Managing Human Resource

CONTENTS

Page
No.

Task 01
P1.1 Explain Guests model of Hard-soft...

02

P1.2 Review the differences between Storey .

02

P1.3 Analyze HRM from a strategic perspective .

04

Task 02
P2.1 Review and explain a model of flexibility.

05

P2.2 Describe the need for flexibility ....

05

P2.3 Evaluate the advantages and .............

07

Task 03
P3.1 Describe the forms of discrimination ...

09

P3.2 Review how the legislative framework ..

10

P3.3 Explain a range of current initiatives ..

12

P3.4 Compare and contrast equal opportunities..

12

Task 04
P4.1 Explain performance management..

14

P4.2 Critically evaluate different human ...

15

P4.3 Evaluate the impact of globalization ..

15

P4.4 Review the impact of different national

16

Bibliography.

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Managing Human Resource

Task 1
1.1 Explain Guests model of hard-soft, loose-light dimensions of
HRM
Human resource management is defined as a strategic and coherent
approach to the management of an organizations most valued assets the
people working there who individually and collectively contribute to the
achievement of its objective. (Michael Armstrong 2007)
As Guest 1999 comments, the drive to adopt HRM is based on the
business case of a need to respond to an external threat from increasing
competition. It is a philosophy that appeals to managements who are
striving to increase competitive advantages and appreciate that to do this
they must invest in human resource as well as new technology.
The soft version of HRM traces its roots to the human relations school;
it emphasizes communication, motivation and leadership. In the words of
Guest 1999, as means rather than objects, but it does not go as far as
following Kants (2003[1781]) advice: Threat people as ends unto
themselves rather than as means to an end. The soft approach to HRM
stresses the need to gain the commitment the heart and minds of
employees through involvement, communications and other methods of
developing a high - commitment, high trust organization. Attention is
also drawn to the key role of organization culture.
The hard model of HRM as a process emphasizing the close integration of
human resource policies with business strategy which regards employees
as resources to be managed in the same rational way as any other
resource being exploited for maximum return. In contrast, the soft
version of HRM sees employees as valued assets and as a source of
competitive advantages through their commitment, adaptability and high
level of skills and performance. (Michael Armstrong P.13-14. 2008)
1.2

Review the differences between storey definitions of HRM

and personnel and IR practices

Storey (1992) has established a theoretical model based on his

perception of how organizations have evolved from predominant
personnel and IR practices to HRM practices as he called it a model of the
shift to human resource management. His model is based on ideal types
and thus there are no organizations, which conform the picture in reality.
Storey also underlines twenty-seven points of difference between
Personnel and IR against HRM. He begins his approach by defining four
elements, which distinguish HRM:

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27 points of difference
Dimension

Personnel and IR

HRM

BELIEVS AND
ASSUMPTIONS
Contract

Careful delineation of
written contracts
Importance of devising
clear rules/ mutuality
Procedures

Aim to go beyond
contract
Can- do outlook;
impatience with rule
Business need

Norms/ custom and

practice
Monitoring

Values/mission

Pluralist
Institutionalized

Unitarist
De-emphasized

Key relations
Initiatives
Corporate plan
Speed of decision
LINE MANAGEMENT

Labour management
Piecemeal
Marginal to
Slow

Customer
Integrated
Central to
Fast

Management role
Key managers

Transactional
Personnel/ IR specialists

Communication
Standardization

Indirect
High (e.g. parity an
issue)
Negotiation

Transformational leader
General/business/line
managers
Direct
Low (e.g. parity not
seen as relevant
Facilitation

Rules
Guide to management
action
Behavior referent
Managerial Task vis--vis
labor
Nature of relations
Conflict

Nurturing

STRATEGIC ASPECTS

16 Prized management skill

KEY LEVERS
Selection
Pay

Thrust of relations
with stewards

Separate, marginal task

Job evaluation (fixed
grades)
Separately negotiated
Collective bargaining
contracts
Regularized through
facilities and training

Job categories and grade

Communication
Job design
Conflict handling

Many
Restricted flow
Division of labour
Reach temporary truces

Training & development

Controlled access to
courses
Personnel procedures

Conditions
Labor management

Foci of attention for

interventions

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Integrated, key-task
Performance-related
Harmonization
Towards individual
contracts
Marginalised (exception
of some bargaining for
change models)
Few
Increased flow
Teamwork
Manage climate and
culture
Learning companies
Wide ranging cultural
structural and personnel
strategies

Managing Human Resource

Through the beliefs and assumptions he sees in HRM an aim to go beyond

contract, a more of a nurturing job of management being a coach rather
than a policeman and a more unitarist approach in relations. In strategic
aspects he sees differences in a more customer oriented approach with
fast speed of decision making and central cooperate plans. A more
transformational leadership is seen in HRM rather than the transactional
in PM and IR with the line managers as key staff, direct communications
and low standardization. (Christos Theophilou 2007)
1.3 Analyze HRM from a strategic perspective and its implications
for the role of the line manager and employees with suitable
examples.
Taking into account the concepts of the resource-based view and strategic
fit, Delery and Doty 1996 contend that organizations adopting a
particular strategy HR practices that are different from those required by
organizations adopting different strategies and that organizations with
greater congruence between their HR strategies and their strategies
should enjoy superior performance. They identify three HRM
perspectives:
1. The universalistic perspective some HR practice are better than
others and all organizations should adopt these best practice. There
is a universal relationship between individual best practice and firm
performance.
2. The contingency perspective in order to be effective, an
organizations HR policies must be consistent with other aspects of
the organization. The primary contingency factor is the
organizations strategy. This can be described as vertical fit.
3. The configurationally perspective this is a holistic approach that
emphasizes the importance of the pattern of HR practice and is
concerned with how this pattern of independent variables is related
to the dependent variable of organizational performance. (Michael
Armstrong P.39. 2008)

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Task 2
2.1 Review and explain a model of flexibility and show how this
might be applied in practice
The model of Flexibility at Somerfield
Employee with a minimum of 26 weeks continuous service may ask the
company to consider a request to work flexibly. Qualifying employees can
request a change to their contracted hours, working pattern and or places
of work where such a change would facilitate the care of a child. The
company is under a duty to consider any application. Only one application
to work flexibility maybe made each year, if it is accepted it will result in a
change to the employees terms and conditions of employment.
Eligibility
In order to make a request to work flexibly you must:

Be an employee

Have a child under the age of six years old, or a disabled child
under 18 by the childs mother, father, adopter, guardian or foster
parent. Alternatively the law still applies if you are married to, or
the partner of the childs mother, father, adopter, guardian or foster
parent

Have or expect to have responsibility for the childs upbringing by

making the application to enable them to care for the child.

Have worked for the company for at least 26 continuous weeks at

the date the application is made

Have made the application on later than 2 weeks before a childs

sixth birthday or 18th birthday in the case of disabled child.

Not have made another application to work flexibly under this right
during the previous 12 months. (Somerfield 2005)

2.2 Describe the need for flexibility and types of flexibility which
may be developed by your organization and give an example of
how they can be implemented
Need for Flexibility
The need of the flexibility strategy should be to develop a flexible firm
(Atkinson, 1984) by providing for greater operational and role flexibility.
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- Take a radical look at traditional employment patterns to find alternative
to full-time, permanent staff. This may take the form of segregating the
workforce into a core group and one or more peripheral groups.
- Think about outsourcing getting work done by external firms or
individuals.
- Encourage multiskilling to increase the ability of people to switch jobs or
carry out any of the tasks that have to be undertaken by their team.
(Michael Armstrong P.167. 2008)
Functional Flexibility: is sought so that employees can be redeployed
quickly and smoothly between activities and tasks. Functional flexibility
may require multi-skilling.
For example, it may mean a reduction in demarcation lines between
occupations, or in boundaries between individual jobs. There are fewer
jobs reserved for employees with specific occupational backgrounds: in
the NHS, for example, nurses are increasingly taking on functions
formerly reserved for medical staff. Job definitions become increasingly
unhelpful in many workplaces, particularly where team working or
multiskilling is introduced
Financial flexibility: provides for pay levels to reflect the state of supply
and demand in the external labour market and also means the use of
flexibility pay systems that facilitate either functional or numerical
flexibility.
Example, by sales staff, performance (or profit) related pay has spread to
other groups throughout the workforce. This element of flexibility is
important to employers as a means of linking costs to output and
reducing the importance of the link between pay and prices.
Flexibility in the pattern and organization of work which describes a
wide range of practices including:
-

Numerical flexibility or the ability of firms to adjust the number of

employees or the number of hours worked to reflect business
needs. Many more employees are now on short-team or temporary
contacts, or are employed on a part time basis, or self-employed.
This issue is discussed more fully later. We note her simply that the
changes are driven primarily by changes in the nature of employers
business.

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Managing Human Resource

Example, supermarkets employ part-time labour so as to better match
the hours when customers prefer to shop; temporary contract for nurse
may be used to match peak demand for hospital services.
-

Working time or flexibility, which relates to variations in the

number and timing of hours flexibility worked.

Example, include flexi time, annual hours contracts and overtime;

-

Location flexibility, or flexibility for employees to work away from

the office base,

Example, home working and teleworking

(Paul. S & Mick. M P.230 & 231 1998)
2.3 Evaluate the advantages and disadvantages of flexible
working practices from both the employee and the employer
perspective.
The advantages
Employer
The most common factors driving organization to adopt more flexible
working practices are:
-

Increased competitiveness both nationally and globally

New technology
Changes in labour demand and supply
Government policies

Whit regard to flexibility in the pattern and organization of work the main
needs for employers are:
-

Enables employers to match work provisions more closely with

customer/product demand
Reduces fixed costs.
Aids recruitment and retention of employees
Increase productivity those working for a reduced period of time
are likely to be less tired less stressed
Reduces absence and labour turnover.

Employee
Survey evidence of employees reactions to flexible working arrangements
is thin, but generally they are perceived as a good thing, offering
employees:
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Managing Human Resource

He ability to combine work with outside with outside interests

Greater job satisfaction
Improved motivation
Less tiredness

The disadvantages
Employer
-

Increased training costs

Higher direct costs
More complex administration
Communication difficulties
Management of the flexible workforce.

Employee
-

Unequal treatment in terms of pay and benefits

Reduced career development opportunities
Limited training opportunities
The psychological contract is threatened
Increased job insecurity
Increase stress.

(Paul. S & Mick. M P.237 & 238 1998)

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Task 3
3.1 Describe the forms of discrimination that take place
Statement of intent
Somerfield will not discriminate against the many people in our society
that experience discrimination or lack of opportunity for reasons which are
unjust. These include disability (including mental illness), culture, religion
or belief, colour, ethnic origin, language, political beliefs, gender, sexual
orientation, age, marital status, responsibility for dependents.. This list is
not exhaustive and many other factors may contribute to discriminatory
experiences.
Somerfield will challenge discrimination and lack of opportunity in its own
policy and practice and that in employment practices and provision of
services it will strive to combat all direct or indirect forms of
discrimination.
Discrimination can take one or more of the forms set out below.
Direct discrimination is treating one person less favourably than
another in the same or similar circumstances, or segregating them from
others solely because they have for example a disability or illness.
Refusing to employ someone who has the required skills because they
are, for example, deaf, over a certain age or pregnant would constitute
such discrimination.
Indirect discrimination occurs where there is a provision, criterion or
practice which applies equally to everyone but which, in practice, has an
adverse impact on a particular group and cannot be justified.
For example an unnecessary physical or age requirement can discriminate
against women or disabled people.
Abuse and/or harassment Discrimination also covers actions which
amount to abuse and/or harassment of people or groups of people
because, for example, they have a disability or illness, are a member of a
national or ethnic minority group, a woman, a lesbian, an older person.
Victimisation occurs when a person is treated less favourably or is
discriminated against because she/he has pursued or intends to pursue
their rights in respect of alleged discrimination. This protection can also
include any person who supports the person pursuing their rights.
Racist incident (Macpherson Report, 1999)

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Any incident which is perceived to be racist by the victim or any other
person. If the affected person doesnt want to complain, another person
may do so.
Discrimination in any of the forms stated above is unacceptable,
regardless of whether there was any intention to discriminate or not.
Somerfield will take every reasonable step to ensure that no-one
connected with the organization receives less favorable treatment than
others
Employment
Somerfield will ensure that:

Discussion and in-house training is undertaken as necessary for

personnel to combat discrimination at work.
Practice and procedures reflect the physical, cultural and religious
needs of any employees and volunteers as well as those to whom
services are extended.
All other appropriate measures are taken to ensure job satisfaction
as well as the delivery of services to individuals and organizations.

Recruitment and selection

Staff appointments will be monitored to ensure no discrimination is
occurring at the point of selection.
3.2 Review how the legislative framework and any proposed
changes relating to discrimination in the workplace can be applied
by your organization.
Prior to the 1970s, typical personnel practitioners would have readily
understood what was required of them in terms of the law and equality of
opportunity in the workplace. The legislative framework was very simple
and there are several key pieces of legislation relating to equal
opportunities.
Act
Sex Discrimination Act 1975
Sex Discrimination (Gender
Reassignment) Regulation
1999
Race Relations Act 1976
Race Relations (Amendment)
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Areas covered
Sex and marital status (the latter
referring specifically to persons who
are married)
Persons who intend to undertake a
sex change, are currently in the
process of doing so or have completed
treatment
Race, colour, nationality or ethnic
origins
The duty of public authorities to take

Managing Human Resource

Act 2000
Disability Discrimination Act
1995
Disability Discrimination
Act(Amendment) Regulations
2003
Employment Equality (Sexual
Orientation) Regulations
2003
Equal Pay Act 1970
Rehabilitation of Offenders
Act 1970
Employment Equality (Sexual
Orientation)

positive action to promote good race

relations
Disabled persons
Removal of the exemption for
employee of fewer than 15 people;
shift in the burden of proof
Religion or similar belief
Male and female pay for like work,
rated as equivalent, and work of equal
value
Persons with spent convictions

Orientation toward persons of the

same sex, of the opposite sex, shift of
both the same sex and the opposite
sex
Human Rights Act 1998
Prohibition of forced labour and
slavery; right to respect for private
and family life
(Margaret Foot & Carline Hook P.69.2005)
If you believe that you have been discriminated against you should, if
appropriate, raise the matter with you line manager in the first instance.
In circumstance where this is not appropriate, you should ideally take the
matter to the next level of senior Management.
Recognizing the sensitivity that is often associated with case of this type,
and in addition to the Grievance Procedure, the company has a specific
Harassment and Bullying Policy. Please refer to these documents for
details of how you should communicate and escalate any complaint of this
nature that you may have.
All applicants for employment with Somerfield will be treated equally and
with respect. No unjustifiable conditions should be imposed in relation to
any job and adverts mush not suggests that Somerfield has any intention
of unlawfully discrimination against applicants.
Opportunity for promotion and training of staff will be open to all and
based purely on merit.
The application of he companys policies and procedures and particularly
the disciplinary and Grievance procedures will be consistent, fair and
transparent.

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If you require advice in relation to the application of this policy in regards
to recruitment and training or employee relation matters, you should
contact the Employee Relation call center. (Somerfield 2005)
3.3 Explain a range of current initiatives and practices which
focus on equal opportunities in employment.
The employment equality (religion or belief) regulation 2003
outlaw discrimination based on religion or similar philosophical beliefs.
Whether a set of beliefs is recognized under regulation will be for
employment tribunals to decide.
For example, humanism would be recognized as a set of beliefs similar to
a religion, but political beliefs normally would not be covered. The
regulations work in similar way to the sexual orientation regulations in
terms of type discrimination and the possibility of a GOR for certain
positions.
Many commentators agree that key challenge to employers in dealing
with religious discrimination will probably in the area of harassment.
Communication with employees and the creation of culture of tolerance
and acceptance of diversity will come even more important.
Sexual orientation refers to gay and lesbian preferences,
heterosexuality and bisexuality. These are not covered by the equality
regulations. The regulations apply to recruitment and selection and to
treatment in the workplace, such as opportunities for training and
promotion. Harassment is defined as unwanted conduct that intimidates
or humiliates an individual, affecting their dignity or creating a hostile
work environment. It may be possible to identify a genuine occupational
requirement for some posts, in which case a particular sexual orientation
may be specified during recruitment.
If anyone interested in such a post feels that they have been unfairly
excluded on this basis, they can challenge the GOR at an employment
tribunal, which is ultimate arbiter of the acceptability of GORs.
(Margaret Foot & Carline Hook P.70 - 71.2005)
P3.4-Compare and contrast equal opportunities and managing
diversity
Equal opportunities are at the heart of a policy for dealing with the
management of diversity or cultural differences, and organizations have
policies covering the area to assert their intention to provide equal
opportunities for all categories of staff.

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The term is sometimes held to concentrate on avoiding discrimination or
unfairness as between groups, but it should be more proactive than this.
It should involve acknowledging, tolerating and indeed welcoming
difference. It can also involve being proactive, as in what the Americans
call affirmative action such as boosting the proportion of minority groups
in employment.
It also needs to emphasize that equal opportunities is not just something
to be pursued by management, but is the responsibility of all workers
towards each other.
Bullying and harassment are practices which are sometimes pursued by
managers, but much more frequently by workers or groups of workers
against each other. (Rosemary P.160. 2002)
Managing diversity means that people should be valued as individuals for
reasons relating to business interests, as well as for moral and social
reasons. It recognizes that people can bring fresh ideas and perception
which can make the way work is done more efficient and products and
service better (Institute of personnel and Development (IPD) 1997).
In order for diversity management to work there must be involvement
from a wide range of people, form the chief executive and the board
through to the human resource management and the line mangers.
According to the CIPD managing diversity needs to become a mainstream
issue which influences all employment policies and working practices (IPD
1997)

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Task 4
4.1 Explaining performance management in practice.
Armstrong and Baron 1998 define performance management as:
A process which contributes to the effective management of individuals
and teams in shared understanding about what is to be achieved and an
approach to leading and developing people which will ensure it is
achieved.
Although the aim of performance appraisal is undoubtedly to improve
individual and consequently organizational performance.
According to the CIPS 2004 the tools typically used in performace
management include the following:

Objectives and performance standards

Performance and development reviews
Measurement
Pay
Learning and development
Coaching
Competences and competencies
360 feedback
Teams
Performance problem solving (Margaret Foot & Carline Hook
P.288.2005)

Performance management derives from the human resource management

approach as a strategic and integrated approach to the management and
development of people. It emphasis the important role of line managers
to take responsibility for the management of the performance of the
people in their department.
It uses the techniques of performance appraisal but prefers to use the
more objective types, such as management by objectives. Line managers
also have responsibility to review progress and development throughout
the year, not just personnel management or the senior management
them.
Performance management is above all a process for sharing an
understanding about what needs to be achieved, and then managing and
developing all directions and employee involvement are also extremely
important. If the performance appraisal and performance management
carried out correctly, in a way that fits with the organizations culture and
can contribute to most of. (Margaret Foot & Carline Hook P.294.2005)

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4.2 Evaluate the Human resource practice in your work place.
Any organizations success will depend largely on whether its employees
perform well. It is recognized that library and information services exist,
in the main, as part of a larger organization that will have its own human
resource management policies and practices. Somerfield has its
responsibility to work with human resource practitioners to understand
and shape policies and practices, and adapt specific human resource
management interventions to suit the organizational culture and
readiness of their library and information service.
The Human Resources Management (HRM) function includes a variety of
activities, and key among them is deciding what staffing needs you have
and whether to use independent contractors or hire employees to fill
these needs, recruiting and training the best employees, ensuring they
are high performers, dealing with performance issues, and ensuring your
personnel and management practices conform to various regulations.
Activities also include managing your approach to employee benefits and
compensation, employee records and personnel policies. Usually small
businesses (for-profit or nonprofit) have to carry out these activities
themselves because they can't yet afford part- or full-time help. However,
they should always ensure that employees have -- and are aware of -personnel policies which conform to current regulations. These policies are
often in the form of employee manuals, which all employees have.
The HRM function and HRD profession have undergone tremendous
change over the past 20-30 years. Many years ago, large organizations
looked to the "Personnel Department," mostly to manage the paperwork
around hiring and paying people. More recently, organizations consider
the "HR Department" as playing a major role in staffing, training and
helping to manage people so that people and the organization are
performing at maximum capability in a highly fulfilling manner.

4.3 Evaluate and explain the impact of globalization on issues

such as Human resource planning.
Globalization, which requires organizations to move people, idea, products
and information around the world to meet local needs. New and important
ingredients must be added to the mix when making strategy: volatile
political situations, contentious global trade issues, fluctuating exchange
rates and unfamiliar cultures.
It has been said for many years now that the world is getting smaller and
with the advent of the internet this is in one way at least becoming truer.
We can manage and be managed from a great distance. We are able to
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access development opportunities form the comfort of our own home or
workplace.
In our new world, where change, complexity and speed dispel the success
of our traditional approaches to developing our managers, we have no
choice but to invent new concepts on how development is best achieved.
Add to this the omnipresence of cyberspace which makes it far easier to
take learning to the managers, than to take the manager to available
data, which means we must be frugal but focused on learning what
actually helps. The future will insist on continuous, local individually
tailored learning.
1. Learn what you do not yet need when you do not yet need it. It will
help you to understand and interpret what is really happening
rather than what you existing paradigm suggests is happening.
2. Learn only what others do not already know.
3. Reach out through cyberspace and leave markers of your questions
and encourage others to reach back to you with more question and
answers.
4. Remember all learning has stamped on it a sell by date. (Eddie
Obeng. Pentacle the Virtual Business School). David Megginson &
Paul Banfield. P. 180. 2000)
4.4 Review the impact of different national cultures and practices
human resource professionals can employ to manage a culturally
diverse workforce.
The easiest way to think in terms of cultural difference is on the basis of
nationality, but given the polyglot nature of many countries, cultural
differences also apply within countries. Geert Hofstede 1980 identified
four base dimensions of the differences between national cultures.
1. Power distance, is concerned with how far the culture encourages
superiors to exert power. In a country where power distance is
large, being a boss is about exerting power, but in a small power
distance country, superiors and subordinates consider each other to
be colleagues, so that inequality between them is minimized and
superiors are accessible.
2. Uncertainty avoidance raises the issue of the extent to which a
culture encourages change and risk-taking. In strong uncertainty
avoidance countries people feel threatened by uncertain situations
and experience high levels of stress in change, whereas in a weak
uncertainty avoidance culture the uncertainty which is inherent in
life is easily accepted, which means less stress and less need for
rules.

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3. The individualism collectivism dimension in the extent to which a

culture encourages individual as opposed to collective concerns. In a
individualistic culture identity is based on the individual, whereas a
collectivist culture is characterized by tighter social framework and
the emphasis is on belonging to the group and being a good
member of it.
4. Masculinity femininity is somewhat unfortunately named since it
follows the stereotyping of gender roles. Since it follows the
stereotyping of gender role. Masculinity has an emphasis on the
achievement of goals and focus on winning as opposed to losing.
Here the quality of life matters more than money, and people and
the environment are also important.
The implication of cultural differences do have a significant impact on how
organizations operate, and also therefore on policies for managing people.
(Rosemary Thomson P.161. 2002)

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