HUMAN RESOURCES MANAGEMENT

ASSIGNMENT
ON

HUMAN RESOURCES MANAGEMENT

12

............................... 3 A DEMONSTRATION OF HOW THE WORLD’S LOCAL BANK HSBS’S GROUP VALUES AND BUSINESS PRINCIPLES REFLECTED BY THE EMPLOYEES IN DIFFERENT IDEAS AND CULTURE..............) Contents ARTICLE I......) Submitted By: (.................... 1............................. 12 ................... ABSTRACT................................Submitted to: (....... BESIDES THAT HOW THE RECRUITMENT....................................

..........................1) DISTINGUISH BETWEEN PERSONNEL MANAGEMENT AND HRM...............2) FUNCTIONS OF HRM............................. 11 Article I...... (TASK 1..................................................................................7 ARTICLE VIII........................................... (TASK 1........... PURPOSE OF THE ASSIGNMENT................... 9 ARTICLE XI..4)IMPACT OF LEGAL AND REGULATORY FRAME WORK OF HRM..................SELECTION.....................................................................5 ARTICLE VI. 6 ARTICLE VII.......9 ARTICLE XIII..................................................................................... INTRODUCTION.............. 4 ARTICLE IV.................................................. 1......3)ROLE AND RESPONSIBILITIES OF LINE MANAGERS IN HRM....................6 (TASK 1........................................................3)EFFECTIVENESS OF REWARD SYSTEM................................................................. 3 ARTICLE II............... 4 ARTICLE V.......................................... 4..... (TASK 3.4) METHODS OF MONITORING EMPLOYEE PERFORMANCE.......................................... 3................................................................4 ARTICLE III.......... (TASK 3.........8 ARTICLE IX......... MOTIVATION AND RETENTION OF EMPLOYEES EFFECTIVE TO MAINTAIN TEAM INTEREST OTHER THAN INDIVIDUAL INTERESTS TO SUSTAIN AS A FAIR AND OBJECTIVE EMPLOYER.................... (TASK1.. 12 .................. L03 REWARD EMPLOYEES TO MOTIVATE AND RETAIN................. 10 ARTICLE XIV.................................................................................. BACKGROUND......9 ARTICLE XII.... (TASK 3.............1) THE LINK BETWEEN MOTIVATIONAL THEORY AND REWARD............. 2.2) PROCESS OF JOB EVALUATION AND OTHER FACTORS DETERMINING PAY......................... CONCLUSION..... ABSTRACT A demonstration of how the world’s local bank HSBS’S group values and business principles reflected by the employees in different ideas and culture............................................................. MOREOVER HOW IT HELPS TO MAINTAIN THE SIGNATURE STRENGTHS AND SUCCESS OF PAST AND ONGOING BASED ON THE CORPORATE STRATEGY OF HSBC..................................8 ARTICLE X........... (TASK 3......... BIBLIOGRAPHY...............

2. 4. 3. strong capital and liquidity. Furthermore to evaluate components of business principles such as outstanding customer service. the HRM and HR have an important role to in Global HSBC as “world’s local bank”. The HSBC has 100 million customers around the globe and listed the stock exchanges of London. Article IV. The HRM concept gone ahead the administrative tasks of personnel management and brought a 12 . PURPOSE OF THE ASSIGNMENT To signify the role of employees’ with customers. It consists of social and environmental impacts of decision in lending and investment. motivation and retention of employees effective to maintain team interest other than individual interests to sustain as a fair and objective employer. selection. besides evaluate their role and performance and examine the delegation of authority and accountability. Asia.A. HSBC is one of the biggest future looking bank in the world as “worlds local bank”. competence.Besides that how the recruitment. with head quarters at London with International network offices about 7500 offices in 87 countries and covering the territories across Europe. As a global bank HR responsibility to be open to different ideas and culture. ethical and sustainable business practices. community and their positive approach to levels of management. The HRM department highly responsible to recruitment. Middle East and Africa. BACKGROUND The Hongkong and Shanghai Banking Corporation (HSBC) was founded in 1865 to financing the International trade between Europe and China. New York. motivation and retention of HR by diverse and inclusive meritocratic approach to the recruitment process due to the multicultural operations in different geographical regions to reflect the core corporate strategically signature strengths of the organization. Moreover personal standards of integrity on all levels of business principles and implementation of business strategy and business conduct of employees also group values and reputation. Moreover how it helps to maintain the signature strengths and success of past and ongoing based on the corporate strategy of HSBC. product lending policy and strict expense discipline. INTRODUCTION To sustain world’s one of the largest bank and maintain the past and continuing business success and reflect the statement of values as well as corporate strategic principles. Article III. effective and efficient operations. Besides that shares held by 221. Hongkong. Article II. Later the Midland Bank in UK founded in 1836 in Birmingham merged with HSBC in 1992.S. commitment in the welfare of communities and the environment. Paris and Bermuda. truth and fair dealings and commitment in laws and regulations of the group conducting its business region. U.000 shareholders in 127 countries at the end of 2012. L01 PERSONNEL MANAGEMENT AND HRM The world is changing and “there is no change to change”. Besides that commitment to quality. selection.

social and economic factors of employee’s within the organization to achieve the highest potential. monitoring as well as control phases of resources. For example. (Task1. So the first is archaic and the second is modern. HRM concept focused to the planning. rewards and bonuses  Focus on administering people HUMAN RESOURCES MANAGEMENT  Management of work force  Contribution to Organization’s success  Broader sense  Can be considered as proactive  HRM incorporates and develop personal management skills  Develop a team of employees in the organization  Continuous development of policies and functions for improving a company’s work force  HRM is an integral part of an organization  Motivation through human resources and effective strategies for facing challenges. psychological. moral. work groups and job creativity. distinguish between personnel management and HRM as follows:- Personnel Management • • • • • The personnel management has a traditional routine and maintenance oriented as well as administrative functions It has an independent function with independent sub-functions It responds to demands as and when arises It has exclusive responsibility of the personnel department It has a narrow scope with administering people 12 .  Focus to build a dynamic culture HRM promotes intellectual. the HRM has a focus and strategy and it suits to the needs of new generation organizations. in traditional manufacturing units there personnel managers are controlling the people and in service sector HR manager manage people. But in personnel management was in a great extent mediating between employees and employers and workforce focused. 2002). mentoring and counselling. competency mapping. So the personnel management is from ‘smoke era’ and HRM effective in the 21st century and it shows a paradigm move to the practice of managing the personnel resources.1) Distinguish between Personnel Management and HRM The both term personnel management and human resource management are deals the term “managing people”. Article V. training. cultural. career development. So it is revealed that. Refers to (Tripathi. It is a continuous process and includes activities like appraisals. similarly the HRM focused on resources.wide vision to resources that contributes to the obtainment of organizational goals. PERSONNEL MANAGEMENT  Administrative in Nature  Deals with employees payroll and employment laws  Narrow sense  Can be considered as reactive  Independent from an organization  Motivate employees with compensations. but the approach is different. job rotation.

2) Functions of HRM The challenging functions of HRM consist of various factors such as:• Job design • Job analysis • Human resource planning • Recruitment • Selection • Hiring • Induction • Performance evaluation • Compensation Management • Training and Development • Employee Movements • Welfare Administration • Health and Safety Administration • Discipline Administration • Grievance Handling • Labour Relations Article VII. (Task 1. challenges. It considers improved satisfaction causes improved performance Human Resources Management • • • • • • • It is a continuous ongoing development function designed for human process. It anticipates. The responsibilities of line managers consist of: People management in day to day basis  Operational costs management  Technical expertise arrangement  Work allocation and rotas organisation  Work process monitoring 12 . planning and continuously advancing It concerned all managers within the organization. It follows the system thinking approach and linkage and interface with the whole system. It considers performance causes the result of satisfaction. Article VI.3)Role and Responsibilities of Line Managers in HRM Line managers are those who individual employees or team of employees directly report and have responsibility to higher levels in management for those employees.• • The motivational factors in personnel management are rewards. compensations and job simplification. creativity on the jobs. also focused to develop them carry out the personnel functions The scope of HRD views the organization as whole and given emphasis on building a dynamic culture. (Task 1. The motivational factors are work groups.

      Quality checking Customers and client dealings Operational performance measuring Providing coaching and guidance Undertaking performance appraisals Dealing with discipline and grievances (Task 1.4)Impact of Legal and Regulatory Frame Work of HRM The Legal Framework Legislation describes the unlawful to discriminate when the recruitment and selection process on the basis of: Gender  Marital status  Race  Color  Nationality  Ethnic or national origins  Disability  Sexual orientation  Perceived sexual orientation  Religion  Belief or non belief  Age The employees those who engaged recruitment and selection should be aware of the legislation. the above Legal Frame Work Legislation protects applicants and employees. 12 . besides that let employees to take positive action in recruitment and selection process. The legislation gives the right to recruiter also to get genuine occupational qualification certificates and requirements from applicants. The relevant legislations are: The sex discrimination Act 1995  The Race Relation Act 1976  Features of the RRA & SDA – Direct and Indirect Discrimination  The Race Relations Act 1976(amendment) Regulations 2003  The Disability Discrimination Act 1995(amendment) Regulations 2003  The Employment Equality Act (religion or belief) Regulation 2003  The Employment Equality(age) Regulations 2006 (direct and indirect)  The Equal Pay Act 1970 – Amendment 1983  The Asylum and Immigration Act 1996  Accession (Immigration and worker Registration Regulation 2004  Rehabilitation of Offenders Act 1974 In brief.

a sense of belonging. Frederick Herzberg (1923) believes motivators and hygiene factors. besides that the employees should adopt a democratic approach to management through certain methods such as job enlargement. workers should be motivated by pay. Motivation caused by interaction of conscious factors and unconscious factors such as. so managers should breakdown production in to series of small tasks and should be provided training and tools also paid for the number of items produced.Article VIII. Moreover retention of employees are essential. RETAIN L03 REWARD EMPLOYEES TO MOTIVATE AND Motivation is the factor of stimulating internal and external desire and energy of people or employees and it continuously generates interest and commitment to a role or job. love Esteem needs . incentive or reward value of the goal. thirst Safety needs . such as how interested the job is and how much opportunity it provides for extra responsibility as well as regulations and promotion. Hygiene factors are surrounded the job rather than the job itself.optimum mental satisfaction through artwork. So it encouraged workers and maximize productivity. Elton Mayo (1880-1949) believed that workers should motivate not only with money but also with having their social needs met at work. as well as it's subject to make an effort to obtain a goal. besides that workers are best motivated by better communication. training. (Task 3.1) The Link between Motivational theory and reward Researchers and scholars have investigated the link between motivation and reward. job enrichment and empowerment. expectation or peers and it's reason for one to behave in a certain way. intensity of desire or need. and also commented that workers not naturally enjoy work. protection Social needs . due to that required supervision and control. So retention reduces costs and increases productivity. So it is vital to organizations to obtain the organizational goals through motivated employees. such as hierarchy of needs such as:Physiological needs . Abraham Maslow (1908-1970) introduced a psychological theory of five levels of human needs have fulfilled by employees at work. The different views presented various scholars are:Frederick Winslow Taylor (1856-1917) believes that. greater manager involvement and working in group or teams.hunger.security. 12 . Article IX. literature work and so on.self esteem. recognition and status Self actualization . because the organization invests in employees in their recruitment and selection. there motivators are those related to the actual job itself. personal and professional development.

It should have a personal touch 3.4) Methods of Monitoring Employee Performance The fair evaluation of employees should need techniques to properly motivate them and provide pay raise. The job evaluation is the systematic process of defining the relative worth of jobs within an organization. It should provide immediately Article XII.Article X.2) Process of job evaluation and other factors determining pay The job evaluation process is essential to ensure employee pay and benefits and it reflects the worth to the organization confirming equity and fairness.3)Effectiveness of reward system The lack of recognition force employees to leave.It consists of classification of and defines the parameters of each grade. (Task 3. The nature of reward and the way of distribution should cause the effectiveness of reward system. Factor Comparison: . It must have a clear relationship between reward and job performance 5. 12 . promotion. (Task 3. Article XI. Same time rewards are a dynamic factor to retain the employees. but unfair salary structure affects the morale and sap energy and vigor.It is the comparison of jobs against the other position within the organization and the comparison is in a general concept such as level of responsibility and hierarchy to show levels and ranks are subdivided into grades. but better pay offers from others may not let them quit. Paired Comparison:. It must apply to everyone 2. It should intrinsically and extrinsically motivate employees 4. Classification of Job grading: . So it is required to identify the attributes of measurable performance criteria to apply all the employees. (Task 3. 1. The job evaluation types are as follows:Job Ranking. The following points should be considered to make the reward system effective.It means the comparison of jobs by using statistical procedures.It means identification of a set of compensable factors that indicative of the worth of jobs in monetary terms. So the reward system must manage effectively to get the dynamic result. Point Method: . if there is recognition.It starts with the identification of a jobs set of compensable factors.

Focus on the tasks 7. Communication skills 5. such as:1. consider the employee’s job requirements. Stress management 15. meets standards. Besides that. The revolutionary progress from personnel management to HRM and its functions provide a modern 12 . 2. Productivity and keeping deadlines 12. Article XIII. record of classes or training attended in a whole year and attendance records. also stack up against other employees in the same position should be considered. Team work and pitching in 16. Attitude and co-operation 4. Quality of the work 13. Knows when to ask 10. Reliability and go-to-person 14. Performance levels such as. Ambition to the position and initiative to improve the process. Integrity 9. product or overall work environment. Improvements from previous evaluations 8. minimally acceptable. needs improvement. CONCLUSION The modern HRM contributes a major role to make maximise positive use of HR through its scientific. The following major performance criteria and performance levels ensure the fair evaluation. Level of technical knowledge 11. exceeds standards and outstanding.The objective evaluation of the performance of employees that they performed on their job duties. Department and company oriented 6. modern and human approach to obtain the organizational goals. Attendance 3.

Bibliography Tripathi P.htm Armstrong. Retrieved October 23. C.qualitycoaching. (2006. . April 24).businessdictionary.com/The-7-Habits-of-Highly-Effective- People_53805. (1993). Strategic HRM: The key to Improved Business Performance. York YO10 5BR. .New Delhi : Sultan Chand & Sons: . 2012. Heslington.org/about-sml/ 12 . from ebook3000. (2008). 1. Retrieved october 25. London: KOGAN PAGE.com: http://www. London: CIPD. Human Resource Management Process (p. Furnham.com/kolblearningstyles. Unitrd Kingdom. In A. further more job evaluation and monitoring contributes to employee benefits and retention benefits organizations and overall progress of personnel management to HRM contributes the whole Industrial progress. Self Managed Learning. Human Resources Development [Book]. Retrieved October 21. 311). Article XIV.com/definition/organizational-structure. Jyly). Retrieved October 24. Routledge. Self Managed Learning. from Quality coaching: http://www. Besides that the approach of HRM and theories of motivation and reward system .Vol.html Gordan. Alan Chapman. ebook3000. a. Work-based learning. from Self Managed Learning. 2012.html covey. (2012. Corporate Assessment. M. from businessballs. The legal and regulatory frame work provides safety to the HR.com/Articles/communication. (2012. October 11).com.selfmanagedlearning. 2002. (2010.html Iain Nixon. October 25).org. 2012. K. s. from http://www.ebook3000. business dictionary. (1994-2012. 2012. October 23). Armstrong. J.com. October 21).approach to HR.org: http://www. (2012. 2012. Retrieved October 11. quality coaching.com: http://www. businessballs. S. Business Dictionary. M.businessballs.

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