Professional Documents
Culture Documents
Introduction
Manangement of people involves a wide range of activities. These begins with
identifying the workforce requirements of trhe organisation in the future so that the
appropriate plans could be developed. Managing employees must be done in such as
way that should add value to the organisation at the same time develop their
personal skills and knowledge.HR practices of the organisation must encourage the
employees to take a solution oriented approach and must be team focused .
This report aims to build upon the knowledge and understanding developed related
to human resource practices. And its promotes the need for the organisation to adopt
Task 01
Company's strategic HR practices based on
person does not have much control over the process and a replacement can easily be
recruited and selected and trained. A danger that the firm as a whole is at risk
because it relies so heavily on the senior managers; if they make mistakes the
business as a whole could fail because there is no input from lower levels.
By comparison, the SOFT HRM approach takes the view that employees can add a
great deal of value to an organization, and the business should develop, enhance and
build on their interest , skills and abilities. Under a soft approach managers see
themselves more as facilitators. They are there to coach and help employees to do
their job properly perhaps by ensuring sufficient training is provided and that the
employee can develop in his or her career this approach fits with the Loose HR policy
because employees willingness to exert considerable effort on behalf of the
organization. This approach fits with McGregor's Theory Y style of Leadership.
our organization is building on the skills and experiences of the employees, this may
enable the firm to be more creative, more innovative and differentiated from the
competition and able to keep and develop highly skilled employees with expectations
of a career of a business and individuals throughout the business are encouraged to
contribute, which may make the organization more flexible and adaptable to
changing market conditions. This is the soft side of HRM that we could see in our
firm
Task 02
performance management system
Yes I agree, employees are the human capital which describe in terms of their skills,
knowledge, intelligence, experience and the main resource that any organization
required to carry out their functions. Simply HRM practices should support the
firm's business strategy, so as a HR manager it is necessary to manage different such
practices in the work place, in our organization as the Hr manager I am responsible
for analyzing work and designing jobs, determining how many employees with
specific knowledge and skills needed , recruiting thje potential candidates. Selecting
the best out of the pool by conducting interviews, provide training and development
for the career growth, appraising their performance, providing financial and non
financial benefits to them and maintaining a proper industrial relationship with the
employees may all the activities managed by him. All these practiced must be
managed well for a better performance. All these activities simply fall under the
administrative tasks that to be perform, with the expertise in the field of I could
managed to do it efficiently and with a commitment to quality. And also in order to
meet the organizational goals implementing an effective HR system which attract ,
and retain the staffs as well as developing their skills according to the organizational
requirements and Developing strategies and HR practices which contribute to the
overall strategy of the company is one of my responsibility in order to achieve a
competitive advantage over the competitors. My duty does not stop here more over I
have to ensure that the organization meet the required labour laws which is
implemented by the government in various situation for example compliance with
employment legislation, providing equal opportunities , managing the diversity and
so on.
Various countries are struggle to recruit employees with the innovative and creative
multi skilled for their product and service oriented organizations.
Nowadays Hr personal need not to limit them self within a boundary to recruit and
select people for their organizational functions. most organizations need to tap the
external labour market at regular intervals in order to make up for shortfalls of
labour in the existing workforce. At its simplest it is that particular group of potential
employees, locally, regionally or nationally, who possess the skills and knowledge
required by an organization at a particular point of time. And also globalization have
a direct influence over the following issues related to HRM, according to this
implications, the HR personal need to make changes in their human resource
planning, to forecast and determine the required and correct type of employees to be
recruited. and also when selecting a global business the HR personal must decide on
their Hr planning process to select the country which has a positive track records in
terms of their economic , political and legal considerations. And another aspect is
that that selecting countries with lower cost lab our cost must be more preferred.
The successful future of any business depend on the ability to administer a diverse
body of talent that result in innovative ideas, new creativity and different viewpoints
to their work. if the organization can get the maximum utilization from the diverse
talents of the employees , it can overcome the problems exertion of the workplace
diversity by turning into a strategic organizational assets . an organization can
respond creatively and innovatively by having a right mixture of recruits with diverse
cultural backgrounds, genders, ages and lifestyles.
If the organization doesn't cope up with the diverse environment it is obvious that it
will lose it employees to its competitor organization. This is simply applicable to
multinational companies which are operating in global scale need to consider the
people who employed in different countries, ethical and cultural backgrounds.
Task 03
Case study answers
The third and final leaf is the flexible workforce, made up of temporary and part time
workers. A particular type of flexible worker that we could find in this case study is
the home worker, this is where the employee may work sometimes from home, but is
normally present at an audit commission office or working on the site of a client for
the majority of their working time. And also the employee who works from home for
the majority of the time.
3.2 Briefly explain the need for flexibility; according to the firm do you believe that
they are implementing the correct types of flexibility? Explain your answer.
department. But if there is a fluctuation in demand for particular skills, the other
core related family staffs can perform the jobs, so through functional flexibility multi
skills could be developed by the employees to deal with a wider variety of work.
However , it can also lead to a number of problems in the long term, especially if it
creates insecurity among peripheral workers that leads to high levels of staff
turnover. The ability to cut labour cost quickly and easily in the face of a downturn in
the market has obvious attraction. However in the long term, the establishment of a
multi skilled and loyal workforce able tom adopt and diversify into new markets, may
lead to even greater success
Task 04
Equal opportunities within the work place
To safeguard the employee from the discriminatory issues, equal opportunities
polices are implemented within the workplace. This is simply means that every
individual who work in an organization should be given an equal chance of being
applied and selected for the job applied , and must have a chance of promoted to the
next hierarchical levels and must be terminated equally and fairly. And also equal
opportunity does not limit it boundaries, it simply state how to reduce the imbalance
of work environment, reduce the discrimination occur in the work place and legal
actions could be taken to prevent the employees being discriminated. Discrimination
is twofold - direct and indirect. Not promoting an employee due to his / her race,
religion or gender constitutes direct discrimination. If a prospective employee fails to
secure work but if it does not necessarily appear to look discriminatory at face value
is the indirect type.
It is a common practice which could be seen in most of the organization is employee
is discriminated on the grounds of disability, age, marriage status, ethnicity,
pregnancy, political belief, race, religion and sex. This could be simply defined as the
main forms of discrimination that take place in the employment.
According to the Race and Religion Amendment Act 2000 job advertisements which
are created by the organizations should not request the race or religion from the
candidates. for example in srilanka Certain banks when they recruit candidates for
their organizational vacancies, in the job advertisement it self they used to publish
that certain religion is preferred. This is simply discriminate the candidate on the
grounds of race and religion which should not followed in near futures, they should
only be discriminated on the grounds of their knowledge, potential and experience
but not based on their race or religion, and treating an interested group less
favorably just because they denied employment because of gender, sexual orientation
are considered how directly employees are discriminated on the ground of race. In
srilanka it is a practice that most of the organization they made a request in their job
advertisements , to state their age, and the firm also give priority to the candidate
who belongs to that age, this is simply a direct decimation, organizations should
consider the working capacity and ability of the potential candidate not that person
who belongs to 20-25 will work better and 40-50 might have good experience in their
job. That is not the case age does not reveal the capacity of the potential candidate.
So elder people should not dismissed or given early retirement based on their age,
until they leave the organization.
In the early stages of trade women were not given equal opportunities to enroll in
job, though they have given a chance to work, the pay rates were far more differ from
men, this particular situation still continues in the business world. In order to
prevent women from pay discrimination Equal Pay Act 1970 was intended by the UK
government. A very good example for this situation is that , a major number of
women in srilanka employing at apparel ( Mass, Brandix, etc) in these companies
women are paid less than the men, since this companies discriminate women based
on their sex as well as pay rates. To prevent employees being discriminated in the
organizations there is a legislative frame work which is called the Sex Discrimination
Act 1975 amended by the UK parliament. This simply includes the way employees are
being recruited, training provided, promotion and dismissal of people. Treating
women unfavorably on the basis pregnancy or maternity leaves counts an illegitimate
sex discrimination. It consist of insensate jokes, displays of sexually explicit material
innuendos or lewd comments or gestures.
A woman cannot discriminated because of her pregnancy, childbirth or a medical
condition related to pregnancy or childbirth, she cannot be discriminated when it
comes to her employment, recruitment, dismissal, promotions, layoffs, training and
development and financial and non financial benefits that an organisation offers. In
order to prevent women's being discriminated the UK parliament has implemented
Work and family Act 2006 which sets out the latest array of family friendly policies
from the government where it removal or qualifying period for additional maternity
leave. If the women is unable to perform her job temporarily due to a medical
condition related to pregnancy or child birth , the organisation must treat her the
same way how they will treat a temporarily disabled person. Since her work could be
modified and provide unpaid leave etc
But now the way of treating a disable persons have changed , persons with
disabilities as "subjects" with rights, who are capable of claiming those rights and
making decisions for their lives based on their free and informed consent as well as
grounds of the their talent, skills , knowledge, experience and potential , not in the
grounds of their sex, age, gender, religion, disability and so on.
,
Conclusion
In the first part of the assignment it has been discussed how the organization has
planed to carry out the Induction training program for newly recruited HR Assistants
focusing on the practical application of Guest's model and Story's HRM and IR
practices which fit with the organizational context. From that we have identified
Question 01
1.explain the audit firm's model of flexibility
The flexible firm is able to change its own structure in response to changing needs. In
order to achieve this , firms have tended to identify a "core" which forms the basis for
all its operations, and a "periphery" which consists of all the other tasks needed to
run the firm but that are not central to the business. In his book of The Age of
Unreason, Professor Charless Handy suggested that instead of firms comprising two
elements, the core and periphery, ther were actually three parts to modern firms; he
called this idea the "Shamrock Organisation"
normally present at an audit commission office or working on the site of a client for
the majority of their working time. And also the employee who works from home for
the majority of the time.
turnover. The ability to cut labour cost quickly and easily in the face of a downturn in
the market has obvious attraction. However in the long term, the establishment of a
multi skilled and loyal workforcem able tom adopt and diversify into new markets,
may lead to even greater success