Human Resource Management at Bentley Motor Cars Limited

Topics: Leadership, Management, Employment Pages: 18 (5638 words) Published: May 26, 2009
Report Objectives3
Task 1 – Recruitment, Selection and Retention4
Legislation and the Recruitment Process8
Task 2 – Building Successful and Winning Teams10
Creating a Team12
Task 3 – Leadership Styles and Theories15
Autocratic Leadership15
Laissez-faire Leadership15
Democratic Leadership16
Task 4 – Analysis and Monitoring of Performance17
Monitoring Individual Performance18
Monitoring Team Performance19
Managing Poor Performance20
Task 1 – Conclusion22
Task 2 – Conclusion23
Task 3 – Conclusion24
Task 4 – Conclusion25
Bibliography and References26

Report Objectives
To consider the critical aspects of teamwork, leadership, individual performance and Human Resource Management at Bentley Motor Cars Limited.

This report covers various areas as follows:
Recruitment, Selection and Retention procedures, along with appropriate legislation •Policies contributing to building successful and winning teams •Styles of leadership adopted at Bentley
Methods used to analyse and monitor individual and team performance.
Task 1 – Recruitment, Selection and Retention
Every successful organisation should adopt a systematic approach to obtaining and retaining suitable employees. Bentley Motor Cars Limited has developed procedures to cover recruitment, selection and retention, whilst carefully acknowledging the legislation that must be adhered to. These procedures will be described within this task.

Recruitment at Bentley takes place in stages, typically:
-Identification of the job vacancy
-Approval of the job vacancy using a “Job card” system
-Preparation of a job description
-Definition of skills, knowledge, and attributes required to do the job. -Advertisement of the vacancy

Once a new job vacancy has been identified at Bentley, a “job card” needs to be approved, to commence the recruitment process. This “job card” process involves obtaining financial and senior management approval that there is a justified need for extra headcount. Only when full approval has been granted, can the vacancy be advertised. Replacement headcount does not require such approval, as no increase in headcount will be experienced.

Once approved, a job description will need to be prepared, to describe job title, job purpose, line manager, job grade, main duties, and if any supervisory skills required. A definition of the skills, knowledge and attributes required to do the job is also prepared to support the job description, to create a task analysis and a person specification. Once all documentation has been produced, the vacancy can be advertised.

Bentley is required to advertise all vacancies internally before advertising externally. This is to provide development opportunities to all existing employees within the group. Internal vacancies are advertised for a minimum of one week, using an internal vacancies notice sent to all employees, and also on the intranet-based system. Interested employees can either apply online through the intranet, or by completing an “Internal Vacancy Application” form.

Bentley uses several channels to advertise externally, including local newspapers, the website, and several recruitment agencies. A closing date will be specified on the advertisement, encouraging candidates to submit their curriculum vitae (CV) to the Human Resources department. CVs will then be given to the employing manager for the vacancy, for them to review and shortlist.

Selection of appropriate candidates for the vacancy is normally done using two main methods: shortlisting, and assessing applicants. Once the employing manager has shortlisted the CVs which look most applicable to the job vacancy, potential candidates will be invited to interview. The main purpose of an interview is to find out whether the candidate fits the person specification, and therefore if they are suitable for the job. Another reason...

References: Books
Brooks, I – Organisational Behaviour: Individuals, Groups & the Organisation – Pearson, 1999
Yeung, R – Leading Teams – How To Books Ltd, 2000
Curtis, S and Curtis, B – Behaviour at Work, Advanced GNVQ – Pitman Publishing, 1994
Mullins, L – Management and Organisational Behaviour – Prentice Hall, 2005
Katzenbach J and Smith D - The Wisdom of Teams: Creating the High-Performance Organization - Collins Business Essentials, 2003
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