Managing Human Resources
Managing Human Resources
Contents
Introduction 1
Task 1 1
1.1 The Guest’s model of Human Resource Management 1
1.2 The differences between Story’s definitions of HRM, personnel and Industrial Relations (IR) practices: 3
1.3 The implications of developing a strategic approach to HRM for line managers and employees in organizations 5
Task2 6
2.1 A model of flexibility is applied in my organization 6
2.2 The types of flexibility developed in my organization 7
2.3 The use of flexible working practices from both the employee and the employer perspective: 7
2.4 The impact that changes in the labor market have had on flexible working practices 8
Task 3 9
3.1 Explain the forms of discrimination that can take place in the workplace: 9
3.2 Discuss the practical implication of equal legislation in my organization: 10
3.3 Compare the approaches to managing equal opportunities and managing diversity: 10
Task 4 11
4.1 compare the 360 degree evaluation with different methods of performance management: 11
4.2 Assess the approaches to the practice of managing employee welfare in my organization: 12
4.3 Discuss how latest Health and Safety at work (1974) has affected human resources practices in the UK organization: 12
4.4 Evaluate the impact of E learning on human resources practices in my organization: 13
Conclusion 13
References 14
Introduction
In any organization employees play a great role. They are the most important asset of an organization and only effective management of this asset can lead an organization to achieve its goal. The organization should always provide the best facility to its employee so that they can give their best performance. Organization should create such environment and culture that there is no role ambiguity and there should be fair policy to treat the employees equally. Every organization should have a flexible environment for their employees and eventually it motivates them to perform better.
Contents
Introduction 1
Task 1 1
1.1 The Guest’s model of Human Resource Management 1
1.2 The differences between Story’s definitions of HRM, personnel and Industrial Relations (IR) practices: 3
1.3 The implications of developing a strategic approach to HRM for line managers and employees in organizations 5
Task2 6
2.1 A model of flexibility is applied in my organization 6
2.2 The types of flexibility developed in my organization 7
2.3 The use of flexible working practices from both the employee and the employer perspective: 7
2.4 The impact that changes in the labor market have had on flexible working practices 8
Task 3 9
3.1 Explain the forms of discrimination that can take place in the workplace: 9
3.2 Discuss the practical implication of equal legislation in my organization: 10
3.3 Compare the approaches to managing equal opportunities and managing diversity: 10
Task 4 11
4.1 compare the 360 degree evaluation with different methods of performance management: 11
4.2 Assess the approaches to the practice of managing employee welfare in my organization: 12
4.3 Discuss how latest Health and Safety at work (1974) has affected human resources practices in the UK organization: 12
4.4 Evaluate the impact of E learning on human resources practices in my organization: 13
Conclusion 13
References 14
Introduction
In any organization employees play a great role. They are the most important asset of an organization and only effective management of this asset can lead an organization to achieve its goal. The organization should always provide the best facility to its employee so that they can give their best performance. Organization should create such environment and culture that there is no role ambiguity and there should be fair policy to treat the employees equally. Every organization should have a flexible environment for their employees and eventually it motivates them to perform better.
References: Atkinson, J. (1984). Manpower Strategies for Flexible Organization. Personnel Management. Doherty, D. I. (2012, may 13). Evaluating the Impact of an E-learning Strategy on the Quality of Teaching and Learning. Retrieved june 6, 2015, from slideshare: http://www.slideshare.net/citehku/evaluating-the-impact-of-an-elearning-strategy-on-the-quality-of-teaching-and-learning Durham, J. (2015, may 14). Equal Opportunities at work. Retrieved june 6, 2015, from safeworkers: http://www.safeworkers.co.uk/equalopportunitieswork.html Equal opportunities and managing diversity. (2009, july 3). Retrieved june 6, 2015, from hotelmule: http://www.hotelmule.com/forum/viewthread.php?tid=391&page=3 Guest, D. (1995). Human Resource Management, Trade Union, Industrial Relation. In J. Storey, Human Resource managent,A critical text. Kamoghe, K. (1994). A critique and proposed reformulation of strategic human resource management. In Human Resource Management. Kremer, M.(1993). 'The O-ring Theory of Economic Development '. In: The Quarterly Journal of Economics. Nair, S. S. (2009, july 29). Employee Welfare. Retrieved june 4, 2015, from articlebase: http://www.articlesbase.com/human-resources-articles/employee-welfare-999627.html Storey, P. J. (1992). Differences between HRM and personnen and IR. In P. J. Storey, Development in the Management of Human Resource.