[Company name]  [Company address

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Table of Contents
Introduction......................................................................................................................................3
1.0 The different perspectives of human resource management......................................................4
1.1 The Guest’s model of Human Resource Management..........................................................4
1.2 The differences between Storey’s definitions of Human Resource Management, Personnel
and Industry Relation practices...................................................................................................5
1.3 The implications for line managers and employees of developing a strategic approach to
Human Resource Management....................................................................................................6
2.0 The ways of developing flexibility within the workplace.........................................................7
2.1 Explaining how a model of flexibility might be applied in practice.....................................7
2.2 The types of flexibility that may be developed by an organization.......................................8
2.3 The use of flexible working practices from both the employee and the employer
perspective...................................................................................................................................9
2.4 The impact that changes in the labor market have had on flexible working practices........10
3.0 Equal opportunities in the workplace......................................................................................11
3.1 Different types of discriminations that are prohibited in the workplace along with the role
of Equality Act of 2010..............................................................................................................11
3.2 Comparison between the equal opportunity employers with the employers need to follow
discrimination law.....................................................................................................................12
3.3 Methods to maintain and improve diversity in the workplace............................................13
4.0 Human resource practice in the organization..........................................................................14
4.1 Different approaches of performance management.............................................................14
4.2 Methods of managing employee welfare.............................................................................16
4.3 The significance of Health and Safety legislation and its application.................................17
4.4 The impact of reward policies in the human resource strategy...........................................18
Conclusion.................................................................................................................................19
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References......................................................................................................................................20

Introduction

Here, different topics of managing human resource are going to discuss to get the clear concept
of those so that those components can be implemented easily. Those topics are such as Guest’s
model of Human Resource Management, Storey’s definitions of Human Resource Management,
personnel and Industry Relation, various implications, working flexibility with improvement,
discrimination, and various approaches, implications of health and safety legislation and topical
issue on human resources practices. Those topics are significant to overcome any obstacle of
organization and to achieve organizations’ aims. These help to make various strategies to
implement easily in an organization as well as make the strategies effective. The management of
organization consider these topics to fulfil their objectives and make employees satisfied.

1.0 The different perspectives of human resource management

The different perspectives of human resource management are explaining below.

1.1 The Guest’s model of Human Resource Management

The Guest’s model of human resource management refers that it is a structure to consist of
various practices used in human resource management (Lederman, 2013). Generally, it clears the
path of superior with a view to achieve the target and broaden organization and workforces
activities. This model makes force to those various human resource management’s approaches
engaged in innovation, quality enhancement, expenditure reduction and improving trainings
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rules. Innovation helps to create new things in an organization to attract customers and clients.
Quality enhancement grows the quality of services and products that grows reputation.
Improving training rules make training more effective because some time rules need some
modification. These approaches make projects able to gain grown commitment towards company
achievement, grown flexibility and improved quality outcomes. Specifically, this model pays
attention on the matter of differentiation between compliance and commitment. The plans of
organizations engage a pursuit to increase a project by using and integrating personnel related to
the abilities of them according to this model.
For example, Tesco applied Guest’s model in their organization for achieving some pre-made
purposes. This model makes Tesco’ current rules more effective because those can adjust with
modern times.

1.2 The differences between Storey’s definitions of Human Resource Management,
Personnel and Industry Relation practices

There are some difference available in Storey’s definitions of human resource management,
personnel and Industry Relation. The differences of those contain of kinds of initiatives, kinds of
business plans, work force management and key relations, kinds of decision speeds related to
approaches aspects (Gieseking et al., 2014). Storey’s differences engage the importance of
execution of clear procedures and the utilization of mutuality in case of procedures. The
differences engage distinguishing whether tasks depend on business need or are component of
general procedures focused on guides considering the task of management. Other differences
contain referent attitude or behavior related to organizational values and recognized practices. All
these differences emerge from paying attention on each facet independently in case of business
wants and aims.

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1.3 The implications for line managers and employees of developing a strategic
approach to Human Resource Management

There can be shown various obstacles in case of both organizational line managers and personnel
during improving various approaches of human resource management. Line managers must
combine strategies with entire business procedures, policies and aims. By doing that, line
managers can solve any obstacle occurred in an organization because they combine all the
solutions that can be applied easily (Cass, Shaw and LeBlanc, 2008). Their aim mainly focus on
production. Generally, line managers work in the field of production. They observe the
performances of production produced by workers and employees. There are various reason that
can create implications such as low rate of payment, working hour, disputation and others.
Employees work in an organization for getting money and they always want more what they got
before. Therefore, if employees get paid lower amount of money then he or she will not satisfied
with money that can create implication. Sometimes, disputations take place among employees to
employees and employees to authority. The management must use appropriate procedure to erase
those implications. Working must be appropriate or standard working time because no employee
wants to work more than standard working time.

Generally, line managers always try to erase

those implications thorough taking various steps. There are some implications shown in case of
personnel such as safety of work, pay rate of payment, rewards and others.

2.0 The ways of developing flexibility within the workplace

The ways of developing flexibility within the workplace are going to explain below.

2.1 Explaining how a model of flexibility might be applied in practice

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Generally, workplace flexibility helps in determining the ways of accomplishment of the duties
of organizations’ personnel, beside to help in determining the resultant forming of working place
career paths (Christensen and Schneider, 2011). It helps in many ways such as managing
personnel, sourcing, observing and adjusting various procedures and regulations. Managing
personnel observes the performances of personnel, by doing that, the quality of performance can
be measured and modified. Workplace flexibility also serve the service of fair distribution of
duties to employees. Fair distribution of duties must be served to employees so that on employee
think that he is doing more woks than others do. It devises a workplace circumstances that is
considered ethical and cultural backgrounds. There are many ways to implement flexibility
models by an organization.
The management of an organization can change their working time while managing same
amount of working hour in a period. Furthermore, it can alter work periods through adjusting
overtime hours by using variable annual employment. By doing that, organization can produce
their targeted production as well as can satisfied employees through providing overtime money.
Overtime money must be more than normal salary.

2.2 The types of flexibility that may be developed by an organization

Flexibility has various kinds to utilize. Generally, the main kinds of workplace flexibility engage
those kinds that alter where the personnel work, when the personnel work will start and how will
the personnel work perform (Crowley, 2013). Flexibility kinds that alter how organization
personnel work contain the execution of different flexibility models like execution of Job sharing
models, annualized working time and phased retirement forms. Job sharing models make
friendly environment among employees, for that employees share their duties with other
employee. By doing that, the quality of works can be good because more than an employee
engaged in the task. However, models that alters where personnel work contain models like the
organization of remote working, technology working strategies. The example of remote working
contains personnel work at the circumstance of client as well as at various workplace. Flexibility

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models that alter when personnel work contain those models like changing working time, parttime job of organization and execution of part-time work.

2.3 The use of flexible working practices from both the employee and the employer
perspective

Employers for many facilities and objectives start flexibility of working practices. Organizations
can use those practices that define where various facilities exist for their personnel. Remote
working models help a project to erase expense such as working place rent, working place
administration of expenses, expenses regarding physical observing of personnel (Office, 2010).
Applying part-time can helps in many way such as avoiding health cover and retirement
packages. The use of flexibility working strategies has many influences over employees. It does
because employers influence their rules and regulation, periods of employment, which influence
their regular way of life.
However, these are important components in their definition of payment rate. Payment rate is the
major factor of satisfying employees, for that organization must consider this fact to make
employees go ahead.

2.4 The impact that changes in the labor market have had on flexible working
practices

Various alteration occurred in the labor market have influenced flexible working practices and
models in various and varying features, which are mostly advantageous (Skorstad and Ramsdal,
2009). The labor market has speedily altered for many reasons. Now, it is showing a tendency
that carries asset of multiple gifts related to prior specialization tendency. Those tendencies has
influenced those practices affirmatively, which seems good. Where and when personnel work is
growing easier is defined through the execution of flexibility practices. Now, there are enough
people for the pert-time for, for that organization can have sufficient employees for the per-time
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post after finishing their main job. Entirely, those alterations have created rules and strategies
considering execution of those practices easier, conducting to grown minimizing of traditional
business expenses.

3.0 Equal opportunities in the workplace

Equal opportunities in the workplace are going to explain below

3.1 Different types of discriminations that are prohibited in the workplace along
with the role of Equality Act of 2010

One of the major problem that every organization deals with is workplace discrimination.
Workplace discrimination happens when an employee make decisions about the employees based
on his/her personal preference rather than assessing the merit and qualification. The Equality Act
of 2010 dictates on the elimination of unlawful discrimination, harassment and victimization as
well as other conducts, which are inconsistent with the work environment. The Equality Act of
2010 also ensures advance equality of opportunity between people who share a protected
characteristic. The Act also emphasize on fostering good relations between people. There are
many types of discrimination, that can happen in the workplace (Askegren, 2005). The
occurrence of gender discrimination is very much prevalent in almost every organization. Gender
discrimination happens when the employers make discrimination based on the employee’s
gender. Age discrimination is another type of workplace discrimination, which happens when
employers make unjust decision about the employees based on their age. Mostly the elderly
employees of the organization are the victim of age discrimination. Lastly, religious
discrimination can happen in the workplace. Religious discrimination will occur when the
employees make biased judgment over the employees activities based on their religious belief.
Therefore, human resource management of Innocent drinks should be aware of such workplace
discrimination.

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3.2 Comparison between the equal opportunity employers with the employers need
to follow discrimination law

Equal opportunity emphasizes on the opportunities of employment, advancement, benefits and
resource distribution, and other areas which should be freely available to all employees
irrespective of their age, race, sex, religion, political association, ethnic origin, or any other
individual or group characteristic unrelated to ability, performance, and qualification. An equal
opportunity employer follows the rules and regulation of equal opportunity in the process of
hiring and promotion. An equal opportunity employer cannot discriminate based factors as race
or gender. Therefore, the equal opportunity employer must to give everyone an equal and legit
chance in any case (Dessler, 2000). When an employer is bound to follow discrimination law
he/she is required by these laws to create a workplace free from discrimination and harassment.
It is crucial that the employer understands the rights and responsibilities of discrimination law.
Through putting effective anti-discrimination and anti-harassment procedures in place, the
employer can increase both productivity and efficiency. Therefore, the basic difference is that
equal opportunity employer needs to make an unbiased decision in employee hiring while the
employer following discrimination law should take anti-discrimination actions.

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3.3 Methods to maintain and improve diversity in the workplace

Diversity management is a process, which deals with the process of maintaining a positive work
environment where the similarities as well as differences of people will be given importance
(Kennedy, Haynes and Zhou, 2005). The diversity management of Innocent Drink has mostly
emphasized various factors such as organization culture impact on diversity openness, human
resource management practices and institutional environments along with organizational contexts
to diversity-related pressures, and expectations. Innocent drinks confirms that all the personnel
policies from hiring to promotions and raises are based on performance of the employee. The
company also avoids tenure of the employee, ethnic background or any other kind of facts into
its human resources policies. In the time of hiring Innocent drinks rates the qualifications of the
candidate based on their quality as well as experience, not by assessing age or any other
category. Maintaining unbiased hiring process is necessary because the company hire a diverse
but qualified workforce, it is on the right track of being able to manage the diversity in the
workplace. The recommendation for Innocent drinks is that it should arrange a monthly trainings
for the staffs for the sake of diversity in the workplace. The company should also encourage
discussions at these meetings on how to create a better management system to maintain
workplace diversity.

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4.0 Human resource practice in the organization

Human resource practice in the organization are going to explain below

4.1 Different approaches of performance management

The methods of performance management may vary from organization to organization. The
system or approach of performance management can be classified according to their nature or
style.
Total performance management
Total performance management represents the most structured approach by making comparison
of all the elements usually related with performance management (Meenan, 2000). This process
focuses on factors such as accountabilities of purposes, success measurement and competency
measurement. It also assess the individual goals as well as personal development plans. Total
performance management makes appraisal with varying level of self-assessment along with
feedback from the manager.
Skills based approach
This second method of performance system can be viewed as a shorter version of the total
performance management. This skill-based approach gives more emphasis on competencies of
structuring and measurement framework by creating a strong links to pay progression (Wilson,
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2003). This approach spreads a view that the traditional MBO is not appropriate for the staff. It
emphasizes on the fact that key to successful performance is the acquisition of new skills and
demonstration of existing skills.
Continuous learning and coaching
The continuous learning and coaching approach is the most individually based approach of
performance management. It dictates that performance improvement comes from learning and
the individuals learn higher through experience.
Among these performance management approaches, the total performance management
approach is best for the Innocent drinks for its current and future development.

4.2 Methods of managing employee welfare

Employee welfare includes the process, which is undertaken for the comfort and improvement of
employees. The employee welfare can be provided both over and above the wages (Mondy, Noe
and Gowan, 2005). The benefit of managing employee welfare is that it aids in maintaining the
motivation of the employees to retain the employees for longer period. The approaches of
employee welfare can be measured both in monetary and non-monetary terms. Monitoring of
working conditions, creation of industrial kinship through framework for health, industrial
relations and insurance against disease, unemployment for the workers and their families are the
basic types of employee welfare.
Innocent drinks follow different approaches of employee welfare. The company maintains
personal health care, which provides the employee with the facility for extensive health checkup. The company also deals with Flexi-time approach. The target of the flextime policy is to
provide flexibility to employees in their working schedules. Employees initiated the flexible
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work schedules, which is approved by management. Innocent drinks follows this method to meet
business commitments while supporting employee personal requirements.

4.3 The significance of Health and Safety legislation and its application

Occupational health and safety legislation of Innocent drinks regulated by its human resource
management. The standards of workplace health and safety of Innocent drinks target to prevent,
injuries and diseases, workplace accidents and consequences, which breaches those standards. In
Innocent drinks, employees have the right to refuse to perform work that is unsafe by
maintaining specific rules and regulation. Human resource management of the company has a
role in bringing the parties together and create meaningful dialogue. It also act as a mediator
between the management and the workers where necessary (Moreau, 2010). Human resource
management of Innocent drinks also helps by supporting members in the health and safety
committee. By communicating to employees, the human resource management makes
commitment to occupational health and safety through training managers and employees. As
mentioned before, human resources is the management function of Innocent drinks. Therefore,

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largely, human resource of Innocent drinks creates respect to occupational health and safety by
supporting the line management as well as the whole organization.

4.4 The impact of reward policies in the human resource strategy

Reward system is a type of instrument, which is used by Innocent drinks to increase its
employee’s productivity. The reason why Innocent drinks follow a reward system because it
attracts and retains suitable employees, encourage good management employee relationship and
minimizes tension and conflict. Innocent drinks follows a total rewards which includes
compensation, benefits, work-life balance, performance and recognition. It also emphasizes on
the development and career opportunities because these are crucial aspect of satisfying
employees (Ross, 2000). The company believes that total reward system is the only way to get
the most out of employees. One of the major cause of industrial conflict is because sometimes
employees feel their benefit are not properly justified. Thus, the importance of reward system is
to give a better foundation. The objectives of a strategic reward system of Innocent drinks are to
motivate performance, promote skill development, encourage corporate culture and determine
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pay costs. Human resource professionals of Innocents drinks are aware that aligning all aspects
of the organization and human resource management are necessary to maximize success rate of
human resource strategy.

Conclusion

In sum, it can be understood that it is vital for Innocent drink to maintain a discrimination law in
the organizational work environment. By following the Equality Act of 2010, the company can
construct such anti-discriminatory environment. It is also crucial for the company to make a
proper distinction of the work of equal opportunity employer and employer of discrimination
law. Through maintain diversity in the workforce the company will be able to create a
harmonious environment in the workplace. It is also implied that total performance management
is the best approach for the company. By maintain employee welfare as well as healthy and safe
workplace, Innocent drinks will be able to motivate its employees. Lastly, it is clear the total
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reward system of Innocent drinks has some undeniably influence over the human resource
strategy.

References

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N.J.: J. Wiley.
Christensen, K. and Schneider, B. (2011). Work, family, and workplace flexibility. Thousand
Oaks, CA: SAGE.
Crowley, J. (2013). Mothers unite!. Ithaca: ILR Press.
Dessler, G. (2000). Human resource management. Upper Saddle River, NJ: Prentice Hall.
Gieseking, J., Mangold, W., Katz, C., Low, S. and Saegert, S. (2014). The People, Place, and
Space Reader. Hoboken: Taylor and Francis.
Kennedy, J., Haynes, R. and Zhou, X. (2005). Line officers' views on stated USDA Forest
Service values and the agency reward system. Portland, OR: U.S. Dept. of Agriculture,
Forest Service, Pacific Northwest Research Station.
Lederman, G. (2013). Milo the Model Dog Has a Birthday Party. Cork: BookBaby.
Meenan, H. (2000). Age Discrimination: Law-Making Possibilities Explored. International
Journal of Discrimination and the Law, 4(3), pp.247-292.
Mondy, R., Noe, R. and Gowan, M. (2005). Human resource management. Upper Saddle River,
N.J.: Pearson Prentice Hall.
Moreau, S. (2010). What Is Discrimination?. Philosophy & Public Affairs, 38(2), pp.143-179.
Office, I. (2010). Offshoring and working conditions in remote work. Geneva: International
Labour Office.
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Ross, J. (2000). The Burden of Proving Discrimination. International Journal of Discrimination
and the Law, 4(2), pp.95-117.
Skorstad, E. and Ramsdal, H. (2009). Flexible organizations and the new working life. Farnham,
England: Ashgate.
Wilson, T. (2003). Innovative reward systems for the changing workplace. New York: McGrawHill.

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