B120 TMA01

Topics: Human resource management, Human resources, Management Pages: 6 (1576 words) Published: January 9, 2014

B120 TMA 02

Contents

Page 3………………………………. Executive Summary Page 4…………………………………….....Part I Part (a) Page 5……………………………………….Part I Part (b) Page 7……………………………………….Part I Part (c) Page 9……………………………………….Part I Part (d) Page 10……………………………….…….Part II Part (b) Page 11……………………………………..….References Executive Summary

This report outlines a problem I faced a few years ago in my present employment.

Identified that there was a lack of communication between management and staff, resulting in de-motivated staff, outdated skills and no formal measure of performance.

I analyse the problem using the concept of ‘Assessing and Developing People at Work’ and find the main problem is no formal HRM structure of assessing employees’ performance and training needs, and also no feedback from staff about management performance resulting in almost an ‘us versus them’ mentality. I suggest how to solve the issue of communication and how it benefitted the business as it does in other companies.

Part I Part (a)

I commenced my employment at my present company 14 years ago. Within my first two years as a receptionist I began to notice that I did not receive any feedback on my performance, only got told when I has done something wrong and did not formally meet with my manager to discuss my progress. This was the case with all employees and we found that there was a clear divide between management and staff and at times a lot of communication issues between departments. There were no management meeting with employees to discuss general issues and to put timescales in place to deal with them.

After returning from maternity leave in my third year, I was lucky enough to be moved to accounts but also tasked with formalising Health and Safety Procedures and policies and also dealing with manufacturer audits of the company. It was at this point where it was clear there was a big lack of Human Resources Management and some staff were not skilled in some areas they were required to be skilled in.

Part I Part (b)
I am analyzing the problem using the concept of ‘Assessing and Developing people at work’

Unlike the South African Breweries (Johnson 2006) example mentioned in B120 Book 2, the company had no formal training and development policy. There were no performance appraisals or departmental meetings therefore employees were not getting feedback on their performance. Management were not measuring performance and identifying training needs and were as the South African Breweries example describes ‘conventionally Hierarchical’ The concept of setting standards was not applied in full. There was a quality management policy in place but there was no measure of employee attendance, organisation rules, production timescales for completing work and interdepartmental communication. And the only emphasis was put on Quality of work, this was easily measure by eye (the company is a vehicle paint and body repairer) in the case of skilled technicians and by customer feedback for office staff. The company did not perform Performance Appraisals, therefore there was not meeting between management and employees unless requested specifically by the respective parties. This tended to be only if there was a problem or if a pay rise was required., pay rises were difficult to justify by both parties as there were no performance measure. Employees would become disgruntled with not being given an opportunity to be ‘appraised’ The company also suffered due to not recognizing training needs of staff. This in turn meant staff were not necessarily up to date with certain repair methods which could ultimately affect quality of work. It also affected the type of work the company could undertake due to manufacturer requirements...

References: Becherman et al. (1997) Survey mentioned in Book 2, An Introduction to Human Resource Management in Business page 54
Evenden and Anderson . (1992). Performance Appraisal table . Book 2, An Introduction to Human Resource Management in Business page 53
Johnson (2006). Example South African Breweries. Book 2, An Introduction to Human Resource Management in Business page 50.
Preston, Diane (2012) Section 4 Book 2, An Introduction to Human Resource Management in Business 49-58
Smith and Hyton (1999). Survey mentioned in Book 2, An Introduction to Human Resource Management in Business page 56
www.cipd.co.uk
www.acas.org.uk
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