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 !!"# As $uest %&&& comments' the drive to adopt H(M is ) based on the business case of a need to respond to an e*ternal threat from increasing competition. +t 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. ,he soft version of H(M traces its roots to the human - relations school. it emphasizes communication' motivation and leadership. +n the words of $uest %&&&' as means rather than objects' but it does not go as far as following /ants (!!01%"2%3# advice4 ,hreat people as ends unto themselves rather than as means to an end. ,he soft approach to H(M stresses the need to gain the commitment - the 5heart and minds - of employees through involvement' communications and other methods of developing a high 6 commitment' high - trust organization. Attention is also drawn to the key role of organization culture. ,he hard model of H(M as a process emphasizing 5the 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 e*ploited for ma*imum return. +n contrast' the soft version of H(M sees employees as 5valued assets and as a source of competitive advantages through their commitment' adaptability and high level of skills and performance. (Michael Armstrong 7.%06%8. !!2# 1.2 Revie the differen!es "eteen store# definitions of HRM and personnel and $R pra!ti!es 9torey (%&&# has established a theoretical model based on his perception of how organizations have evolved from predominant personnel and +( practices to H(M practices as he called it 5a 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. 9torey also underlines twenty6seven points of difference between 7ersonnel and +( against H(M. Beliefs and assumption: Contract: Personnel management or IR contact by writing with delineation while HRM wish to go beyond contract. Rules: personnel management evaluate of discovering clear rules but HRM maintains can do outloo impatience with rule. Managerial tas vis!a!vis labour: Managerial tas vis!a!vis labour of PM or IR is monitoring though HRM is nurturing. "ature of relations: Relation of PM or IR is pluralist where HRM is unitary. Conflict: PM conflict institutionalised and HRM conflict de!emphasised. Strategic aspects: #ey relation: PM mae their ey relation with labour management while HRM evaluate customer. Initiatives: $he initiative of PM is piecemeal but HRM is integrated. Corporate plan: PM corporate their plan marginal to and HRM corporate their plan central to. %peed of decision: PM taes their decision slowly but HRM can fast. Line management: Management role: Management role of PM is transactional where HRM is transformational leadership. #ey managers: PM or IR specialists mange all thing at PM but in HRM& line manager do everything. Communication: PM communicates with employee indirectly but HRM communicate directly. %tandardisation: %tandardisation of PM is high while HRM is low. Key levers: %election: PM select their employee separately where HRM integrated. Pay: PM pay their employee by 'ob evaluation though HRM pay by performance. (ob categories: PM has different 'ob categories but amount of HRM is few. (ob design: PM design their 'ob through division of labour but HRM divide by teamwor )*loisi& +,,-.. 1.3 Demonstrate that effective judgment has been made to establish a contribution of strategic !" in achieving the corporate objectives. #$3% !ole of line manager Introduction: $he role of the line manager is to achieve organisations goals. He maintains all of things on behalf of an organisation. In the view of my case study& HR of *ritish /as has already maintained the role of manager. If he did not maintain the role of HR manager then organisation can not go to their goals. $he role of HR manager: $here are some roles of HR manager by which they run an organisation. It has given bellow: Planning& resourcing and retention: 0 line manager need to now how many staffs are now woring& which department is busier& which department they need some people. 1hen he will indentify this things then he will plan how many staffs he will tae and how process he will tae. 2or e3ample %ainsbury is very busy at %aturday and %unday. %o managers of %ainsbury need more staff for these weeend day. 0nd he also need to find out how many staff are good at for operating system. $hen he will tae decision for taing or recruiting people. $his is the planning and resourcing role for line manager. Retention is also important role for line manager. It can be define the retention lie some of staffs are recruiting for new staff& but manager have to now to now are they happy for their time being. Recruitment and selection: 1hen manger will confirm that they need people essentially& in that time they need to find out appropriate people for their organisation& by which he can achieve their organisation goals as well. It is most important role for a manager because if he can not find out right people then he will be failed for achieving organisation goals. $o find out right people he need to select more productive people who are very much enthusiastic& good behave and first of all who can help organisation for achieving their goals. $raining and development: $o tae right people for their organisation manager manage to give training to mae appropriate for wor. *ecause new people do not now what is their main responsibilities and operating system. %o manager need to now everybody about their 'ob. 0nd he also maes their as good employee for achieving their goals. *y training method manager develop their new employee. Reward remuneration: 4mployees depend on their organisation for surviving their live. %o manager have to pay ade5uate and e5uitable. Manger also has to manage reward system lie pensions& healthcare& other financially. *y rewarding employee get more satisfaction to wor. If employees are happier on their organisation then they will wor more. 4mployee relations: 4mployees relation is another important role of manager. *ecause manager have to maintain good relations lie good behave& easies with employee& reasonable for all& to consider employee with their life )*loisi& +,,-.. 2.1 Workplace flexibility encompasses a wide variety of practices and policies that have evolved in response to the needs of both employers and employees. Employers need to maintain an effective and productive workforce, while employees need improved work-life balance. Workplace flexibility practices generally fall into three basic categories: Flexible Work rrangements, which encompass variations in work schedules! "ime #ff, which includes arrangements for periods away from work! and $areer Flexibility, which addresses career development at various career stages. %nnovative workplace flexibility models are emerging as employers continue to experiment with options that will address their particular work environments.
Topic 1: Introduction To Human Resource Management Meaning of Human Resource Management Human Resource Management (HRM) Is The Practice of Recruiting, Hiring