meetingReview the agreed activitiesGive and intoxicate feedbackMake effective communica tion at all levels.Managers and/or supervisors at the workplace should have communications to ensure that each employees performance appraisal activities are done on time. They should use a common information system possible an online system or intranet that will allow slack storing and accessing of performance reports and training needs information and generate automatic reminder messages regarding performance meeting and any activities referable to complete. Using and sharing such information system at workplace, trainers and supervisors can provide effective and specific training to improve staff performance.4.2 Critically evaluate different human resource practice in the workplace (P12). Use critical objurgation to the above justify whether human resource practices are followed at British Gas or indeed any other company of your selection (D1)An organisation can use numerous different human resource practices in the workplace to evaluate employees performance such as perform ance appraisal, electronic performance, monitoring of quality services, monitoring competitiveness, calculating employee turnover rate, 360 tip performance management feedback system and reviewing safety incident. These practices promote human resource development of an organisation. For example, monitoring of quality service involves the recording of calls, team leader listening to calls, the provision of feedback, coaching on telephone technique and service delivery and the 360 process allows for multiple points of view to be given on any given individual to improve performance and identify training needs.A decent company like British Gas practices legion(predicate) from the above and does almost everything to maintain excellent customer services. The company has many call centres all over the Europe and provides adequate training and monitors employees performance regularly.The British Gas has launched a website called http//www.britishgasjobs.co.uk/ as Careers at British Gas. The website can be developed further to promote human resource development. In order to make aware potential and existing employees, job descriptions of all posts should be available on the website and these should be updated regularly. Potential candidates can be referred to the website. Once there is a candidate, the online system should conduct behavioral and technical foul tests first, then need a telephone screening, then bring them in for a face-to-face interview. The company can also use self-learning/service software programs within company website to reduce administrative costs and time, to increase information access for employees and managers and improve information accuracy (Price 2007).4.3 Evaluate the impact of globalization on issues such as human resource planning (P13).Changes in the global business environment such as quick development of information and communication technology (ICT), global dimension, currency counterchange rate and takeover or expansion overs eas have study consequences for HR managers (Price 2007). As a result, factors outside of a companys control that will affect its requirements for human resources and ways of managing them change as well and the organizational needs human resource planning based on cost benefit analysis in advance to use and manage human resources to meet organisational needs and add greater value (Friedman 2007).Indeed, the ICT and reduction in communication costs has facilitated the globalisation and increased competition. So human resource planning in any organisation is vital to train and develop employees. It should be strong linked with recruitment, selection, career planning and development, performance appraisal and the remuneration system otherwise the organisation cannot compete.4.4 Review the impact of different national cultures and practices human resource professionals can employ to manage a cultural diverse workforce (P14). Demonstrate convergent/lateral/create thinking while answeri ng the above questions (D3).National cultures differ generally in four areas which are labelled by Hofstede (1980) as dimensions and these are power distance, uncertainty avoidance, individualism-collectivism, and masculinity-femininity. Research shows that a human resource policy can be familiar and effective to a country but it may be unfamiliar and ineffective to another country due to cultural factor. For example, pay for the performance scheme is very popular in the USA and UK but it may not successfully be nice in another country (Suharnomo 2009). Laurent (1986) found that decision making in Germany is more centralised than in UK. On the other hand, organisations in UK spend more money for employee well-being and middle management development program than many other countries (Suharnomo 2009).Newman Nollen (1996) indicated that organisation performance is better in the organisations where there is congruency between national culture and human resource practices. An organisa tion must adjust its management practice in accordance with the environment or national culture to achieve successful organisational performance. For example, career development is stronlgly related to national culture in UK and USA. An employee who has good character will likely be able to use their capability in a workplace with other people. So cooperation is very important for every employee to meet organisational objectives.ConclusionsOrganisations with better learning, training and development systems, reward and recognition, and information systems can promote human resource development and improve organisational performance. These should be measured, monitored and updated staff skills time to time to meet organisational objectives.