unit 22 HRM 15.48pm.docx

8/20/2019 unit 22 HRM 15.48pm.docx

1/32

NAME OF STUDENT: VATHANY SUBRAMANIAMUNIT 22: HUMAN RESOURCE MANAGEMENT=====================================================================================

ContentsIntroduction................................................................................................................ 2

O! Und"r#t$nd t%" di&"r"nt '"r#'"cti("# o) %u*$n r"#ourc" *$n$+"*"nt...........,

!.! E-'$in Gu"#t/# *od" o) HRM....................................................................,

!.2 Co*'$r"# t%" di&"r"nc"# 0"t1""n Stor"/# d"3nition# o) HRM4 '"r#onn"

$nd IR 'r$ctic"#................................................................................................... 5

!., A##"## t%" i*'ic$tion# )or in" *$n$+"r# $nd "*'o""# o) d"("o'in+ $

#tr$t"+ic $''ro$c% to HRM...................................................................................6

O2 Und"r#t$nd 1$# o) d"("o'in+ 7"-i0iit 1it%in t%" 1or8'$c".........................9

2.! E-'$in %o1 $ *od" o) 7"-i0iit *i+%t 0" $''i"d in 'r$ctic".....................9

2.2 Di#cu## t%" t'"# o) 7"-i0iit 1%ic% *$ 0" d"("o'"d 0 $n or+$ni#$tion

........................................................................................................................... !

2., A##"## t%" u#" o) 7"-i0" 1or8in+ 'r$ctic"# )ro* 0ot% t%" "*'o"" $nd t%"

"*'o"r '"r#'"cti(".........................................................................................!2

2.5 Di#cu## t%" i*'$ct t%$t c%$n+"# in t%" $0our *$r8"t %$(" %$d on 7"-i0"

1or8in+ 'r$ctic"#............................................................................................... !,

O, Und"r#t$nd t%" i*'$ct o) ";u$ o''ortuniti"# 1it%in t%" 1or8'$c"................!<

,.! E-'$in t%" )or*# o) di#cri*in$tion t%$t c$n t$8" '$c" in t%" 1or8'$c". . .!<

,.2 Di#cu## t%" 'r$ctic$ i*'ic$tion# o) ";u$ o''ortuniti"# "+i#$tion )or $nor+$ni#$tion....................................................................................................... !6

,., Co*'$r" t%" $''ro$c%"# to *$n$+in+ ";u$ o''ortuniti"# $nd *$n$+in+

di("r#it.............................................................................................................!9

O5 Und"r#t$nd $''ro$c%"# to %u*$n r"#ourc"# 'r$ctic"# in or+$ni#$tion#...........2

5.! co*'$r" di&"r"nt *"t%od# o) '"r)or*$nc" *$n$+"*"nt...........................2

5.2 A##"## t%" $''ro$c%"# to t%" 'r$ctic" o) *$n$+in+ "*'o"" 1")$r" in $

#""ct"d or+$ni#$tion.........................................................................................2,

5., Di#cu## t%" i*'ic$tion# o) %"$t% $nd #$)"t "+i#$tion on %u*$n r"#ourc"#

'r$ctic"#............................................................................................................2

5.5 E($u$t" t%" i*'$ct o) on" to'ic$ i##u" on %u*$n r"#ourc"# 'r$ctic"#.... .2>

R")"r"nc"#................................................................................................................,!

!

8/20/2019 unit 22 HRM 15.48pm.docx

2/32


Introduction

History of city link

CITY-LINK originally founded in 1979 by a visionary entrepreneur, David Tan, as !o"e

a long #ay sin!e its first "odest t#o-offi!e operation$ Today te !o"pany as "ore tan

11% e&press and drop-in !enters in strategi! lo!ations !ountry#ide still gro#ing and

e&panding$ 'it t#o subsidiary !o"panies, CITY-LINK (ir Cargo and CITY-LINK

Logisti!s, CITY-LINK is a fully integrated !ourier servi!e provider offering do"esti!s and

international !usto"ers total logisti!s solutions$

CITY-LINK as offi!es in )ingapore, Cina, *ong Kong, Tai#an, Tailand and +ietna"$

)trategi! allian!es ave also been establised in oint ventures #it Indonesia,ilippines, India, a.istan, /yan"ar, )out Korea, 0apan, runei, (ustralia, and te

2nited )tates of ("eri!a$ Te reason CITY-LINK is able to gro# to su! e&tent is

be!ause #e .no# te lo!al !ulture, te !onditions and te terrain better tan any oter

!ourier servi!e$

2

8/20/2019 unit 22 HRM 15.48pm.docx

3/32


3ur un!o"pro"ising stan!e in adering to our !orporate "ission as inevitably led us

to invest eavily on te latest te!nologi!al advan!e"ents$ Innovation and !onstant

i"prove"ent in Infor"ation Te!nology as added "ore value and benefits to our

!usto"ers$ CITY-LINK #eb based roof of Delivery 43D5 of our !onsign"ent note asenabled all do"esti! and international !usto"ers to .eep tra!. of teir !onsign"ent

status$ ( tea"of 6uality Control Tra!.ers "onitors sip"ents to ensure standards and

perfor"an!e targets are "et$

LO1 Understand the diferent perspectives o human resource

management

1.1 Explain Guest’s model o !"

a5 Explain the term !"

*u"an esour!e /anage"ent 4*/5 is te ter" used to des!ribe for"al syste"s

devised for te "anage"ent of people #itin an organi8ation$ Te responsibilities of a

u"an resour!e "anager fall into tree "aor areas staffing, e"ployee !o"pensation

and benefits, and defining:designing #or.$ 4Cordova, 19;

8/20/2019 unit 22 HRM 15.48pm.docx

4/32


*ard */ is !on!erned #it te utilitarian instru"entalist approa!$ It as laid it?s

e"pasi8e on te @uantitative !al!ulative and business strategi! approa! for te

"anage"ent of te ead !ount resour!e in a rational #ay$ It deals #it te strategi!

poli!ies of te organi8ation and is !losely lin.ed #it te strategi! obe!tives of te

organi8ation li.e City Lin.$

Explain the 6 areas of Guest’s model

=uest "odel of */ follo#ed at City Lin. ave si& "aor para"eters #i! are given

as belo#

HRM strategy */ strategy adopted at City Lin. is to "a.e iger e"ployee

engage"ent as tis #ould ensure te organi8ational su!!ess$ City Lin. ave fo!us on

enan!ing e"ployee engage"ent as organi8ation understands tat an engaged

e"ployee !an perfor" "u! better in !o"parison to oter e"ployees$

HRM practice */ pra!ti!e adopted at City Lin. in!ludes re!ruit"ent > sele!tion,

perfor"an!e and develop"ent$ (i" of re!ruit"ent >>sele!tion pro!esses adopted at

City Lin. is to attra!t suitable ne# e"ployees #ile perfor"an!e enables teir

e"ployee to #or. in a!!ordan!e #it te e"ployee abilities and get desired results

4/ayo, A%%B5$ Lin. sould be su! tat !areer develop"ent !an be done for te

e"ployees$

HRM outcomes Troug */ pra!ti!es tere are t#o vital results #i! ave been

obtained by City Lin. and tese are !o""it"ent and @uality$ Co""it"ent and @uality

bot are resultant of teir */ strategy of iger e"ployee engage"ent$

Behaiour outcomes Tere are four beavioural out!o"es obtained by City Lin. by

deploying best * pra!ti!es and tese beavioural out!o"es in!lude "otivation a"ong

e"ployees, !ooperation, e"ployee engage"ent and organi8ational !iti8ensip$

!erformance outcomes Troug */ pra!ti!es and */ strategy adopted by City

Lin. organi8ation is su!!essful in obtaining .ey perfor"an!e out!o"es su! as iger

produ!tivity, @uality and innovation$ 4=uest, 19;75

5

8/20/2019 unit 22 HRM 15.48pm.docx

5/32


"inancial outcomes inan!ial out!o"es #i! ave been gained by City Lin. troug

its a!tive */ poli!ies in!lude iger return on invest"ent "ade and iger profits$

1.# Compares the diferences $et%een &tore'’s de(nitions o !")personnel and I! practices

a5 )torey defines */ as a strategi! and !oerent approa! to te "anage"ent of an

organisations "ost valued assets-te people #or.ing tere #o individually and

!olle!tively !ontribute to te a!ieve"ent of its obe!tives$ )torey also distinguised

bet#een ard and soft for"s of */E FH#R$ HRM It e"pasises te need to "anage

people in #ays tat #ill obtain added value fro" te" and tus a!ieve !o"petitive

advantage$ Tus it !on!entrates on @uantitative, "easurable !riteria, !ontrol and

perfor"an!e "anage"ent$ %&"' HRM Te soft "odel of */ is based upon u"an

relations s!ool and is identified by )torey as involving treating e"ployees as valued

assets, a sour!e of !o"petitive advantage troug teir !o""it"ent, adaptability and

ig @uality$ Te need to gain !o""it"ent of e"ployees, te interests of "anage"ent

and e"ployees sould !oin!ide, integration and tea" #or.$G )our!e 'ebsite, 0on

)torey, *u"an esour!e /anage"ent$ 4o#ler, 19;75

)torey sees ersonnel "anage"ent as "anage"ent of te #or.for!e or e"ployees to

!o"ply #it rules as re@uired by te o#ners of business$ It?s "ostly !on!erned #it

re!ruit"ent, pay roll and e"ploy"ent la#s$ *e terefore sees / Fas being

bureau!rati!, based on rules and pro!edures and seen as a separate fun!tion fro"

general "anage"ent$G )torey !a"e up #it A7 .ey points to differentiate bet#een

/:I and */$ )o"e of tese ave been seen in te table belo#$

b5

$imensions !ersonnel and (R HRM

eliefs and assu"ptions

Contra!t Careful delineation of (i" to go beyond

8/20/2019 unit 22 HRM 15.48pm.docx

6/32


#ritten !ontra!ts !ontra!t

ules I"portan!e of devising

!lear rules:"utually

HCan-doH outloo.E

I"patien!e #it HruleH

=uide to "anage"ent

a!tion

ro!edures usiness-needH

eaviour referent Nor"s:!usto" and

pra!ti!e

+alues:"ission

/anagerial tas. vis-a-vis

labour

/onitoring Nurturing

Nature of relations luralist 2nitarist

Confli!t Institutionali8ed De-e"pasi8ed

)trategi! aspe!ts

Key relations Labour "anage"ent Custo"er

Initiatives ie!e"eal Integrated

Corporate plan /arginal Central

)peed of de!ision )lo# ast

Line "anage"ent

/anage"ent role Transa!tional Transfor"ational

leadersip

Key "anagers ersonnel: I

spe!ialists

=eneral:business:line

"anagers

Co""uni!ation Indire!t Dire!t

)tandardi8ation *ig 4e$g$ HparityH an

issue5

Lo# 4e$g$ HparityH not seen

as relevant5

ri8ed "anage"ent

s.ills

Negotiation a!ilitation

8/20/2019 unit 22 HRM 15.48pm.docx

7/32


Key levers

)ele!tion )eparate, "arginal tas. Integrated, .ey tas.

ay 0ob evaluation 4fi&ed

grades5

erfor"an!e-related

)our!e ###$#atisu"anresour!e$!o" rofessor 0on )torey /odel of */

ro" te above, #e !an see tat te strategi! aspe!ts of )torey?s "odel so#s */

!entral to !orporate planning in te organisation, te tird !o"ponent, line

"anage"ent, gives */ spe!ialists a? transfor"ational leadersip? role in teorganisation$ Tese are aspe!ts tat personnel "anage"ent and I do not a!ieve

#itin an organisation$

(s #e refle!t at */ pra!ti!es at City Lin., #e !an te "odel of )torey i"ple"ented as

tey ave !o"e to re!ognise te .ey psy!ologi!al needs of u"an beings and

terefore strategi!ally engaged teir e"ployees in "eeting tese needs fro" non-

finan!ial re#ards as tey provide opportunities for e"ployees pro"otion, for te" to be

involved in de!ision "a.ing, !ontribute to a tea" and to do a variety of tas.s tat all!ontribute to City Lin. a!ieving its obe!tives and also #it te learning and

develop"ent in City Lin. */, te e"ployees are nurtured to bring out te best in te"

and not "onitored as in /$ 4Cordova, 19;

8/20/2019 unit 22 HRM 15.48pm.docx

8/32


b5 Tere are nu"erous i"pli!ations for bot e"ployees and line "anagers at *arrods

#en developing strategi! */ approa!es$ Line "anagers ave to integrate su!

approa!es #it overall organisational !ulture, leadersip style, business poli!ies and

goals espe!ially in ter"s of produ!tion$ Tus, */ aspe!ts su! as ierar!y in senior

"anage"ent and !anging te leadersip style and rotation of obs and depart"ent !an

present various i"pli!ations sin!e line "anagers ave to avoid devising approa!es

tat #ill !onfli!t #it business operations tereby negatively affe!ting te values and

brands *arrods is .no#n for$ or te e"ployees, te i"pli!ation range fro" ob se!urity,

flu!tuation of re"uneration and bonuses #i! #ill no# be based on perfor"an!e and

!ontribution to te su!!ess of te tea" and not on position eld, and ter"s of possible

dis"issal #en not leaving te brands$ 4eer, 19;J5

*/ pro!ess basi!ally "eans a syste" of re!ruiting, training and i"proving te u"an

resour!es of te organi8ation$ )uitable and s.illed e"ployees are being re!ruited by

2nilever so tat !an sustain #it te !anging environ"ental situation, and also to raise

teir !ultural value$* line "anagers are "ainly ta.e responsibilities to apply *

re@uire"ents to deal #it te present !orporate environ"ent$ *ere are so"e

approa!es #i! !an be very elpful for City Lin.-

$esire +reating(t first te line "anagers need to feel te desire and ne!essity of *

responsibilities and a!tivities$ * depart"ent !an elp te" to !reate desire of

i"ple"enting * approa!es in teir fir"s "ore effi!iently and virtually$

%upport proiding line "anagers need support fro" te * professionals to

i"ple"ent * a!tivities su!!essfully$

+ompetency $eelop to develop * !o"peten!ies and s.ills training fa!ilities need to

be i"proved tat !an also elp te" to perfor" effe!tive * a!tivities$

HR responsibilityor a !lear understanding about te i"portan!e of * a!tivities

strong !on!ept, poli!ies, rules, syste"s and responsibilities of * is needed for te line

"anagers$ 4(t.inson, 19;75

>

8/20/2019 unit 22 HRM 15.48pm.docx

9/32


+apacity $eelopment )ort ter" operational duties of line "anagers dis!ourage

te" fro" teir * responsibility$ Teir operational duties need to in!rease to in!rease

teir su!!essful !apa!ity in * a!tivity$

LO# Understand %a's o developing ,exi$ilit' %ithin the %or-place

#.1 Explain ho% a model o ,exi$ilit' might $e applied in practice

hat is flexible ,orking*

le&ible #or.ing is a #ay of #or.ing tat suits an e"ployeeHs needs, e$g$

aving fle&ible start and finis ti"es, or #or.ing fro" o"e$ le&ible #or.ing rules are

different in Nortern Ireland$ (ll e"ployees ave te legal rigt to re@uest fle&ible

#or.ing - not ust parents and !areers$ 4*a.i", 19;95

)our!e###$googlei"ages$!o"

*andy defines te shamrock organisation as a !ore of essential e&e!utives and

#or.ers supported by outside !ontra!tors and part-ti"e elpH$ Tis stru!ture per"its te

buying-in of servi!es as needed, #it !onse@uent redu!tions in overead !osts$

9

8/20/2019 unit 22 HRM 15.48pm.docx

10/32


Te first leaf of te sa"ro!. is te professional !ore$ It !onsists of professionals,

te!ni!ians and "anagers #ose s.ills define te organisation?s !ore !o"peten!e$ Tis

!ore group defines #at te !o"pany does and #at business it is in$ Tey are

essential to te !ontinuity and gro#t of te organisation$

Te next leaf is "ade up of self-e"ployed professionals or te!ni!ians or s"aller

spe!ialised organisations #o are ired on !ontra!t, on a proe!t-by-proe!t basis$ Tey

are paid in fees for results rater tan in salary for ti"e$ Tey fre@uently tele!o""ute$

No benefits are paid by te !ore organisation, and te #or.er !arries te ris. of

inse!urity$ 4o#ler, 19;75

Te third leaf !o"prises te !ontingent #or. for!e, #ose e"ploy"ent derives fro"

te e&ternal de"and for te organisationHs produ!ts$ Tere is no !areer tra!. for tese

people and tey perfor" routine obs$ Tey are usually te"porary and part-ti"e #or.ers

#o #ill e&perien!e sort periods of e"ploy"ent and long periods of une"ploy"ent$

Tey are paid by te our or day or #ee. for te ti"e tey #or.$

#tkinson’s model

(t.inson reinfor!es an opti"ist vie# to fle&ibility, e argues tat e!ono"i! re!ession

and te!nologi!al !anges ave en!ouraged e"ployers to "a.e teir fir" "ore fle&ible

tereby in!reasing produ!tivity 4ose A%%;5$ (t.insonHs fle&ible fir" "odel provides a

fra"e#or. based on brea.ing internal ierar!i!al labour "ar.ets by !reating a -core-

and a -periphery #or.for!eE and te autor furter argues tat te fle&ible fir" as a

variety of #ays of "eeting te need of u"an resour!es 4Torrington et al A%%;5$

#.# iscuss the t'pes o ,exi$ilit' %hich ma' $e developed $' an

organisation

"lexible orking

!

8/20/2019 unit 22 HRM 15.48pm.docx

11/32


le&ible #or.ing refers to any #or.ing s!edule #i! is outside te traditional #or.ing

patterns$ Instead of being repetitive and fi&ed, te #or.ing s!edule !an !ange and be

varied in a!!ordan!e to te e"ployee and te type of ob$ 4o#ler, 19;75

In sort, te ter" fle&ible #or.ing is used to des!ribe a #ide range of #or.ing ours in

City Lin. #i! differ fro" te traditional 9 to B full ti"e ob #it a per"anent !ontra!t

#i! one as to sign$

Te follo#ing are te different for"s of fle&ibility tat one "igt fa!e in a #or. pla!e li.e

City Lin.-

Nu"eri!al

un!tional

Te"poral

Lo!ational

inan!ial

.umerical "lexibility

Nu"eri!al le&ibility is #ere an organisation as te po#er to !ange te si8e of teir

#or.for!e as te level of #or. re@uire"ent or labour re@uire"ent !anges$

"unctional "lexibility

un!tional fle&ibility is #ere an organisation ave te ability to s#it! teir e"ployees

fro" ob to ob as te re@uire"ents !ange$ or e&a"pleE in super"ar.ets a supervisor

"igt rearrange te sto!.ing on te self as #ell as supervise$ 4eer, 19;J5

'emporal "lexibility

Te"poral fle&ibility is #ere an organisation as te ability to alter te #or.ing ours of

e"ployees for e&a"pleE !anging te #or.ing ours of so"e e"ployees due to over

load of #or.$

!!

http://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.html

8/20/2019 unit 22 HRM 15.48pm.docx

12/32


/ocational flexibility

Lo!ational fle&ibility is #ere an organisation as te ability to alter te pla!e #ere an

e"ployee #or.s$ or e&a"pleE a business !an as. an e"ployer to #or. fro" o"e at a

!ertain point$

"inancial "lexibility

inan!ial le&ibility is #ere organisations !an "a.e !anges to teir #ages$ or

e&a"pleE full ti"e #or.ers "igt get better re#ards tan tose #or.ing as part ti"e$

#.* +ssess the use o ,exi$le %or-ing practices rom $oth the

emplo'ee and the emplo'er perspective

M"ployers usually apply fle&ible #or.ing pra!ti!es for various benefits and purposes for

te e"ployees and e"ployers$ I a" of te vie# tat fle&ible #or.ing pra!ti!es are in line

#it e@uality and diversity legislation and u"an rigts a!ts to ensure fair #or.ing

pra!ti!es tat #ill a!!o""odate te needs of individuals and still enable organisations

li.e City Lin.$ 4*er8berg, $, /ausner, $, >)ynder"an, $, 19B95$

!art0time ,orking

art ti"e #or.ing "eans tat type of #or. #ere e"ployee #or.s standard ti"e or less

tan full ti"e our$

"lexitime

'en e"ployees #or. in a free ti"e of starting, finising and ta.e brea. in order to

e"ployer$

%taggered hours )taggered our !an be defined tat e"ployee as different starting,

finising and brea.ing ti"e allo#ing organisation to open longer ours$

+ompressed ,orking hours

!2

http://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.htmlhttp://nabilamehmood22.blogspot.in/2013/03/flexible-working.html

8/20/2019 unit 22 HRM 15.48pm.docx

13/32


Co"pressed our "eans tat an e"ployee #or. J% ours in a #ee. but e #ants to

#or. sa"e our #itin B days$

1ob sharing

(n e"ployee #o #or. as a full ti"e #or.er but e #ants to split bet#een anoter

e"ployee #o agree to #or. #it i"$

%hift s,apping

'en e"ployee "anages teir sift a"ong te"selves by !overing all re@uire"ents of

organisation$

'ime off in lieu

)o"eti"e e"ployee #or. "ore our #en organisation get pea. a!tivity but #en

organisation get less busy ti"e tat ti"e e"ployee go for ti"e off in lieu$

'erm0time ,orking

It !an be des!ribed tat nor"ally in ter" ti"e e"ployee #or. in is organisation li.e

A%our per #ee. but #en is or er s!ool, !ollege or university go to oliday in tat

ti"e e"ployee #or. li.e ter" ti"e$ 4*a.i", 19;9!5

#nnual hours

(nnual our "eans e"ployee !al!ulates is or er ours annually and te e"ployer

de!orate sift but e"ployer .eep so"e ours in teir and$ 'en organisation get pea.

ti"e, ten tey !all te" for #or.$

2ero hours contracts

(n e"ployee #or. tat our #i! is need tat is !alled 8ero our 4usiness lin.,

A%1%5$

!,

8/20/2019 unit 22 HRM 15.48pm.docx

14/32


#./ iscuss the impact that changes in the la$our mar-et have had

on ,exi$le %or-ing practices

Mobility of labour

Labor "obility refers to te ease #it #i! laborers are able to "ove around #itin

an e!ono"y and bet#een different e!ono"ies$ It is an i"portant fa!tor in te study of

e!ono"i!s be!ause it loo.s at o# labor, one of te "aor fa!tors of produ!tion, affe!ts

gro#t and produ!tion$

Tere are t#o pri"ary types of labor "obility geograpi! and o!!upational$ =eograpi!

"obility refers to a #or.erHs ability to #or. in a parti!ular pysi!al lo!ation, #ile

o!!upational "obility refers to a #or.erHs ability to !ange ob types 4)tory,

D$0$ and 0onson, )$, 19;75

or e&a"ple, a #or.er "oving fro" te 2nited )tates to ran!e involves te !on!ept of

geograpi! "obility$ (n auto"obile "e!ani! #o !anges obs to be!o"e an airline

pilot involves te !on!ept of o!!upational "obility$

!ay bargaining

argaining is te pro!ess of tal.ing to e"ployers and "a.ing agree"ents #it

e"ployers #en #or.ers are unappy #it pay or #or.ing !onditions$

%kills and training

)taff training and develop"ent a!tivities are i"portant in all businesses$ In addition to

i"proving your e"ployeesH s.ills spe!ifi! to your business, it is i"portant for you and

your e"ployees to be up-to-date in ad"in and "anage"ent areas in!luding finan!e,

sales, "ar.eting, ad"inistration and staff "anage"ent$ 4*a!."an > 3lda", 19;%5$

Education and 3ualification

!5

http://www.investopedia.com/terms/e/economy.asphttp://www.investopedia.com/terms/f/factors-production.asphttp://www.investopedia.com/terms/e/economy.asphttp://www.investopedia.com/terms/f/factors-production.asp

8/20/2019 unit 22 HRM 15.48pm.docx

15/32


It is obvious tat tere ave been !anges in te global "ar.et and tese !anges

a!ross te labour "ar.et ave affe!ted fle&ible #or.ing pra!ti!es at City Lin. in various

aspe!ts$ Te !anges are as a result of fa!tors li.e rapid evolving te!nology, in!rease

in undergraduate and post graduates re!ruit"ent, de"ograpi! !ange:"igration, et!$

orking condition aailable to employee

or instan!e at City Lin., it is !urrently e&ibiting a trend tat supports a!@uisition of

best "ultiple talents in !ontrast to prior spe!iali8ation trends$ or instan!e, te

i"ple"entation of fle&ibility pra!ti!es tat deter"ine #ere and #en personnel #or. is

be!o"ing in!reasingly affordable and easier for bot e"ployees and City Lin. as City

Lin. spends less on staff and still te" to !o"plete @uality obs as in teir !ontra!t tat

!ontributes to City Lin. still re"aining te top retail in te #orld$ 4*a!."an > 3lda",

19;%5$

LO* Understand the impact o e0ual opportunities %ithin the

%or-place

*.1 Explain the orms o discrimination that can ta-e place in the

%or-place

$iscrimination No#-a-days dis!ri"ination is te !o""on "atter troug te #orld$

Dis!ri"ination "eans to give te favour one people less tan oter people by etni!,

religion, se& and so on$ City Lin. sould o"it te dis!ri"ination troug teir e"ployee,

by #i! tey !an be trusted by teir e"ployee$ 4*a.i", 19;9!5

/any for"s of dis!ri"ination !an appen in #or.pla!e environ"ents and situations and

as su! City Lin. is not i""une fro" su! dis!ri"ination$

Gender discrimination !an ta.e pla!e in a #or.pla!e, #ere !ertain rules i"posed on

"ale or fe"ale e"ployees against teir #is tat #or.s in te interest of te

organi8ation li.e City Lin.$

!

8/20/2019 unit 22 HRM 15.48pm.docx

16/32


(noter for" of dis!ri"ination tat !an o!!ur at City Lin. is age discriminationE tis is

"ostly possible in vie# of te global labour "ar.et !ange #it "ore young

undergraduate and post-graduate people being re!ruited in City Lin. @uest to e"ploy

te best talents and energeti! individuals to elp te organisation re"ain te best

depart"ent store in te #orld$

Te ter" FethnicityG refers to etni! traits, ba!.grounds, allegian!es or asso!iations$

2sually, etni!ity refers to a !ertain group of people tat ave ra!ial, linguisti!, religious

and oter traits in !o""on$ 2nfortunately, so"e people ave negative feelings about

"e"bers of !ertain etni! groups based on stereotypes, preudi!es or negative

intera!tions tey "ay ave ad #it "e"bers of tat etni! group 4o#ler, 19;75$ If a

person dis!ri"inates against a "e"ber of a parti!ular etni!ity in te #or.pla!e, tat

person is violating state and federal la#$

Racial or ethnic discrimination in te #or.pla!e !an rear its ugly ead in a variety of

for"s, so"e of #i! !an be overt or obvious$ ut ra!ial dis!ri"ination !an often be

subtle and "ore diffi!ult to dete!t, su! as an e"ployerHs failure to ire or pro"ote an

individual on a!!ount of teir ra!e$ 'i!ever for" it ta.es, o#ever, ra!ial

dis!ri"ination in te #or.pla!e is stri!tly proibited by a nu"ber of federal and statela#s$

Religious $iscrimination

eligious dis!ri"ination involves treating a person 4an appli!ant or e"ployee5

unfavorably be!ause of is or er religious beliefs$ Te la# prote!ts not only people

#o belong to traditional, organi8ed religions, su! as uddis", Cristianity, *induis",

Isla", and 0udais", but also oters #o ave sin!erely eld religious, eti!al or "oral

beliefs$ 4o#ler, 19;75

eligious dis!ri"ination !an also involve treating so"eone differently be!ause tat

person is "arried to 4or asso!iated #it5 an individual of a parti!ular religion or be!ause

of is or er !onne!tion #it a religious organi8ation or group$

!

8/20/2019 unit 22 HRM 15.48pm.docx

17/32


$isability$iscrimination

Dis!ri"ination against people #it disabilities in favor of people #o are not is

!alled ableis" or di#$0i#*. Di#$0iit dis!ri"ination, #i! treats non-disabled

individuals as te standard of nor"al living?, results in publi! and private pla!es and

servi!es, edu!ation, and so!ial #or. tat are built to serve HstandardH people, tereby

e&!luding tose #it various disabilities$ )tudies ave so#n, e"ploy"ent is needed to

not only provide a living but to sustain "ental ealt and #ell-being$ 'or. fulfils a

nu"ber of basi! needs for an individual su! as !olle!tive purpose, so!ial !onta!t,

status, and a!tivity$ ( person #it a disability is often found to be so!ially isolated and

#or. is one #ay to redu!e isolation$ 4loisi, A%%75

E3uality and diersity act 455

Duties under te M@uality (!t A%1%

'en #e?re "a.ing de!isions, te M@uality (!t A%1% gives us a duty to ta.e into

a!!ount te need to

Mli"inate dis!ri"ination, arass"ent and vi!ti"isation

(dvan!e e@uality of opportunity

oster good relations bet#een different parts of te !o""unity

Tis !overs, age, disability, gender reassign"ent, "arital or !ivil partnersip status,

pregnan!y and "oterood, ra!e 4in!luding etni! or national origin, !olour and

nationality5, religion or belief 4in!luding la!. of belief5, se& and se&ual orientation$ 4loisi,

A%%75

*.# iscuss the practical implications o e0ual opportunities

legislation or an organisation

rior to te 197%s, typi!al personnel pra!titioners #ould ave readily understood #at

#as re@uired of te" in ter"s of te la# and e@uality of opportunity in te #or.pla!e$

!6

https://en.wikipedia.org/wiki/Ableismhttps://en.wikipedia.org/wiki/Disabilityhttp://www.legislation.gov.uk/ukpga/2010/15/contentshttps://en.wikipedia.org/wiki/Ableismhttps://en.wikipedia.org/wiki/Disabilityhttp://www.legislation.gov.uk/ukpga/2010/15/contents

8/20/2019 unit 22 HRM 15.48pm.docx

18/32


Te legislative fra"e#or. #as very si"ple and tere are several .ey pie!es of

legislation relating to e@ual opportunities$

(!t (reas !overed

)e& Dis!ri"ination (!t 197B )e& and "arital status 4te latter referring

spe!ifi!ally to persons #o are "arried5

)e& Dis!ri"ination 4=ender

eassign"ent5 egulation 1999

ersons #o intend to underta.e a se&

!ange, are !urrently in te pro!ess of

doing so or ave !o"pleted treat"ent

a!e elations (!t 197< a!e, !olour, nationality or etni! origins

a!e elations 4("end"ent5 (!t

A%%%

Te duty of publi! autorities to ta.e

positive a!tion to pro"ote good ra!e

relations

Disability Dis!ri"ination (!t 199B Disabled persons

Disability Dis!ri"ination

(!t4("end"ent5 egulations A%%

e"oval of te e&e"ption for e"ployee of

fe#er tan 1B peopleE sift in te burden of

proof

M"ploy"ent M@uality 4)e&ual

3rientation5 egulations A%%

eligion or si"ilar belief

M@ual ay (!t 197% /ale and fe"ale pay for li.e #or., rated as

e@uivalent, and #or. of e@ual value

eabilitation of 3ffenders (!t 197% ersons #it spent !onvi!tions

M"ploy"ent M@uality 4)e&ual

3rientation5

3rientation to#ard persons of te sa"e

se&, of te opposite se&, sift of bot te

sa"e se& and te opposite se&

*u"an igts (!t 199; roibition of for!ed labour and slaveryE

rigt to respe!t for private and fa"ily life

!>

8/20/2019 unit 22 HRM 15.48pm.docx

19/32


)our!e 4/argaret oot > Carline *oo. $

8/20/2019 unit 22 HRM 15.48pm.docx

20/32


It also needs to e"pasi8e tat e@ual opportunities is not ust so"eting to be pursued

by "anage"ent, but is te responsibility of all #or.ers to#ards ea! oter$

Bullying and harassment are pra!ti!es #i! are so"eti"es pursued by "anagers,

but "u! "ore fre@uently by #or.ers or groups of #or.ers against ea! oter$

4ose"ary $1

8/20/2019 unit 22 HRM 15.48pm.docx

21/32


LO/ Understand approaches to human resources practices in

organisations

/.1 compare diferent methods o perormance management

hatis performance management*

erfor"an!e "anage"ent is a pro!ess tat provides feedba!., a!!ountability, and

do!u"entation for perfor"an!e out!o"es$ It elps e"ployees to !annel teir talents

to#ard organi8ational goals$

erfor"an!e assess"ent !an be elpful for a fir" to i"prove teir staff?s perfor"an!e$

To evaluate te perfor"an!e tere are different te!ni@ues for assess"ent$ To evaluate

te @uality and @uantity of perfor"an!e tere are so"e te!ni@ues and tose are

#ssessment centers te perfor"an!e of"anagers is"easured by trainers #ile tey

oin assess"ent !enters$Different types of"aneuvers su! as s!enario of virtual #or.,

group "ission, te !o""uni@uOaptitude, profi!ien!y of planning, leadersip @uality,

!reativity, toleran!e level et!$ are assessed$ To evaluate te future i"prove"ent of

perfor"an!e tis te!ni@ue is veryuseful and effe!tive$ 4loisi, A%%75

765 degree feedback for great self-develop"ent, "ultiple evaluation and proper

response tis syste" is very elpful$In tis te!ni@ue tea" "e"ber, supervisors,

!usto"ers and one self-deter"ine te assess"ent$

MB& erfor"an!e grading based on te a!ieved stru!tural goal by perfor"an!e$ (

standard of perfor"an!e is set before and te a!tual perfor"an!e ten !o"pare #it

te standard perfor"an!e to establis ne# poli!ies and "odifi!ations$

sy!ologi!al assess"ent To "easure te potentialities of future perfor"an!e tis

syste" is used$ Different test li.e .no#ledge, e"otional, !onversation and oter

assess"ents of in-dept issues are pra!ti!ed for psy!ologi!al assess"ent$ To udge

te e"otional and "otivation po#er tis type of assess"ent is used$ 4Cordova, 19;

8/20/2019 unit 22 HRM 15.48pm.docx

22/32


( ersonal:rofessional Develop"ent lan is a plan of a!tion, referring spe!ifi!ally to

te personHs reasonable aspirations regarding personal develop"ent$ ( plan tat allo#s

one to set o#n goals and a "etod of a!ieving te"$

In an organisational perspe!tive tere #ill be a !onsiderable overlap bet#een te

organisational aspirations and te s.ill set develop"ent needed in order to a!ieve

te"$

D allo#s te individual to ta.e o,nership and feel responsible for teir o#n

develop"ent and gives te" an opportunity to feedba!. on te "etodology utilised by

te organisation to train te"$ (s individual learning style vary !onsiderably te one

stop training sop "ay not al#ays reap benefits and "ay #aste resour!es$ 'ile tere

"ay be !onsiderable input into tis plan by te 3rganisation troug te

appraiser:"anager:"entor, te plan is still o#ned by te individual #o is responsible

for its !o"pletion and de"onstrate tis at te ne&t appraisal$4Cordova, 19;

8/20/2019 unit 22 HRM 15.48pm.docx

23/32


( 8ey !erformance (ndicator 98!() is a "easurable value tat de"onstrates o#

effe!tively a !o"pany is a!ieving .ey business obe!tives$ 3rgani8ations use KIs to

evaluate teir su!!ess at rea!ing targets$

!rofit Tis goes #itout saying, but it is still i"portant to note, as tis is one of te

"ost i"portant perfor"an!e indi!ators out tere$ Don?t forget to analy8e bot gross

and net profit "argin to better understand o# su!!essful your organi8ation is at

generating a ig return$ 4(t.inson, and /eager, 19;

8/20/2019 unit 22 HRM 15.48pm.docx

24/32


Extramural facilities

3lda", 19;%5$ Tere are so"e "otives of organi8ation City Lin. #y tey provide

e"ployee #elfare and tose are te follo#ings

To attain "ore produ!tivity$

25

8/20/2019 unit 22 HRM 15.48pm.docx

25/32


In!reasing ob attra!tion for furter effe!tive re!ruit"ent$

roviding ealty environ"ent for #or.$

(!ieve stability in labor for!e and redu!e labor turnover$

or gaining positive e"ployee relation tat in!rease !o-operation$

)tand against te trade and labor unions$

( regular evaluation of e"ployee #elfare pra!ti!es i"portant to understand te !osts

and benefits$ =enerally te #elfare "anagers are responsible to evaluate tis .ind of

#elfare "anage"ent-

( rational and feasible !ost-benefit finan!ing syste" need to be establised$

Mvaluating #eter te a!tivities are elpful for te e"ployees or not$

Cafeteria approa! or !usto"i8ation of servi!es needs to be related #it te

eterogeneity of individual$

M"ployee #elfare is a ter" in!luding various servi!es, benefits and fa!ilities offered to

e"ployees by te e"ployers$ Te #elfare "easures need not be "onetary but in any

.ind:for"s$ Tis in!ludes ite"s su! as allo#an!es, ousing, transportation, "edi!al

insuran!e and food$ M"ployee #elfare also in!ludes "onitoring of #or.ing !onditions,

!reation of industrial ar"ony troug infrastru!ture for ealt, industrial relations and

insuran!e against disease, a!!ident and une"ploy"ent for te #or.ers and teir

fa"ilies$ Troug su! generous benefits te e"ployer "a.es life #ort living for

e"ployees$4'ood, D$ and )"it, , 19;95

Importance of Employee Welfare

(s a business, City Lin. ave to provide various benefits to ensure your e"ployeesH

#elfare$ 'ile tis "ay in!rease your business e&pense and negatively affe!t your

botto" line, loo.ing after your e"ployees #ill benefit you in oter #ays$

2

8/20/2019 unit 22 HRM 15.48pm.docx

26/32


+ompliance

(s an o#ner, you are re@uired by la# to provide !ertain benefits for te #elfare of your

e"ployees$ You "ay ave to "at! te )o!ial )e!urity ta&es your e"ployees pay andobtain a #or.erHs !o"pensation insuran!e poli!y$ If you ter"inate an e"ployee, you

"ay ave to funds to e&tend is ealt insuran!e$4)tory, D$0$ and 0onson, )$, 19;75

Hiring and Retention<

Te benefits an e"ployee re!eives fro" is e"ployer for is #elfare are often a

signifi!ant reason #y e de!ides to a!!ept a ob offer$ (s su!, providing e"ployee

benefits allo# you to !o"pete #it oter businesses to re!ruit and retain @ualify

e"ployees$ If oter e"ployers offer better benefits, good e"ployees "ay !oose to go

tere$

Employees Motiation

y providing a plan tatHs good for e"ployeesH #elfare, you so# te" tat you value

te"$ Tis !an elp "a.e te" feel #el!o"e and appy in your !o"pany, "otivating

te" to #or. arder$ If your ealt plan as #ellness !overage and preventative !are,

e"ployees are "ore li.ely to stay ealty, !utting do#n on absenteeis" and si!. days$4*a.i", 19;9!5

Employees= ell0Being

or !o"panies tat ave a large base of e"ployees #or.ing under stressful !onditions

or living a#ay fro" fa"ily, it is i"portant to loo. at fostering personal appiness and

professional gro#t$ Investing in e"ployees pays dividends in ter"s of iger

produ!tivity and greater loyalty

+ompany (mage<

roviding a good e"ployee #elfare plan refle!ts #ell on your business, building a good

!o"pany i"age$ It "ay even earn you so"e press !overage, giving you free publi!ity to

2

8/20/2019 unit 22 HRM 15.48pm.docx

27/32


i"prove a#areness a"ong potential !usto"ers$ Tis "ay boost your sales and

in!rease your profits$ 4loisi, A%%75

/.* iscuss the implications o health and saet' legislation onhuman resources practices

Te *ealt and )afety at 'or. et!$ (!t 197J 4also referred to as *)'(, te *)' (!t,

te 197J (!t or *()('(5 is te pri"ary pie!e of legislation !overing o!!upational

ealt and safety in =reat ritain$ Te *ealt and )afety M&e!utive, #it lo!al

autorities 4and oter enfor!ing autorities5 is responsible for enfor!ing te (!t and a

nu"ber of oter (!ts and )tatutory Instru"ents relevant to te #or.ing environ"ent$

$uties of employers

)e!tion A states tat It sall be te duty of every e"ployer to ensure, so far as

is reasonably pra!ti!able, te ealt, safety and #elfare at #or. of all

is:er e"ployees, and in parti!ular tat su! a duty e&tends to

rovision and "aintenan!e of plant and syste"s of #or. tat are, so far as is

reasonably pra!ti!able, safe and #itout ris.s to ealtE 4loisi, A%%75

(rrange"ents for ensuring, so far as is reasonably pra!ti!able, safety and absen!e of ris.s to ealt in !onne!tion #it te use, andling, storage and transport of arti!les and

substan!esE

rovision of su! infor"ation, instru!tion, training and supervision as is ne!essary to

ensure, so far as is reasonably pra!ti!able, te ealt and safety at #or. of is

e"ployeesE

)o far as is reasonably pra!ti!able as regards any pla!e of #or. under te e"ployer?s

!ontrol, te "aintenan!e of it in a !ondition tat is safe and #itout ris.s to ealt and

te provision and "aintenan!e of "eans of a!!ess to and egress fro" it tat are safe

and #itout su! ris.sE

26

https://en.wikipedia.org/wiki/Employeehttps://en.wikipedia.org/wiki/Maintenance,_repair_and_operationshttps://en.wikipedia.org/wiki/Safetyhttps://en.wikipedia.org/wiki/Riskhttps://en.wikipedia.org/wiki/Riskhttps://en.wikipedia.org/wiki/Healthhttps://en.wikipedia.org/wiki/Employeehttps://en.wikipedia.org/wiki/Maintenance,_repair_and_operationshttps://en.wikipedia.org/wiki/Safetyhttps://en.wikipedia.org/wiki/Riskhttps://en.wikipedia.org/wiki/Health

8/20/2019 unit 22 HRM 15.48pm.docx

28/32


rovision and "aintenan!e of a #or.ing environ"ent for is e"ployees tat is, so far as

is reasonably pra!ti!able, safe, #itout ris.s to ealt, and ade@uate as regards

fa!ilities and arrange"ents for teir #elfare at #or.$4Cordova, 19;

8/20/2019 unit 22 HRM 15.48pm.docx

29/32


( grievan!e is any dissatisfa!tion or feeling of inusti!e aving !onne!tion #it one?s

e"ploy"ent situation #i! is brougt to te attention of "anage"ent$ )pea.ing

broadly, a grievan!e is any dissatisfa!tion tat adversely affe!ts organi8ational relations

and produ!tivity$ To understand #at a grievan!e is, it is ne!essary to distinguis

bet#een dissatisfa!tion, !o"plaint, and grievan!e$ 4=uest, 19;75

Dissatisfa!tion is anyting tat disturbs an e"ployee, #eter or not te unrest is

e&pressed in #ords$

Co"plaint is a spo.en or #ritten dissatisfa!tion brougt to te attention of te

supervisor or te sop ste#ard$

=rievan!e is a !o"plaint tat as been for"ally presented to a "anage"ent

representative or to a union offi!ial$

$ismissal

Dis"issal is te involuntary ter"ination of an e"ployee$ It is !ollo@uially referred to as

being fired$ Dis"issal i"plies e"ployee fault, altoug tis is not al#ays te !ase$ In

"ost states, an e"ployee !an be fired for any reason or no reason at all, as long as

tey are not fired for a proibited reason$ Indeed, "ost dis"issals are a by-produ!t of

e!ono"i! !onditions or organi8ational failure beyond te individual

e"ployeeHs !ontrol 4i$e$, layoffs5$ 4=uest, 19;75

(nformal or formal methods of lodgement

=rievan!es !an be "anaged infor"ally or for"ally te steps for ea! of tese

"etods are outlined belo#$ M"ployee4s5 "ay no"inate te !ourse of a!tion tey #is

to underta.e, given te nature and s!ope of te grievan!e$ (n initial !oi!e of aninfor"al pro!ess does not pre!lude te e"ployee fro"

'itdra#ing te grievan!e

e@uesting tat, at any stage, for"al pro!esses be used$

29

https://www.boundless.com/management/definition/controlhttps://www.boundless.com/management/definition/control

8/20/2019 unit 22 HRM 15.48pm.docx

30/32


)orting out your proble" infor"ally

3ften te best #ay to sort out a proble" #it your e"ployer is to tal. to te" infor"ally$

You sould as. for a "eeting #it your i""ediate "anager to e&plain your !on!erns$

You "igt find it elpful to suggest to your e"ployer #at you #ould li.e te" to do to

resolve te proble"$ If you don?t feel you !an tal. to your i""ediate "anager, you !ould

spea. to so"eone else in te organisation in a position of autority$ 4*er8berg, $,

/ausner, $, >)ynder"an, $, 19B95$

'ere possible, you sould al#ays try and sort te proble" out infor"ally first before

ta.ing any furter a!tion$

*o# to raise a for"al grievan!e

Te Code of ra!ti!e sets out standards of fairness and reasonable beaviour tat

e"ployers and e"ployees are e&pe!ted to follo# in "ost situations #en dealing #it a

dispute$

You donHt ave to follo# te Code of ra!ti!e$ *o#ever, an e"ploy"ent tribunal !an

ta.e a!!ount of #eter or not it #as reasonable for you to follo# te Code #en tey

de!ide o# "u! !o"pensation you sould get, if any$

Your e"ployer sould also ave a for"al pro!edure for raising a grievan!e$ You sould

try to follo# tis, #ere possible$ You sould be able to find details of your e"ployerHs

grievan!e pro!edure in your Co"pany *andboo., * or ersonnel "anual, on your *

intranet site or in your !ontra!t of e"ploy"ent$4/ausner, $, > )ynder"an, $, 19B95$

If you do end up "a.ing a !lai" to an e"ploy"ent tribunal, tere is a stri!t ti"e li"it

#itin #i! youHll need to "a.e your !lai"$ Tis is usually tree "onts "inus one day

fro" te date tat te ting you are !o"plaining about last appened$

Te ti"e li"it still applies even if youHre ta.ing out a grievan!e$ Tis "eans you need to

"a.e sure tat you donHt run out of ti"e #ile going troug te grievan!e pro!edure$

,

https://www.citizensadvice.org.uk/work/problems-at-work/dealing-with-grievances-at-work/#making_an_employment_tribunal_claimhttps://www.citizensadvice.org.uk/work/problems-at-work/dealing-with-grievances-at-work/#making_an_employment_tribunal_claim

8/20/2019 unit 22 HRM 15.48pm.docx

31/32


If you ta.e out a grievan!e, itHs al#ays a good idea to .eep a note of e&a!tly #at

appens and #en$

Te steps des!ribed on te follo#ing pages are based on te guidelines in te (!as

Code of ra!ti!e$

'rite to your e"ployer

/eet #it your e"ployer

(ppeal to your e"ployer

3utline of te grievan!e pro!ess

/ediation

/a.ing an e"ploy"ent tribunal !lai"

!eerences

(lderfer, C$$ 4197A5$ Existence, relatedness, and growth: Human needs in

organizational settings. Ne# Yor. ree ress

(t.inson, 0$ 419;75 'or.ing Conditions in )"all and /ediu" )i8e Mnterprises, report to

te Muropean oundation for te I"prove"ent of Living and 'or.ing Conditions,

rigton 2niversity of )usse& Institute of /anpo#er )tudies$

(t.inson, 0$ and /eager, N$ 419;

8/20/2019 unit 22 HRM 15.48pm.docx

32/32


loisi, '$ 4A%%75 an Introdu!tion to *u"an esour!e /anage"ent, /aidenead,

/!=ra#-*ill Mdu!ation

Cordova, M$ 419;

)ons

)tory, D$0$ and 0onson, )$ 419;75 (re )"all ir"s te (ns#er to

2ne"ploy"entQ London M"ploy"ent Institute$

'ood, D$ and )"it, $ 419;95 M"ployersH Labor 2se )trategies irst eport on te

19;7 )urvey, esear! aper No$

unit 22 HRM 15.48pm.docx

Documents

Transcript of unit 22 HRM 15.48pm.docx