UNIT 05

HUMAN RESOURCES
MANAGEMENT-IN-BUSINESS

VALUCA DUMITRU
TABLE OF CONTENTS

Introduction.......................................................................................3

P1 Describe the internal and external factors to consider when planning the

human resources requirements of an organisation...................................3

P2 Describe how the skills that employees require to carry out jobs in an

organisation are identified....................................................................5

P3 Outline how an organisation motivates its employees...........................7

P4 Explain how organisations obtain the cooperation of their employees......9

P5 explain how employee performance is measured and managed............10

Conclusion........................................................................................12

Reference.........................................................................................14
INTRODUCTION

Human resource management is the sector of management that focuses on

utilizing the available resources of the organization to attain the
organizational objective through various functions. Human resource
management is the entire process of managing the human workforce within
the organization. This report here deals with two most vital aspects of
human resource management recruitment and retention. This report
analysis the differences between personnel management and human
resource management as well as describes the process and implication that
are related to the recruitment of employees. It deals with various issues
and measures that are related to motivate employee and thus play the
important function of employee retention through various motivation and
reward strategies and functions. Lastly the report also assesses the aspect
that is related to the employee cessation in terms of organization and its
function. The entire report has been developed in terms of a specific
organization though the critical analysis and implication are generalized with
excellence.
P1 DESCRIBE THE INTERNAL AND EXTERNAL FACTORS TO CONSIDER
WHEN PLANNING THE HUMAN RESOURCES REQUIREMENTS OF AN
ORGANISATION.

The most carefully laid human resource plans can be affected by internal and external
change anytime, so forecasting and flexibility are essential for effective planning and
adapting as required. In order to do this, HR managers must be aware of what’s going
on within the company, the industry and the wider market in relation to the factors that
influence change.

Political

From a shift in local public opinion to a change in government or even a new industrial
world superpower entering the market, politics influence how much funding is available,
how much tax must be paid, minimum wage rates, how markets are controlled and the
quality and quantity of staff available for hire. When planning ahead, you need to
consider likely changes to markets, budgets and availability of suitable applicants as a
result of recent or anticipated political influences.

Economic

How much money is available for salaries, training and equipment is the most
immediate concern in human resource planning. However, external economics plays an
equally critical role. For example, people don’t have as much money to spend in an
economic downturn and tend to be much more selective in what they buy or services
they use.

Social

Several social factors may influence your HR planning, but you need to take into
account equalities and diversity in particular. Where there is a clear discrepancy of one
social group, it’s a good idea to build in ways of opening up new opportunities. For
example, if there are few Hispanic people in your company compared to numbers in the
wider community, determine why this is the case and what can be done to redress the
balance.

Technological

New technology brings new skills requirements, so companies always need to be aware
of proficiencies and training needs when planning human resources. New products and
services also may require recruiting highly skilled employees or training existing
employees to meet the need.

Legal

Employment law is the most significant sector of the legal system that affects human
resource planning, and it changes all the time. In most cases, there is plenty to time to
implement changes to policy, as the law can take a while to take effect. Keep yourself
up to date, and have an employment law specialist available to consult if necessary.

Environmental

Environmental factors might include where your business is located in relation to finding
sufficient appropriate staff or changes to the environment that mean a need for more or
fewer employees.

P2 DESCRIBE HOW THE SKILLS THAT EMPLOYEES REQUIRE TO

CARRY OUT JOBS IN AN ORGANISATION ARE IDENTIFIED.

Date and Time Management skills

One of the most important organizations satisfy date skills and the ability to
use time wisely. An administrator properly allocates resources and usually
takes a little experience to assign tasks to complete before a project on
time. Meeting time is itself require a major organizational skills time
management skills. Administrators meet time by applying for permanent
jobs, tasks, priorities and representatives have the ability to be productive
(Marivic Butod, 2009).

General Editing Skills

employees in the workplace and how to edit the file directly to them whom
specific information, allowing you to determine the overall organizational
skills needed supplies should be. managers often work with employees, such
as file clerk or contract labor intensive, requires a lot of this particular aspect
of their work will be organized to keep them running (Mathis, Jackson &
Valentine, 2011).

Timing

Timing an allocated time for specific tasks or workload, and then includes
assigning tasks to specific employees. For example, if a small restaurant,
and workers at peak times on different days, depending on the number of
retail businesses to plan accordingly. HR Guide, online article as a reference
human resources "Employee Schedule for Seven Best Practices" based on
the timing when the account is important for busy periods. special projects
manager for the completion of the task, you must be planned date. Use
organizers to stay on track with assignments of many small business
executives (Elvira & Davila, 2005).

Planning skills

Planning is especially important progresses and more people into the

workplace skills required supervisory or managerial roles. Most of the work
must be completed within a certain period centered around some projects.
Projects are usually divided into many different tasks and task workers need
to plan ahead of time to bring the project fruit. One can also come in the
case of project delays, potentially some problems you can plan ahead
(Jackson, Schuler & Werner, 2009).

Resources allocation skills

Another important source is the coordinating office organizational skills.

Managers need to know how to coordinate both internal and external
sources. For example, a marketing manager, usually tabulate the results of
the survey and appoint a marketing research agency to provide data tables.
Then, marketing manager, upper management to complete the data analysis
project report and print or email the author. Administrators also need to
know how to use internal resources. For example, you should see the
accounts payable manager to solve a problem with a bill about an overdue
bill from a vendor (Baker & Doran, 2005).

P3 OUTLINE HOW AN ORGANISATION MOTIVATES ITS EMPLOYEES.

An organisation motivates its employees by the following ways;

Incentive

An incentive is something that motivates an individual to perform an action.

The study of incentive structures is central to the study of all economic
activities (both in terms of individual decision-making and in terms of co-
operation and competition within a larger institutional structure). Economic
analysis, then, of the differences between societies (and between different
organizations within a society) largely amounts to characterizing the
differences in incentive structures faced by individuals involved in these
collective efforts. Ultimately, incentives aim to provide value for money and
contribute to organizational success.

Voucher

A voucher is a document used by a company’s accounts payable department

to gather and file all of the supporting documents needed to approve the
payment of a liability. The voucher is an internal accounting control, which
ensures that every payment is properly authorized and that the goods or
services purchased are actually received (Marivic Butod, 2009).

Profit Sharing

Profit sharing refers to various incentive plans introduced by businesses that

provide direct or indirect payments to employees that depend on company's
profitability in addition to employees' regular salary and bonuses. In publicly
traded companies these plans typically amount to allocation of shares to
employees (Baker & Doran, 2005).

Promotional Training

The Promotional Training means preparing the potential candidate to handle

more duties and responsibilities, thereby making him/her eligible for
promotion to higher jobs in the organization. Simply, training given to the
efficient workers of an organization who are likely get promoted in the near
future (Jackson, Schuler & Werner, 2009).

Employee of the Month

The Employee of the Month (EOM) is a type of reward program given out by
companies (often to encourage the staff to work harder and more
productively). It involves recognizing employees for achieving excellence in
their field, and being the best worker across all fields.
Job Satisfaction

Job satisfaction or employee satisfaction has been defined in many different

ways. Some believe it is simply how content an individual is with his or her
job, in other words, whether or not they like the job or individual aspects or
facets of jobs, such as nature of work or supervision (Baker & Doran, 2005).

Job Security

Job Security is an assurance that an individual will keep his or her job
without the risk of becoming unemployed. S/he will have continuity in
employment and it may be from the terms of a contract of employment,
collective bargaining agreement, or labor legislation that prevents arbitrary
termination (Marivic Butod, 2009).

Performance Related Pay

A financial reward system for employees where some or all of their monetary
compensation is related to how their performance is assessed relative to
stated criteria. Performance related pay can be used in a business context
for how an individual, a team or the entire company performs during a given
time frame.

Intrinsic rewards

Intrinsic rewards are the satisfactions that an individual obtains from the job
itself. It means, they are the factor of esteem and self-actualization needs of
the employees. These rewards and satisfactions are self-Initiated internally
by the employees are fulfilled. These rewards Consist of having a price on it
work, having a feeling of accomplishment, it being a part of team etc
(Marivic Butod, 2009).

Extrinsic Rewards

Extrinsic rewards are the benefits provided externally. These rewards are
provided in term of money and fringe benefits. These rewards are Necessary
to fulfill physiological and safety needs of the employees. Such rewards are
the results of management policies and procedures of the organization
(Baker & Doran, 2005).

Financial Rewards

Financial rewards those direct and indirect payments Enhances means that
an employee's wellbeing. Financial rewards make employee financially sound
so that he / she can fulfill his / her material desire. Consists Direct payment
of salary, wages, commissions, incentives, bonuses, allowances etc. Indirect
payment includes pensions, medical insurance, paid leaves, paid sick leaves,
Purchases, discounts etc (Marivic Butod, 2009).

Non-financial Rewards

Non-financial rewards, employee benefits are those that do not enhance an

employee's financial well-being is Howeve, such rewards provice in more job
satisfaction. Preferred lunch hours, Preferred office furnishing, parking
spaces, impressive job title, Desired work assignments, business cards, own
secretary, etc. are some of its examples (Marivic Butod, 2009).

Performance Based Rewards

Performance based rewards are such benefits which are provided on the
basis of an employee's job performance ability. The reward depends upon
the performance of an individual in the actual work floor. These rewards are
Exemplified by the use of commissions, piece work share plans, incentive
systems, group share bonuses or other forms of merit plans (Baker & Doran,
2005).

Membership Based Rewards

Membership rewards based rewards are those that are paid on the basis of
being a member of an organization. It means, allocating rewards is the basis
of the employee's organizational membership. Hence, the reward goes to all
employees irrespective of their performance is on(Snell, Morris & Bohlander,
2013).

P4 EXPLAIN HOW ORGANISATIONS OBTAIN THE COOPERATION OF

THEIR EMPLOYEES.

The employment relationship is the professional link between employer and

employees. Ideally, this relationship is based on mutual respect. Employees
need to clearly understand what is expected of them to perform well.
Employers must maintain and encourage healthy rapport with and among
employees to promote efficiency in the workplace. Employers must delegate
work in an organized and respectful way to maintain morale and foster the
overall success of the organization.

Employment Relationships are Based on Trust

The best employment relationships occur when employees are placed in

positions that maximize their skills and talents. When everyone is doing
what they love to do best, happy employment relationships occur. When
people are happy, they are more apt to function harmoniously as a team.
Teamwork necessitates that the employer and employees trust and respect
each other. The success of a business hinges on mutual cooperation. Discord
in employment relationships causes profits to lag. An employee who is
unhappy at work will delay work and achieve less; and an employer who is
disgruntled with an employee will have a tendency to be overly fault-finding,
according to Business Incentives. "Trust influences the bottom line,"
according to The Memphis Journal. (Marivic Butod, 2009)

Employment Relationships are Nurtured by Positive Communication

Employers need to promote positive communication with and among

coworkers so they may better understand each other’s' needs, as well as the
needs of the employer. In this way, workers may perform their individual
tasks with the understanding of how their work relates to others and what
others need and expect from them. Employment relationships are enhanced
when employees understand the importance of their individual work and its
impact on the whole organization (Bach, 2005).

Delegating Contributes to the Organization of Work

Mutual trust, the foundation of all employment relationships, is important for

the proper delegation of work. Employers must trust their employees to
handle crucial tasks in tandem with others. Employers need to clearly define
employees' roles and responsibilities. Employees must have faith in their
employer and each other in order to perform well as a team. A positive team
spirit can unify and expedite organized labor, which ultimately increases
productivity and profits (Marivic Butod, 2009).
Organized Work

Positive employment relationships occur when employees feel appreciated

and understand exactly what is expected of them by the employer. By
defining where one person's duty ends and another's begins, boundaries are
established and a division of labor can occur. The organization of work
depends on the division of labor. The division of labor is contingent upon
mutual trust and respect, the foundation of positive employment
relationships (Bach, 2005).

P5 EXPLAIN HOW EMPLOYEE PERFORMANCE IS MEASURED AND

MANAGED.

Each company must continuously monitor and evaluate employees; Here

you can quickly measure the performance of the company and has seven
easy ways to make sure the right track:

Punctuality:

regular office that meets frequently arrive late or are absent employee
performance to business goals is unlikely. The underlying problem to be
addressed here - he did have received adequate training? Do you get along
with their co-workers and manager? problems related to punctuality an
employee does not work fully realize their potential and have a negative
attitude also means that might affect their colleagues (Philip Kotlar, 2004).

Conducting Research for the Clients:

customer service performance results will show up in the end of the working
poor. A client survey can identify problems quickly individuals. Working in a
positive response means meeting or exceeding performance expectations
(Kramar, 2012).

Check Your Own Attitude:

A bad attitude will be manifested mostly disobedient behavior. Again, this is

an indication that an individual is likely to be rather performance goals.
Typically, these employees will not be eligible to company policy and is likely
to show disrespect for companies and workers (Hofstede, 2013).

To Observe Personal Habits:

Perpetual bad habits can negatively impact employee performance. This

office gossip indulging in unauthorized breaks, and destructive behavior (eg
social media, such as online shopping) may include the use of computers by
taking personal reasons. The acceptance by their workers in order to avoid
this habit, that what is acceptable in your business and should provide an
appropriate code of conduct (Armstrong, 2010).

Review the Personal Presentation:

Most companies have a professional dress code appropriate to the job and
company culture. employees to offer or careless disregard your expectations
and disheveled appearance reflects badly on the image. It is their
performance is likely to fail to meet your expectations (Kramar, 2012).
CONCLUSION

This report is an elaboration of various aspects regarding human resource

management. It describes the difference between personnel management
and human resource management in a great detail. It in details discusses
the implications related to the recruitment process of an organization. The
regarding elements that has to be considered to develop a reward system to
motivate employees is elaborated in the report. The mechanism that is
related to the aspect of employee cessation is also discussed here. This
report all in all recombines versatile aspect of human resource management.
REFERENCE

BOOKS

R. W. Griffin. (2008) Management. 9th Edition. USA: Houghton Company

R. W. Griffin. (2008) Management. 9th Edition. USA: Houghton Company.

Philip Kotlar. (2004) Principle of marketing, 8th edition. MGH: New York.

Kramar, R. (2012) Strategic Human Resource Management: Are the

Promises Fulfilled? Asia Pacific Journal of Human Resources

Kamoc he, K. (2011) Understanding Human Resource Management.

Buckingham: Open University Press

Hofstede, G. (2013) The Cultural Relativity of Organizational Practices and

Theories. Journal of International Business Studies

Armstrong, M. (2011) A Handbook of Human Resource Management

Practice, 15th Ed. London: Kogan Page Limited.

Armstrong, M. (2010) A Handbook of Human Resource Management

Practice, 7th Ed. London: Kogan Page Limited.

JOURNAL

Kramar, R. (2012) Strategic Human Resource Management: Are the

Promises Fulfilled? Asia Pacific Journal of Human Resources, Vol. 30(1); 1-15

Hofstede, G. (2013) the Cultural Relativity of Organizational Practices and

Theories. Journal of International Business Studies.

WEB SITES
Marivic Butod. (2009) Strategy HRM: PwC. Available at: http://ivythesis.
typepad.c om/term_paper_topics/2009/04/strategy-h rm-PwC. html
[Accessed 24th November, 2015]

Unlearn office. (2014) Available at: http:// www.ulearnoffice.com [Accessed

24th November, 2015]