Human Resources Management- ASSG 1

8/4/2019 Human Resources Management- ASSG 1

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Human Resources management DANIEL SILVESTER

Student ID: D019S10598

Human Resource Management

Module Leader : Vedula

Concep t o f Human Resources Management

By:

DANIEL SILVESTER

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1 . In t roduct ion

In order to understand the difference personal management and human resource management

as its focus its strategies and the people who are include in it or are made of. Personnel refer

to the old days where HR basically pays attention on administration, transactions and

employee advocacy. The new role in HR management helps to face the new challenges in a

competitive world where as the personal management is less applicable for the same purpose.

Some expert says that there are no difference between HRM and personnel Management.

They have stated that these two terms can be used anytime, with no difference. In fact, they

are use anytime in help wanted ads and job descriptions.

Personnel management can include administrative task which can traditional and routine. On

the contrary human resource involves more of the ongoing strategies and process to manage

and develop the organization.

2.1 TASK 1

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According to Gerald R. Ferris, Human Resources Management is defined as “it is the science

and practice that deals with the nature of the employment relationship and all of the decisions,

actions, and issue that relate to that relationship. In Practice, it involves an organisation’s

acquisition, development and utilisation of employees, well as the employee’ relationship to

an organisation and its performance”

As we all know that there is a huge difference between HRM and Personnel Management,

however some of the major differences like Personnel management set rules and regulation

while Human resources management facilitates greater flexibility. The relationship between

management and employees under HRM is more nurturing and facilitating relationship while

in Personnel management it’s more monitored and controlled.

HRM MANAGEMENT AND PERSONNEL MANAGEMENT

PERSONNEL MANAGEMENT HUMAN RESOURCES MANAGEMENT

BELIEFS AND ASSUMPTIONS

CONTRACTS

Careful delineation of Aim to go beyond written

Written contract. contract go by the spirit of

Contract.

RULESThrust on devising ‘can do’ attitude impatience

with Rules. Clear rules.

MANAGEMENT ACTION

Procedures and business Flexibility and customer

Needs.

BEHAVIOURS

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In line with customs n norms In line with values and

Mission.

MANAGERS TASK

Monitoring Nurturing

STRATEGIC ASPECTS

KEY RELATIONS

Labour Management Customers

INITIATIVES

Piecemeal Integrated

CORPORATE PLANMarginalized Central

SPEED OF DECISION

Slow Fast

LINE MANAGEMENT

MANAGEMENT ROLE

Transactional Transformational Leadership

KEY MANGERS

P&IR experts Line managers

SKILLS

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Negotiation F

KEYS LEVERS

ATTENTION

Personnel Procedure personnel Strategies

SELECTION

Marginal importance Integrated & key task

PAY

Job evaluation Performance based

COMMUNICATION

Restricted flow/ indirect Increased flow/ direct

JOB DESIGN

Division of Labour Team work

TRAINING & DEVELOPMENT

Controlled access to course Learning organizations.

The role and responsibilities of line managers in human resource practices:

Line managers are managers who are responsible for an employee or work group to a higher

level of management. In the management hierarchy line managers are at the lower layers and

the employee who report to them do not have any responsibilities. They are usually promoted

within the organization.

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Human resource coordinators design implement and administer programs to attract and retain

capable employees so as to ensure safe and consistent growth for any organization. They

recruit new employee by short listing the potential candidates and then they are asked to

participate in the group discussion to evaluate applicants and select the best person for the

job.

Human resource managers develop suitable health and safety management programs and

provide advice on compensation, benefits and pension.

2.2 TASK 2

The procedure and practices used for recruiting and selecting candidate.

According to Donald L. Caruth and Gail D. Handlongten, Human Resource Planning is

defined as “the process of analysing an organisation’s human resource needs under changing

conditions and developing the activities necessary to satisfy these needs”.

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Rigorous HR planning links people management to the organization’s mission, vision, goals

and objectives, as well as its strategic plan and budgetary resources. The processes by which

management ensures that it has the right personnel, who are capable of completing those

tasks that helps the organization, reach its objectives.

Need for HR planning:

Every organization has to plan for human resource due to the following reasons:

a) The shortage of certain categories of employees and/or variety of skills despite the

problem of unemployment.

b) The rapid changes in technology, marketing, management etc and the consequent

need and demand for new skills and new categories of employees.

c) The changes in organization design and structure affecting manpower demand.

These are basically four stages in HR planning process:

Prepare a forecast:

This where it is important to decide how many employees you need which depends how long

you have been in the business, the more accurate your number will be because you can look

at the growth in the past and forecast based on the numbers. Hence your business’s history

and experience will be your guide in step one as you considers the supply and demand of

your product.

Develop an HR inventory:

This requires knowing the need of number of employees that is needed for the business to

grow. If you have 2 employees in the business but you need ten employees for the growth and

hence it is clear that requirement is eight employees.

Develop a job analysis:

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This could be the hardest part of the process; you’ll need to figure out what each person will

do according to their capabilities.

Prepare a comprehensive plan:

This is going to be most time consuming of the steps, but is the most critical. This step will

give you the path you’ll take in order to successfully integrate new employee into your

business.

Comparison the structured process for recruitment in two different organisations:

Recruitment refers to the process of attracting, screening and selecting qualified people for a

job at an organization.

Diagram 1: http://www.mwrecruitment.com.au/recruitmentprocess.html#3

MW recruitment is one of the Brisbane’s leading Public Practice accounting recruitmentfirms. MW recruitment Consultants are usually former accountants who have worked in both

commerce and public practice.

Above diagram MW recruitment’s process of recruitment:

1) Database Search- Whenever there is a requirement, database search is done which

has the list of all types of candidates in the system. This data can be used for starting

the process of recruitment.

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http://www.mwrecruitment.com.au/recruitmentprocess.html#3

http://www.mwrecruitment.com.au/recruitmentprocess.html#3





2) Advertising- Though there are plenty of candidates in the database, advertising is still

done to invite new and talented people from the market who might be in the database.

The best way is to advertise via internet.

3) Networking and Referrals- This is an important source of candidates, it is believed

that good people know other good people. Referring other people would be helpful to

appoint right people for the job.

4) Processing the applicants- All candidates are put through rigorous and strict

screening interview process. Interviews are conducted by two consultants and during

this process we use competency based and behavioural questioning to understand the

abilities of the candidates.

5) Submission and Interview- Once a candidate is deemed to be worthy of submission,

we will send summary report and the candidates CV in their format. It is followed up

by email to both parties with a call and interview time is arranged as per suitability to both parties. One of the consultants is there at the time of interview.

6) Feedback and Offer- When the interview is completed, we will take and give

feedback to both parties. At this stage all documentation is prepared, references have

been finalised. If an offer is made we will communicate the offer on behalf of client.

Then the process is further is carried.

7) Commencement and Retention- When the candidate commences the role the

consultant will keep in touch with you and your new employee to ensure that both

parties are

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.

Meeting thier Obligation

Daigram 2: http://www.camotechnologies.com/about_us/quality_process.html

Above is the diagram explaining the process of recruitment.

Diagram 3: http://www.camotechnologies.com/about_us/quality_process.html

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http://www.camotechnologies.com/about_us/quality_process.html








The different methods in recruitment methods are:

A) Internal Recruitment:

Internal recruitment is when business looks to fill the vacancy from within its existing

workforce Such as promotion.

B) External Recruitment:

External recruitment is when the business looks to fill the vacancy from any suitable

applicant outside the business.

There are three most popular ways of recruitment externally are:

• Job Centres: These are paid for by the government and are responsible for helping

the unemployed find jobs or get training. They also advertise for companies’ vacancy

which is generally free.

• Job Advertisement: Advertisement is the most common form of external

recruitment. They can be found in many places such as local and national newspaper,

notice boards, and recruitment fairs. The cost depends on the advertising and the

coverage needed.

• Recruitment Agency: This agency generally provides information of suitable

candidates and is mostly referred as Head Hunters. These agencies are mainly

specialised agencies which serves in particular areas such as nursing, financial

services, teacher recruitment.

Evaluate selection practices and procedures in two organizations comparing these to best

practices?

A) Online Application

B) Acknowledgement

C) Initial Review

D) Second Stage

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E) Assessment Centre

F) Job Offer

In the process candidates have to complete an application form and online test which is then

scrutinize or acknowledged by an email upon successful submission. The submitted

application is then reviewed and candidates are updated within 14 days. After careful

consideration of the application process candidates are then offered the job within 14 days of

the assessment centre.

Recruitment and Selection is done by both internal and external manners. As mentioned

earlier in order to attract a vast group of applicants HR managers at British Gas use both the

ways.

As mentioned earlier, the main objective of British gas is to increase the number of

applications for the different vacancies in order to attract a wide range of talent as possible.

For this they the different types of external recruitment strategies.

Some of these strategies are as follows:

• Tester days:

British gas regularly runs women only and BME tester days, with the specific aim of

attracting women and ethnic minorities into engineering and apprenticeships.

• Partnership working:

British gas also use different partnerships with different organisations in order to

focus on under-represented groups including Jobcentre Plus, Windsor Fellowship,

Women and Manual trades.

• Targeted Advertising:

They also use a range of ways and media to appeal to its target audiences. They use

advertising in magazines like Bliss and Sugar. They also redesign their special

webpage for recruitment regularly.

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Attracting a wide range of candidates is not the only purpose of the managers but also to

select the right staff. For that a right recruitment process has to be applied. A diagram is

shown below which illustrates the different stages of the recruitment process within British

Gas. The only way to increase the performance of the organisation is to have an efficient

process.

Diagram 4: http://www.evolutionconsultants.com/include/img/ui/candidate-

recruitment.jpg

Organization 2

Recruitment Consultant:

As per the above it is clear that Organization often advertise the job vacancies by newspaper

ads, Job centre and different medium.

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http://www.evolutionconsultants.com/include/img/ui/candidate-recruitment.jpg








Once CV is received a confirmation of the receipt is sent to an application. Application

details is scrutinize carefully. So as to ensure that right decision is made for short listing of

the application received.

After reviewing the application carefully applicant is called for an interview which scheduled

at the agreed time.

If a client requires one more interview to be held in order to make a decision then it is

arranged and applicant is called to attend one. A final decision is made upon this interview. If

an applicant is confirmed for the position then they are informed as per the result. If rejected

or Confirmed for the position applied, applicant is informed via Telephone or Written Letter

for the same.

2.3 TASK 03

The process Job evaluation and the main factors determining pay and also identify a range of

reward system.

According to Michael Armstrong, “Job evaluation is a systematic process for defining the

relative worth or size of jobs within an organisation in order to establish internal relatives and

provide the basis for designing an equitable grade and pay structure, grading jobs in the

structure and managing relatives”.

The main purpose of job evaluation is to identify analyse and measure each job againstspecific requirement or criteria in relative to value of jobs in an appropriate manner. It is not

used for an increment in salary. After job evaluation it is assigned to the appropriate salary

group and corresponding salary range. It is basically done when

a) A new position is established, prior to recruitment

b) When an existing position has changed 10-15% (up or down)

It is generally requested by:

a) The Job Evaluation Committee

b) The Human Resources Office

c) The position supervisor

There are various factors that are considered while doing the Job Evaluation. They are

as follow:

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STEPS IN THE

EVALUATION

PROCESS:

1. Job

Description:

The Job description

outlines the roles of any

given job including

both day to day tasks

and responsibility. It

helps potential

applicants to decide whether the job they are applying for is suitable for them or not. Any

additional help or assistance is given by the HR group.

2. Approval:

The head of the department reviews the job description and approves the responsibilities,

requirement, and departmental organization contained within a job description presented for

new evaluation and signs it. If Head of the Department does not approve the job descriptionthen it is returned to the supervision for changes.

3. Evaluation:

It is a trained multi member committee which is appointed by the Head of the HR

department. The job evaluation process consists of three general categories:

a) Know-how

b) Problem Solving

c) Accountability

Pay:

In simple words, pay must be perceived and felt to match the level of work and the capacity

of the individual to do it, it must be ‘felt-fair’.

There are different factors that determine the pay:

1) Demand and Supply:

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Table 1 Examples of Job Evaluation Factors

Skill Effort

Education Mental Effort

Experience ProblemSolving

Communication Concentration

Complexity

Responsibility Working

Conditions

Financial Responsibility Mental

Demand

Supervision Physical

Effort

Freedom to Act Visual

DemandDecision-making

Contacts with others

Operational Latitude





This factor is one of the most important elements in determining the pay in any

organization. The wage rate depends on the demand and supply of the skilled and

unskilled worker available in the market. If demand is more than pay more or vice aversa.

2) Bargaining Power:

Every organization has Labour Union who is strong enough to force the management or

employer to give competitive wages or pay.

3) Cost of living :

Pay is also determined by the cost of living of the employee to ensure a decent or standard

living wage. Cost of living varies under deflationary and inflationary pressure. If labour union

is strong and employer are not enough aware, here pay is determine to cost of living index

numbers.

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2.4 TASK 04

Evaluate exit procedure used by two organizations, comparing these to best practice and also

analyse the selection criteria for redundancy.

TERMINATION OF EMPLOYEE

EMPLOYEE EXIT

REDUNDANCY DISMISSAL

The exit of employees is important for management because of:

a) The need for compliance with the legal framework on employment protection

(particularly in regard to dismissal and redundancy)

b) The need for sensitivity to the human issues ( especially in regard to retirement

dismissal or redundancy)

c) The need for the organisation to gather feedback from departing employees in order to

identify retention problems ( especially in regard to resignation)

The formal conversation between an employee and HR or any other manager to determine the

reasons the employee is leaving the organization.

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It is important to find out why someone is leaving an organization so that this could help in

analyse the reasons why is there so much employee leaving. Exit interview helps HR

department to find out the trends or typical length of time an employee works in anydepartment this could further help to reduce employee from leaving particular jobs.

The benefits of conducting Exit Interviews for an employer are as follow:

1) It provides an opportunity to ‘make peace’ with disgruntled employees, who might

otherwise with vengeful intentions.

2) It is seen as a sign of positive culture. They are regarded as caring and compassionate

which present an organization is big enough to expose itself to critism.

3) It helps managers to understand and experience of managing people andorganizations. Important process for development is handling feedbacks.

These are the steps to conduct effective exit interviews:

a) Focus on good employees who resign

b) Interview should be conducted by HR manager and not from employee immediate

supervisor.

c) To define the purpose of Exit interview.

d) To define the confidential nature of the process.

Organization 1:

Mailboxes & Etc.

To extent possible, the personnel Department will interview all employees who are leaving

the employ of the Mailboxes and Etc such as resignation, retirement, leave of absence, layoff

and dismissal.

The purpose of the exit interview is to:

a) To determine the reason for termination in order to improve and change management

practices and policies, to reduce unsatisfactory turnover, and to obtain appropriate

information for potential unemployment claims.

b) To inform the employee about the terms and conditions of employment affected by

the separation.

c) It helps to boost good public relation by correcting misinformation and modifying

negative attitudes.

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Submission of a letter of resignation to the employee’s supervisor make it’s a voluntary

employment separation. The personal Department will not an employee for voluntary

separation unless a letter of resignation is submitted. Reason for the voluntary separationwill be there on the Personnel Change Form.

The employee will be asked to arrange an exit interview with personnel department.

Following items are to be collected while exit interview:

• Final pay calculation it includes payment for earned/unused vacation, sick leave.

• Insurance continuation rights, is applicable.

•

Preferred Eligible List, is applicable

• Status of other payroll deduction and flexible spending plan.

The employee’s supervisor will take care that all the Mailboxes and Etc property in the

possession of the employee, is returned to the company.

Organization 2:

Consultation organization:

More or less same pattern is followed in any organization for an exit interview. Exit interview

are best conducted face to face because this enables better communication, understanding

interpretation etc and it provides far better opportunity to probe and get to the root of

sensitive or reluctant feelings. At times employees who are shy will prefer to give the exit

interview on questionnaire.

Time of the interview is decided as the employee .Once exit interview is held personnel

department starts taking notes. Arrangements are made for the interview to get the

information. There is set of question to be asked to the employee. Once the interview is held

all the necessary information is collected to provide to the personnel department for making

any change if necessary in the system.

Selection of Redundancy Criteria:

Redundancy is defined by the employment Protection Legislation as dismissal:

a) By reason that the employer has ceased to carry on the business.

b) By reason that the employer has ceased to carry on the business in the place where the

employees was employed.

c) By reason that the requirements of the business for employees to carry out work of a particular kind have ceased or diminished, or are expected to

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d) For reason ‘not related to the individual concerned’.

Redundant employees are entitled to compensation, in the form of redundancy pay:

a) For loss of security

b) To encourage them to accept redundancy without damage to industrial relations

The employee is not entitled to redundancy pay if:

a) If the employer has made an offer but employee has refused the offer.

b) The employee is of pension age or over, or has less than two years of continuous

employment.

c) The employee has resigned voluntarily, been dismissed due to misconduct or has

otherwise been dismissed for reason not defined as redundancy.

Selection Criteria:

1) The first stage in carrying out a redundancy exercise, regardless of the number of

posts to be made redundant, is to identify the ‘pool’ of employees from which the

candidates for redundancy will be selected.

2) If there is more than one employee in the ‘pool’, objective criteria, precisely defined

and capable of being applied in an independent way, should be used when

determining which employees are to be selected for redundancy. The Human

Resources Advisor and relevant trade union should be consulted on the selection

criteria to be used.

3) The purpose of having objective criteria is to ensure that employees are bit unfairly

selected for redundancy. In considering the criteria for selection, it is important to

ensure that the balance of skills and experience is maintained within the workforce is

appropriate to future operating needs such as skills, experience and aptitude of the

employee, standard of the work performance.

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Conclusion:

Redundancy should be based on length of service, work experience, attendance history, ant

disciplinary record, skills, competencies or performance record. A selection method often

used is ‘last in, first out’. It does not have to be used it is unsatisfactory way of retaining the

most competent workforce.

Selection procedure should be based on a point system which taken as positive way. If only

one person decide selection this may be regarded as unfair. Unfairness does not have to be

overt. It should be communicated clearly to employee. Lack of consultation can result up to

90 days of pay as compensation. The statutory threshold which requires the employer to

consult is 20 employees or more in a three month period.

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References:

1. Arms t ro n g , M an d Cu mmin s , A . (2 0 0 5 ) Job Evaluat ion A Guide to

Achiev ing Equal Pay . Pu b l i s h ed b y Ko g an Pag e L imi ted .

2. Caru th , Do n a ld L . (1 9 9 7 ) S t a f f i ng t he con t emporary organ i sa t i on

a gu i de t o p l ann i ng , r ec ru i t i ng , and se l ec t i ng f o r human re source

pro fess ionals . Wes tp o r t . Pu b l i s h ed b y Co n n : Qu o ru m.

3. Fer r i s , R .G . (1 9 9 5 ) Handbook o f Human Resource Managemen t .

Camb r id g e . Pu b l i s h ed b y Mas s : B lack wel l Pu b .

4. “Human Resources Managemen t and Personne l managemen t ” .

[o n l in e ] . c i t ed 2 1 t h J an 2 0 1 0 .Acces s v ia

< http://www.alagse.com/hr/hr2.php >

5. The Di f f e rence be t ween Human Resources Managemen t and

Personnel . [o n l in e ] . c i t ed 2 1 t h J an 2 0 1 0 .Acces s v ia

< http://www.blurtit.com/q858638.html >

Page 22 of 24

http://www.alagse.com/hr/hr2.php

http://www.blurtit.com/q858638.html

http://www.alagse.com/hr/hr2.php

http://www.blurtit.com/q858638.html





6. Human Resource Planning . [o n l in e ] . c i t ed 2 2 t h J an 2 0 1 0 .Acces s v ia

< http://work911.com/planningmaster/faq/hrdefinition.htm >

7. “Need f o r Human Resources P l ann i ng” . [o n l in e ] . c i t ed 2 2 t h J an

2 0 1 0 .Acces s v ia

< http://www.citehr.com/4275-need-human-resource-planning.html >

8. S t ages i n S t ra t eg i c Human Resources P l ann i ng . [o n l in e ] . c i t ed 2 2 t h

J an 2 0 1 0 .Acces s v ia

<http://wiki.answers.com/Q/What_are_the_stages_in_strategic_human_resource_pla

nning >

9. “Job Eva l ua t i on” . [o n l in e ] . c i t ed 2 2 t h J an 2 0 1 0 .Acces s v ia

< http://www.odl.state.ok.us/salary/reports/JobEvaluation.pdf >

10. “Ex i t I n t e rv i ew” . [o n l in e ] . c i t ed 1 3 t h J an 2 0 1 0 .Acces s v ia

< http://www.businessballs.com/exitinterviews.htm >

11. “Redundancy Po l i cy – Se l ec t i on Cr i t e r i a” . [o n l in e ] . c i t ed 2 3

t h

J a n

2 0 1 0 .Acces s v ia

< http://www.newforest.gov.uk/committeedocs/gprp/nfr13489.pdf >

Page 23 of 24

http://work911.com/planningmaster/faq/hrdefinition.htm

http://www.citehr.com/4275-need-human-resource-planning.html

http://wiki.answers.com/Q/What_are_the_stages_in_strategic_human_resource_planning


http://www.odl.state.ok.us/salary/reports/JobEvaluation.pdf

http://www.businessballs.com/exitinterviews.htm

http://www.newforest.gov.uk/committeedocs/gprp/nfr13489.pdf

http://work911.com/planningmaster/faq/hrdefinition.htm

http://www.citehr.com/4275-need-human-resource-planning.html



http://www.odl.state.ok.us/salary/reports/JobEvaluation.pdf

http://www.businessballs.com/exitinterviews.htm

http://www.newforest.gov.uk/committeedocs/gprp/nfr13489.pdf





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Human Resources Management- ASSG 1