MANAGING HUMAN RESOURCE

MODULE ID: TH5AH010

DECEMBER 20, 2019

STUDENT ID: -21420602
MODULE LEADER: - MS. SNEHA THAKKER
WORD COUNT:- 2171
 Executive Summary

This report give brief detail about the crucial function of human resource like learning, training and
development which comprises of various learning styles come under the Bloom’s Taxonomy along with its
methods and functions. After that report discuss about the performance management and its tools used for
evaluating and improving the performance of the employee in an organization like performance appraisal,
balance scorecard and many more. For performance management this report has given examples related to
hotel industry. Also this report talks about the McClelland's need theory which will help the employees to
motivate and perform better. In the end, report discuss and distinguish about the employment laws followed
by human resource in the countries of UK and India.

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Content List

1. Introduction……………………………………………………………………….........3

2. Training, Learning and Development…………………………………….….3

2.1. Learning and Development Functions………………………………….3
2.2. Learning and Development Methods………………………..……......4
2.3. Learning Levels and Styles……………………………………………………5

3. Performance Management……………………………………….………….....6
3.1. Tools of Performance Management Process……………………….6
3.1.1. Performance Appraisal……………………………………………………….6
3.1.2. Balanced Scorecards…………………………………………………………..6
3.1.3. 360 Degree Review…………………………………………………………….7
3.2. Motivational theories……………………………………………………………….7

4. Employment Laws………………………………………………………………......8
4.1. Minimum Wage………………………………………………………………….8
4.2. Maternity Leave………………………………………………………………….8
4.3. Bonus Act …………………………………………………………………………..8

5. Conclusion…………………………………………………………………………………9

6. Bibliography……………………………………………………………………………..10

7. Appendices……………………………………………………………………………….12
7.1. Appendix 1………………………………………………………………………….12
7.2. Appendix 2………………………………………………………………………….12
7.3. Appendix 3………………………………………………………………………….13
7.4. Appendix 4………………………………………………………………………….14

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 1. Introduction

In this report, the main focus is provided on the proper meaning and usage of training, learning and
development along with the tools used for performance management and its importance and different
employment laws followed in the countries of UK and India. Previously as an outsourcing firm, my team has
given details about the definition, different models and effective practices for recruitment and selection done
by human resources. Moving forward to that, now other crucial functions of human resource is explained and
these has done for betterment of the organization as detail analysis of training, learning and development
along with performance management will give proper detail about the employee’s mindset and will help in
making effective team of employees for the organization. So firstly report will give detail information about
importance of learning and development, its methods and functions and then explained about the various
learning styles like Kolb’s learning, Honey and Mumford’s learning, VAK (Visual, Auditory and Kinesthetic)
learning as all of these style comes under the umbrella of Bloom’s Taxonomy. Also after that, report provides
information about the performance management system used by the managers to evaluate the employee’
performances and its effective consideration for the productive outcome of the employees. Then the
common or uncommon laws are discussed about the employee and employer in the countries of UK and
India.

2. Training, Learning and Development

Learning and development sits at the core of authoritative achievement and assumes an inexorably
significant job in supporting business change, helping associations plan for future development and reducing
long term skill gaps (Caul, 2013).

According to Employment NTO, (2000) the key job of the training and development individual is to ' create
human potential to help associations to accomplish their targets'. The term ‘training’ is defined as that sorted
out procedure concerned about the procurement of ability, or the support of capacity (Pepper, 1984).

2.1. Learning and development functions

 Learning and development supports an association in expanding the profitability of its workers and
also diminishes the expense of production by improving their current abilities and causing them to
adapt new strategies.
 As the nature of the items and administrations are a significant point in the market, learning and
development helps in preparing the workers as indicated by the present market measures and it also
helps the workers in achieving company's USP (Unique Selling Point) and SOP (Standard Operating
Procedure) more effectively.

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  Noticing the capacities of the workers, their learning duration can be diminished by giving them the
information on the uniform way.
 With the advancement of technologies, it also improves the knowledge of the employees about
latest technologies and latest equipment.
 With proper learning and development, employees gets the chance to handle more difficult task
which ultimately will enhance the morale and will help the employees in making better opportunities
for themselves and therefore, hence it will also help in reducing the labor turnover of the
association.

2.2. Learning and development methods

A powerful learning technique can help an association in achieving at its targeted objectives and
unquestionably can expand the profitability of the workers. However choosing the right learning technique is
constantly a complex assignment for an association. So each method has its own merits and demerits, but on
a usual basis it can be applied to employees for their individual betterment. Here are the following methods
which can be implemented for learning and development:

 Technology-based Learning –
a) Basic PC-based programs
b) Web-based training programs
c) Interactive video
For example in hotel industry, Front Office worker needs to be aware about the technology so
that they can work more effectively on Micros based software.

 Coaching/Mentoring –
a) Hire professional coaches for managers
b) Set up a formal mentoring program between senior and junior managers
c) Encouraged the more experienced worker to coach the less experienced
For example in hotel industry, interns can be mentored by the seniors so that can they also
become more effective for future uses.

 Group Discussions and Tutorials

It is a better form of learning as in this learning, the worker gets better chance to speak about
himself and about the association for the further development of both of them.

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  Case Studies
Through this learning one can analyze and interpret about the real – time problems and
challenges occurring in the association. And through this, one can also develop analytical and
problem solving skills which will ultimately help in achieving the better opportunity for the workers.

2.3. Learning and development styles

The idea that everybody has their very own learning style got mainstream during the 1970s. It's an alluring
idea: if every one of us could distinguish one, "perfect" way to deal with learning, we'd have the option to
concentrate on it – and be reliably fruitful. Furthermore, by understanding others' needs, we'd realize how
best to help them to learn. It could alter education, training and L&D, and help all of us to arrive at our
maximum capacity as learners. There are various learning styles like Kolb’s Learning, Honey and Mumford’s
learning and each one of these has its own pros and cons and all these learning levels come under the
Bloom’s taxonomy. (Appendix 1)

 David Kolb and Experiential Learning

According to (mindtools.com, 2019) David Kolb's model of "experiential learning" expressed

that we adapt persistently, and, all the while, develop specific qualities. Those qualities were
said to offer an increase to individual preference, which Kolb portrayed as far as four learning
styles: Accommodating, Converging, Diverging, and Assimilating.

 Honey and Mumford’s Learning

According to (mindtools.com, 2019) Peter Honey and Alan Mumford built up Kolb's model by
concentrating on how learning is utilized, especially at work. They recognized four new learning
styles: Activist, Pragmatist, Reflector, and Theorist – utilizing terms that we may normally pick to
portray ourselves and our partners.

 Visual, Auditory and Kinesthetic Learners (VAK)

According to (mindtools.com, 2019) each worker needs to develop all of these three learning
styles to achieve better outcomes.

So above mentioned all learning styles are necessary for a worker to grasp the opportunities
into his yard and if one fails to learn one of these styles then he will not be able to succeed in
today’s competitive world. Talking about hotel industry, VAK learning styles are well known,
especially for Food and Beverage workers but here is the need to develop the Honey and
Mumford’s four learning styles.

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 3. Performance Management

As per Armstrong and Armstrong (2009), ‘’Performance management is a calculated procedure for
developing hierarchical performance by building up the performance of people and groups." So if it is
practiced in controlled manner, then it will be of great benefit for the organization. According to the
survey done by Watson Wyatt (www.srhm.org, 2004), only three out of ten employees believes that
through performance management, their performance is actually improved. So it is crucial for the
organization to develop better tools for performance management for its workers. (Appendix 2)

3.1. Tools of Performance Management Process

Performance management is a corporate management tool that assists administrators with observing
and evaluating employee' work. Also it helps the worker to perform as well as could be expected to create
the best work most proficiently and feasibly. Motivation as a tool can be utilized for increasing the
performance of the employees and there are certain other tools also which are discussed below:

3.1.1. Performance Appraisal

It is a uniform review of a worker’s job performance and overall contribution to the

organization. According to Harvard Business Review (1976) performance appraisal has three
basic function which are (1) to provide accurate feedback (2) to bring the worker’s behavior
toward more effective working habits, and (3) to provide data to managers for judging
future job projects. For example in hotel industry, sales manager allocate the task of
achieving revenue volume to each staff within a defined duration and by achieving the task
the staff will get their respective performance appraisal.

3.1.2. Balance Scorecard

As per intrafocus.com (2019), it is a structure to execute and oversee methodology. It

connects a vision to strategic objectives, measures, targets, and activities. It balances
monetary measures with performance measures and goals connected with every other part
of the association. It is a business performance management tool (Appendix 3). For example
in hotel industry, each employee gets a chance to perform better by knowing his evaluation
score on the Balance Scorecard.

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3.1.3. 360 Degree Feedback

According to custominsight.com (2019) it is a framework or procedure where workers get

thorough feedback from the individuals who work around them. This ordinarily
incorporates the worker's supervisor, peers, and direct reports. For example in hotel
industry, each employee gets his performance score through 360 Degree Feedback.
Another example is in the company of Amazon, any employee can give and get 360 degree
feedback.

3.2. McClelland’s Theories

McClelland's need accomplishment theory hypothesizes that a few people are headed to
progress through looking for "individual accomplishment instead of remunerations themselves"
(Saif et al., 2012, p.1387). This theories is promptly relevant to scholarly conditions and clarifies
why a few educators are high achievers, regardless of the challenges they face: they set
themselves significant standards and accomplishing these objectives is the thing that drives
them. Alderfer's ERG hypothesis is identified with Maslow's chain of command of requirements
however diminishes Maslow's five classes of a need to three; in particular, relatedness being
(regard/social needs), then growth being (self- actualization) and presence which is
(security/physiological needs). (Appendix 4)

The employees deserves a promotion on the off chance that they working admirably and has led
to numerous accomplishments. A major organization like Samsung Electronics gives
advancement chances to every employee that works truly well. The reason for advancement is
to make the workers inspired. For this situation dependent on McCelleland theory, Samsung
Electronics has apply one of the sparks which is control. Advancement is one of the model for
applying power. Samsung Electronics gives an equivalent open door boss for men, lady and the
crippled. Openings are available to every one of the individuals who look for them. For instance,
in the previous two years 329 female workers have been elevated to a segment boss director.
The confirmation of correspondence in advancement and treatment enables female employees
to completely exhibit their capacities.

In this manner, Samsung Electronics truly applying McClelland Needs Theory about affiliation,
accomplishment and power. Supervisor from Samsung Electronics truly motivate the employees
to work better and harder, so they can accomplish their objectives.

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 4. Employment Laws

According to USLegal.com (2019) employment law is a broad area encompassing all areas of the
employer/employee relationship except the negotiation process covered by labor law and collective
bargaining. Employment law is represented by a huge number of government and state resolutions,
managerial guidelines, and legal choices. There are some laws which is a must-known for each and every
employee like minimum wages act, maternity leave, bonus act, shops and establishment act.

4.1. Minimum Wages Act (1948)

According to iclg.com (2019), in the countries of UK, there is a minimum wage of £7.83 per
hour which must have to be given to each employee and same act is followed here in India also.
In India ₹375 per day has to be given.

4.2. Maternity Benefit (Amendment) Act (1961)

According to iclg.com (2019), in UK a mother will get leave up to 12 months and a father will get
leave of 2 weeks. But in India only mother gets the maternity leave from 12-26 weeks and no
paternity leave is given to the father.

4.3. Bonus Act (1965)

According to clc.gov.in (2019), in India, the Act applies to all factories and each different
foundations, which utilizes at least twenty laborers. The Payment of Bonus Act, 1965
accommodates a base reward of 8.33 percent of wages.

Along with above mentioned laws there are others law also which talks about discrimination, safety and
security, equal remuneration and many more.

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 5. Conclusion

By considering all the above mentioned points, it can be conclude that not only just recruitment and
selection, but the effective learning, training and development of the employee along with the
employee’s evaluation through proper performance management tools also plays an important role for
human resource in an organization. Through effective training, employee can increase their chances to
grasp better opportunities and on the same side, organization will also get profit from reducing the
labor turn over cost and will also maintain its SOP (Standard Operating Procedure). All these learning for
the employees can be taught through various learning styles like Kolb’s learning, Honey and Mumford’s
learning, VAK (Visual, Auditory and Kinesthetic) in the category of Bloom’s Taxonomy. And through
these learning one can enhance their skills. Then for judging the employees’ performance, human
resource needs to adapt the performance management system to evaluate the employees’ work and
motivate them by giving them accurate feedback through various tools like 360 degree feedback,
balance scorecard and performance appraisal. Along with all these function, it is crucial for human
resource to know about the latest employment laws both in the countries of UK and India, so that no
discrimination can happen to any employee.

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6. Bibliography

 Anon (2019) Motivation. Available at: https://mysamsungmylife.wordpress.com/motivation/

[Accessed: 20 December 2019].
 Anon (2019) McClelland’s Acquired Needs Theory | Introduction to Business. Available at:
https://courses.lumenlearning.com/wm-introductiontobusiness/chapter/mcclellands-acquired-
needs-theory/ [Accessed: 20 December 2019].
 Anon (2019) Replacing performance ratings in your process. Available at:
https://www.etsplc.com/blog/replacing-performance-ratings-how-amazon-deloitte-and-google-do-
it/ [Accessed: 20 December 2019].
 Anon (2019) Balanced Scorecard - What is the Balanced Scorecard?. Available at:
https://www.intrafocus.com/balanced-scorecard/ [Accessed: 20 December 2019].
 Anon (2019) Employment & Labour Law 2019 | United Kingdom | ICLG. Available at:
https://iclg.com/practice-areas/employment-and-labour-laws-and-regulations/united-kingdom
[Accessed: 20 December 2019].
 Anon (2019) Learning Styles: The Models, Myths and Misconceptions - and What They Mean for
Your Learning. Available at: https://www.mindtools.com/mnemlsty.html [Accessed: 20
December 2019].
 Anon (2019) What is 360 Degree Feedback?. Available at: https://www.custominsight.com/360-
degree-feedback/what-is-360-degree-feedback.asp [Accessed: 20 December 2019].
 Anon (2019). Available at: https://clc.gov.in/clc/acts-rules/payment-bonus-act-0 [Accessed: 20
December 2019].
 Armstrong, M. and Armstrong, M. (2009). Armstrong's handbook of management and
leadership. London: Kogan Page.
 Beevers, K and Rae, A. (2015) Learning and Development. London: CIPD.
 Boella, M. and Goss-Turner, S. (2019) Human resource management in the hospitality industry.
London: Routledge.
 Brockbank, A. (2007) ‘The Action Learning Handbook: Powerful Techniques for Education,
Professional Development and Training’, Development and Learning in Organizations: An
International Journal, 21 (2).
 Gilmore, S. and Williams, S. (2013) Human resource management. Oxford: Oxford University
Press.
 Khasmafkan Nezam, M., Attafar, A., Nasr Isfahani, A. and Shahin, A. (2014) ‘Human Capital and
New Product Development Performance Efficiency- The Mediating Role of Organizational
Learning Capability’, International Journal of Learning and Development, 3 (6), pp.79.
 López‐Cabrales, Á., Real, J. and Valle, R. (2011) ‘Relationships between human resource
management practices and organizational learning capability’, Personnel Review, 40 (3), pp.344-
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 Mitchell, R., Obeidat, S. and Bray, M. (2013) ‘The Effect of Strategic Human Resource
Management on Organizational Performance: The Mediating Role of High-Performance Human
Resource Practices’, Human Resource Management, 52 (6), pp.899-921.

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 Nickson, D. (2018) Human resource management for the hospitality and tourism industries.
London: Routledge.

 Sharp, J., Bowker, R. and Byrne, J. (2008). VAK or VAK‐uous? Towards the trivialisation of
learning and the death of scholarship. Research Papers in Education, 23(3), pp.293-314.
 US Legal, I. (2019) Employment Law Law and Legal Definition | USLegal,
Inc. Definitions.uslegal.com. Available at: https://definitions.uslegal.com/e/employment-law/
[Accessed: 20 December 2019].

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7. Appendix

7.1. Appendix 1

7.2. Appendix 2

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7.3. Appendix 3

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7.4. Appendix 4

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