Managing Human Resources

Introduction| 04| Task 01| 1. 1 Explain Guest’s model of HRM as applicable to the above company. | 05| | 1. 2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices in the above context. | 05| | 1. 3 Assess the implications for line managers and employees of developing a strategic approach to HRM in a company like Unilever. | 06| Task 02| 2. 1 Explain in Unilever, how a model of flexibility might be applied in practice. | 07| | 2. 2 Discuss the types of flexibility which may be developed by the organization Unilever.

| 07| | 2. 3 Assess the use of flexible working practices from both the employee and the employer perspective Unilever in this case. | 08| | 2. 4 Discuss the impact that changes in the labor market have had on flexible working practices. | 08| | 2. 5 Suggest a suitable HRM Model for Unilever Group of companies and justify it. | 09| Task 03| 3. 1 Explain the forms of discrimination that can take place in the workplace with suitable examples and how one can minimize it. | 11| |

3.2 Discuss the practical implications of equal opportunities legislation for Unilever organization with suitable examples and how Unilever Management is committed to this policy. | 10| | 3. 3 Research to collect information and Compare the approaches to managing equal opportunities and managing diversity. | 11| Task 4| 4. 1 Compare different methods of performance management company’s use. | 12| | 4. 2 Assess the approaches to the practice of managing employee welfare in Unilever by Research. | 12| | 4.

3 Discuss the implications of health and safety legislation on human resources practices. | 13| | 4. 4 Evaluate the impact of one topical issue (e. g. , e-Recruitment) on human resources practices at Unilever. | 14| Conclusion| 15| References| 16| Introduction Two billion people use Unilever products to look good, feel good and get more out of life. Since Unilever was established in the 1890s, brands with a social task have been at the core of their business, and now corporate responsibility underpins their policy.

In 2010 they launched the Unilever Sustainable Living Plan – a set of targets planned to help them deliver their objective of raising their business while minimizing their impact on the environment. To embed sustainability into every stage of the life cycle of their products, they are working with their suppliers to support responsible approaches to agriculture. They are also get knowledge from NGOs and other organizations, recognizing that building a truly sustainable business is not something they can do without expert recommendation.

They believe that as a business they have a liability to their consumers and to the communities in which they have a presence. Around the world they spend in local economies and develop people’s skills within and outside of Unilever. And through their business and brands, they run a range of programs to promote hygiene, nutrition, empowerment and environmental consciousness. The aims of this assignment are to measure the outcome of learning in terms of knowledge acquired, understanding developed and skills or abilities gained in relation to get the learning outcomes.

The aim of this assignment is to develop an understanding of the theory and practice of human resource management focusing on current human resources practice and the impact of topical issues and legislation. Task 1 1. 1 Explain Guest’s model of HRM as applicable to the above company. David Guest’s (1989, 1997) model of HRM has 6 dimensions as HRM strategy, HRM practices, HRM outcomes, Behavior outcomes, Performance outcomes, Financial outcomes practiced by the Unilever company. The model is narrow in the logic that it is based on the guess that HRM is individually different from traditional personnel management.

It is unrealistic, totally embodying the belief that fundamental elements of the HRM approach such as commitment have a straight relationship with valued business consequences. (Kogan Page, 2009) Guest has recognized that the concept of promise is ‘messy’ and that the relationship between promise and high performance is hard to set up. It also employs a ‘flow’ approach, seeing strategy foundation practice, leading to a variety of preferred outcomes which is used in the Unilever Company.

This model which is used in Unilever Company is tying employee behavior and commitment into the goals of strategic management and tepid on the value of trade unions. The employee relationship is viewed as one between the person and the organization. (hrmguide. co. uk) 1. 2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices in the above context. There are three major organizational properties: human resources, financial resources and technological resources.

HRM is an individual approach to service management which seeks to attain competitive advantage during the strategic deployment of an extremely committed and capable workforce, using a selection of cultural, structural and personnel techniques. (Storey, 1995). From this definition HRM is a mixture of people-oriented management practices that views employees as assets, not costs; and its major aim is to make and maintain a skilful and dedicated workforce to grow competitive advantage. The differences in the understanding of HRM have created two dissimilar schools of thought: soft and hard variants of HRM (Storey, 1992).

Soft and hard HRM are defined as two major models of HRM. (Kogan Page, 2009) Soft HRM focuses on employee training, development, commitment and participation. It is used to define HR functions meant to build up motivation, quality and commitment of employees; on the other hand, hard HRM concentrates typically on strategy where human resources are used to attain organisational goals. It is also linked with cost manage and head count strategies, particularly in business processes similar to downsizing, lowering the wages, shortening comfort breaks. (hrnutshell. com)

1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM in a company like Unilever. HRM strategy of Unilever Company corresponds with the execution of the strategy. HRM strategies are frequently implemented without a clear direction, or are not implemented at all. This can guide to major differences between the developed HRM strategy and the actual implementation. Two critical aspects for HRM, which is used by the line managers & employees of Unilever Company, will successful in the presence of HRM practices and the success of HRM implementation.

The company has attempted to prove a connection between HRM and firm performance by investigating the HRM practices while the achievement of HRM implementation has established little thought so far. (Kogan Page, 2009) The presence of well developed HRM practices is vital for the Unilever performance but it is not sufficient to be competitive; evenly important is the way how these HRM practices are implemented. The accountability for the HRM implementation lies with the line managers of Unilever Company since they have to execute the HRM practices on the work floor.

The line managers find implementing HRM practices hard because of several limitations they practice in implementing HRM. These limitations slow down the HRM implementation efficiency of line managers. (essay. utwente. nl) Task 2 2. 1 Explain in Unilever, how a model of flexibility might be applied in practice. Flexibility promises to give organizations with production systems and work organization that will give the spirited border needed in a gradually more in the global market; and employees with increased contribution, more interesting jobs, steady employment, and better wages and work conditions.

(Kogan Page, 2009) Flexibility in Unilever Company has come from both employer and employee groups. Flexibility promises the capability to become competitive in a gradually more in the global economy. Employee’s flexibility in the Unilever Company promises better working conditions and more diverse and interesting jobs. Flexibility in the Unilever Company also promises consumers high quality and differentiated products. The flexibility

model is appropriate in the period of high and sustained unemployment, experience high interest rates and slower economic growth. (mngt. waikato. ac. nz) 2. 2 Discuss the types of flexibility which may be developed by the organization Unilever. There are many dissimilar types of flexible working schemes and arrangements for workers to help them to settle work and private and family life. These cover up the issues such as flexibility in the Unilever Company of working time including working atypical hours and flexibility in the length of working time.

(Kogan Page, 2009) The key forms of flexible work in the Unilever Company include; part-time work, reduced hours, which allow people to trade income for time off, term-time contracts, which allow employees to stay on a permanent contract as either full or part-time employees, compressed working week, where weekly hours are compacted into fewer days than normal, for example a five-day week, giving employees longer weekends;

flexi time, which allows employees to differ their working hours within specified limits from day to day, shift swapping, which allows employees to reschedule shifts among themselves to set of clothes their requirements, self-roster, where employees schedule their own working day to meet the requirements of service delivery or production, staggered hours, where employees have dissimilar start, finish and break times.

This type of flexibility in the Unilever Company benefits both the employer and the employee. The employer of the Unilever Company can reduce employee turnover, increase productivity and reduce operating costs. The employee of Unilever Company can reconcile their work, private and family life. (eurofound. europa. eu) 2. 3 Assess the use of flexible working practices from both the employee and the employer perspective Unilever in this case.

There are many benefits in using flexible working in the Unilever Company for a worker, including saving time and money & avoiding the travel to work. Flexible working practices also enhance the quality of life, increase flexibility and help concentrate and accomplish work without interruption. The Success of Flexible Work Practices depends on using the right strategies and taking the right approach with both the employee & the employer. (Foot M and Hook C, 2008)

In the Unilever Company the employee discuss the Flexible working practices with the manager & discuss work options that include flexible hours and days during the work week. The employee discuss to the manager that they are ready, and come prepared with contingency solutions in emergency situations.

In the Unilever Company the employee set clear objectives with their manager & sets clear expectations for increase the productivity. (cisco. com/web) 2. 4 Discuss the impact that changes in the labor market have had on flexible working practices. A labor market is the mechanism through which human labor is bought and sold as a commodity and the means by which labor demand is matched with labor supply. The labor market constitutes the organized relationship that exists between workers and work organizations. For achieving the strategic objectives, a fundamental concern for the company is to ensure that it has the right people with the right skills, knowledge and attributes in the proper positions.

(Foot M and Hook C, 2008)

The Unilever Company Employer reasons for introducing flexible working practices are to improve staff retention, to enhance reputation as an ‘employer of choice’ in response to requests from staff, in reply to government legislation, to improve work–life stability, to improve staff morale, to attract job applicants, to provide adequate cover for extended opening hours, to meet seasonal fluctuations in the market, to stay competitive in the market, to improve productivity, to encourage diversity, to reduce sickness absence, to limit overtime costs, to encourage loyalty, to address environmental/travel-to-work issues, to reduce property costs, to enable a young workforce to pursue their personal interests. (sagepub. com)

2. 5 Suggest a suitable HRM Model for Unilever Group of companies and justify it. I have suggested Best Practice Model as HRM model for Unilever group of Companies. The best practice or the high performance work practices are described as HR methods and systems that have universal, additive and positive effects on organizational performance. The best practices that the organization employs, each will add to the previous, thus compounding the resulting performance of the organization.

The best practice school of HRM is based on universalism. The assumption here is that a set of practices aimed at high promise or high performance will benefit all the Unilever Company regardless of context. The elements of best practices are identified & recognized by employment safety, sophisticated selection, team working and decentralization, high wages connected to organizational performance, extensive training, narrow status differentials & communication and employee involvement. (Foot M and Hook C, 2008) Task 3 3. 1 Explain the forms of discrimination that can take place in the workplace with suitable examples and how one can minimize it.

Employment discrimination happens while an employee is treated critically because of his or her race, skin color, national origin, gender, disability, religion, or age. Discriminate is illegal in any aspect of employment, so workplace discrimination extends afar hiring and firing.

For example, employment discrimination could happen in any number of situations, like stating or suggesting preferred candidates in a job advertisement, excluding potential employees during recruitment, denying convinced employees compensation or benefits, paying equally-qualified employees in the same position different salaries, discriminating when assigning disability leave, maternity leave, or retirement options, denying the use of company facilities, discrimination when issuing promotions or lay-offs.

(Foot M and Hook C, 2008) In the Unilever Company discriminating is illegal for an employer to make assumptions based on race, gender, or age-related stereotype, and it’s also illegal for an employer to think that an employee may be unable because he or she is disabled. Unilever Company prohibited from withholding employment opportunities from an employee because of his or her relationship with someone of a certain race, religion, or ethnicity. The Unilever employers are required to inform employees about their rights under the laws, and must include that all employees will be free of charge from revenge if they do file a discrimination complaint. (jobsearch. about. com) 3.

2Discuss the practical implications of equal opportunities legislation for Unilever organization with suitable examples and how Unilever Management is committed to this policy. The Unilever Company has a range of legislative and policy initiatives intended to promote equal employment opportunity.

The Unilever Company has a range of policies from which to choose and the result is variety in the extent and type of equity programs which produce variable outcomes for the employees in the workplace. In Unilever, equal pay decisions have come through the industrial relations system rather than through legislation. The Unilever Company does not discriminate on the grounds of sex, marital status or pregnancy and prohibits sexual harassment.

The equal opportunities legislation act recognizes the occurrence of structural or indirect discrimination which arises from the reality that organizational norms, rules and procedures, used to determine the portion of positions and benefits, have generally been planned around the behavior patterns of the historically leading group in public life. (Foot M and Hook C, 2008)

Equal Employment Opportunity Legislation in the Unilever Company remedies that do not rely on individual cases of discrimination was enacted. The legislation recognized the historic and extant systemic disadvantage of women in employment. Positive action is based on recognition and receipt of the fact that it is not sufficient to make definite acts of discrimination unlawful. (griffith. edu. au) 3. 3 Research to collect information and Compare the approaches to managing equal opportunities and managing diversity.

Managing Diversity embodies two key assumptions like the heterogeneity and diversity of social groups – discrimination and disadvantage are, therefore, many-sided, organisations can benefit from valuing dissimilarity and managing diversity successfully. Both ideas have implications for organisational change and professional practice as Managing Director of Unilever Company is often defined by comparing it with Equal Opportunities approaches represents a ‘paradigm’ shifts in equal opportunities work. (Torrington D, Hall L and Taylor S, 2004) Equal Opportunities in Unilever Company means externally driven, rests on moral and legal arguments, perceives EO as a cost, operational, concerned with process, externally imposed low ‘buy-in’.

Managing Diversity in Unilever Company means internally driven rests on ‘business case’, managing diversity as investment, strategic, concerned with outcomes, internalised by all. (heacademy. ac. uk) Task 4 4. 1 Compare different methods of performance Management Company’s use. Performance Appraisals is the evaluation of individual’s performance in a methodical way. It is a developmental device used for all round growth of the employee and the organization. The performance is deliberate against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and health.

Appraisal should be restricted to past as well as probable performance also. The Unilever Company uses performance management for promotions, confirmations, training and development, compensation reviews, competency building, improve communication, evaluation of HR Programs, feedback & Grievances. Company’s uses different types of performance management methods. (Torrington D, Hall L and Taylor S, 2004) Many methods have been devised to determine the quantity and quality of performance appraisals. Each of the methods is useful for some purposes for some company’s only. Broadly all methods of appraisals can be separated into two different categories like past Oriented Methods, future Oriented Methods.

Some past oriented methods are rating scales, checklist, forced choice method, forced distribution method, critical incidents method, behaviorally anchored rating scales, field review method, performance tests & observations, confidential records, essay Method, cost accounting method, comparative evaluation method Some Future Oriented Methods are management by objectives, psychological appraisals, assessment centers. , 360-Degree Feedback. (corehr. wordpress. com)

4. 2 Assess the approaches to the practice of managing employee welfare in Unilever by Research. The Unilever Company recognizes that the employees are their most vital assets and a key stakeholder group. The Unilever Company committed to providing a fair, diverse and inclusive workplace. (Torrington D, Hall L and Taylor S, 2004) The Company has a principles of Fair Employment formulated for managing employee welfare.

These principles, embedded into their human resources practices on a global level, including recruit and select based on merit, such as skills, experience and ability, regardless of age, race, gender, religion or family status, treat employees fairly and with respect and implement progressive human resource management systems, give equal opportunities for training and development based on employees’ strengths and requirements, to help them achieve their full potential, reward reasonably based on ability, performance, contribution and experience, abide by labor laws and accept tripartite rule which promote fair employment practices. (sembcorp. com)

4. 3 Discuss the implications of health and safety legislation on human resources practices. In the Unilever Company occupational health and safety legislation regulates the principles of workplace health and safety with the plan to stop workplace accidents, injuries and diseases, and outlines penalty for breaches of those principles. It is the responsibilities of employers, supervisors, and employees.

The legislation requires that the employer do everything they can sensibly do to defend the health and safety of their employees in the workplace. (Torrington D, Hall L and Taylor S, 2004) The Unilever Company provides appropriate training for conduct potentially dangerous equipment and material, informing employees of possible dangers in the workplace, and setting up safe work practices. Under the legislation, employees have the right to say no to perform work that is unsafe. Health and safety are important issues in the Unilever Company workplaces. Health and safety of Unilever Company is usually synchronized by local or territorial legislation.

The employee of Unilever Company can consult health and safety legislation on a variety of issues, including refusal to work because of unsafe conditions, violence in the workplace, dangerous equipment/material, emergency procedures, lifting heavy objects, first aid skills requirements. (sembcorp. com) 4. 4 Evaluate the impact of one topical issue (e. g. , e-Recruitment) on human resources practices at Unilever. Human Resources in Unilever Company uses technology in all processes from recruit to retire functions and has drastically changed the way employees and managers get right to use to the human resource data. How to use technology in a human resource perspective to connect people and information is the challenge for the Unilever Company.

HR-IT has achieved much importance now because of it’s utilize in the company to increase the productivity through maximizing the worth of the organization’s most significant asset, people. (Torrington D, Hall L and Taylor S, 2004) It is important to look ahead for the changing trends in technology which can have an impact on the HR practices.

The Unilever Company uses e-recruitment for the new recruitment, Training & development, Performance management, Payroll & attendance records, Employee benefits. E-recruitment is the use of technology or web based tools to support the recruitment process. The Unilever Company uses websites for displaying the career opportunities, depending on the job portals for making the potential hires and using social networking sites for receiving the database. (morisonmenon. com) Conclusion

After Completing we have learned how the Unilever Company manages the human recourses in their organization. We have understand the different perspectives of human resource management by explain Guest’s model of HRM, compare the differences between Storey’s definitions of HRM, personnel and IR practices, assess the implications for line managers and employees of developing a strategic approach to HRM.

We have understand ways of developing flexibility within the workplace by the model of flexibility, the types of flexibility which may be developed by an organization, assess the use of flexible working practices from both the employee and the employer perspective, the impact that changes in the labor market have had on flexible working practices.

We have understand the impact of equal opportunities in the workplace by the forms of discrimination that can take place in the workplace, the practical implications of equal opportunities legislation for an organization, the approaches to managing equal opportunities and managing diversity.

We have understand approaches to human resources practices in organizations by compare different methods of performance management, assess the approaches to the practice of managing employee welfare in a selected organization, the implications of health and safety legislation on human resources practices, the impact of one topical issue on human resources practices.

References 1. http://www. hrmguide. co. uk/introduction_to_hrm/guest-hrm. htm 2. http://www. hrnutshell. com/topics/topics-covered-group1-key-to-survival/learning-development/item/57-definitions-of-human-resource-management-hrm 3. http://essay. utwente.

nl/60247/1/MSc_Anouk_ter_Halle. pdf 4. http://www. mngt. waikato. ac. nz/departments/Strategy%20and%20Human%20Resource %20Management/Airaanz/old/conferce/wgtn1998/PDF/dyer. pdf 5. http://www. eurofound. europa. eu/ewco/surveyreports/EU1101011D/EU1101011D_4. htm

6. http://www. cisco. com/web/strategy/docs/gov/flexible_work_practices_cs. pdf 7. http://www. sagepub. com/wilton/The%20Labour%20Market%20Context. pdf 8. http://jobsearch. about. com/od/hiringdiscrimination/qt/Examples-Of-Employment-Discrimination. htm 9. http://www98. griffith. edu. au/dspace/bitstream/handle/10072/18899/48464_1. pdf; jsessionid=448F6BC3079D836D8F00E9DAC0DAAD94? sequence=1

10. www. heacademy. ac. uk/assets/… /events/… /judith_foreman_workshop1. ppt 11. http://corehr. wordpress. com/performance-management/performance-appraisal-methods/ 12. http://www. sembcorp. com/en/esg-hr-emp-welfare. aspx 13. http://www. morisonmenon. com/hr-and-technology. php 14 Armstrong M — Armstrong’s Handbook of Human Resource Management Practice, (Kogan Page, 2009)ISBN: 9780749452421 15.

Foot M and Hook C — Introducing Human Resource Management (Financial Times/ Prentice Hall, 2008) ISBN: 9780273712008 16. Torrington D, Hall L and Taylor S — Human Resource Management (Financial Times/Prentice Hall, Harlow, 2004) ISBN: 9780273687139

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