Task 1

1.1 Explain Guests model of hard-soft, loose-light dimensions of

HRM
Human resource management is defined as a strategic and coherent
approach to the management of an organizations most valued assets the
people working there who individually and collectively contribute to the
achievement of its objective. (Michael Armstrong !!"#
As $uest %&&& comments' the drive to adopt H(M is ) based on the
business case of a need to respond to an e*ternal threat from increasing
competition. +t is a philosophy that appeals to managements who are
striving to increase competitive advantages and appreciate that to do this
they must invest in human resource as well as new technology.
,he soft version of H(M traces its roots to the human - relations school.
it emphasizes communication' motivation and leadership. +n the words of
$uest %&&&' as means rather than objects' but it does not go as far as
following /ants (!!01%"2%3# advice4 ,hreat people as ends unto
themselves rather than as means to an end. ,he soft approach to H(M
stresses the need to gain the commitment - the 5heart and minds - of
employees through involvement' communications and other methods of
developing a high 6 commitment' high - trust organization. Attention is
also drawn to the key role of organization culture.
,he hard model of H(M as a process emphasizing 5the close integration of
human resource policies with business strategy which regards employees
as resources to be managed in the same rational way as any other
resource being e*ploited for ma*imum return. +n contrast' the soft
version of H(M sees employees as 5valued assets and as a source of
competitive advantages through their commitment' adaptability and high
level of skills and performance. (Michael Armstrong 7.%06%8. !!2#
1.2 Revie the differen!es "eteen store# definitions of HRM
and personnel and $R pra!ti!es
9torey (%&&# has established a theoretical model based on his
perception of how organizations have evolved from predominant
personnel and +( practices to H(M practices as he called it 5a model of the
shift to human resource management. His model is based on ideal types
and thus there are no organizations' which conform the picture in reality.
9torey also underlines twenty6seven points of difference between
7ersonnel and +( against H(M.
Beliefs and assumption:
Contract: Personnel management or IR contact by writing with delineation while HRM wish
to go beyond contract.
Rules: personnel management evaluate of discovering clear rules but HRM maintains can
do outloo impatience with rule.
Managerial tas vis!a!vis labour: Managerial tas vis!a!vis labour of PM or IR is monitoring
though HRM is nurturing.
"ature of relations: Relation of PM or IR is pluralist where HRM is unitary.
Conflict: PM conflict institutionalised and HRM conflict de!emphasised.
Strategic aspects:
#ey relation: PM mae their ey relation with labour management while HRM evaluate
customer.
Initiatives: $he initiative of PM is piecemeal but HRM is integrated.
Corporate plan: PM corporate their plan marginal to and HRM corporate their plan central to.
%peed of decision: PM taes their decision slowly but HRM can fast.
Line management:
Management role: Management role of PM is transactional where HRM is transformational
leadership.
#ey managers: PM or IR specialists mange all thing at PM but in HRM& line manager do
everything.
Communication: PM communicates with employee indirectly but HRM communicate directly.
%tandardisation: %tandardisation of PM is high while HRM is low.
Key levers:
%election: PM select their employee separately where HRM integrated.
Pay: PM pay their employee by 'ob evaluation though HRM pay by performance.
(ob categories: PM has different 'ob categories but amount of HRM is few.
(ob design: PM design their 'ob through division of labour but HRM divide by teamwor
)*loisi& +,,-..
1.3 Demonstrate that effective judgment has been
made to establish a contribution of strategic
!" in achieving the corporate objectives. #$3%
!ole of line manager
Introduction: $he role of the line manager is to achieve organisations goals. He maintains all
of things on behalf of an organisation. In the view of my case study& HR of *ritish /as has
already maintained the role of manager. If he did not maintain the role of HR manager then
organisation can not go to their goals.
$he role of HR manager: $here are some roles of HR manager by which they run an
organisation. It has given bellow:
Planning& resourcing and retention: 0 line manager need to now how many staffs are now
woring& which department is busier& which department they need some people. 1hen he
will indentify this things then he will plan how many staffs he will tae and how process he
will tae. 2or e3ample %ainsbury is very busy at %aturday and %unday. %o managers of
%ainsbury need more staff for these weeend day. 0nd he also need to find out how many
staff are good at for operating system. $hen he will tae decision for taing or recruiting
people. $his is the planning and resourcing role for line manager. Retention is also important
role for line manager. It can be define the retention lie some of staffs are recruiting for new
staff& but manager have to now to now are they happy for their time being.
Recruitment and selection: 1hen manger will confirm that they need people essentially& in
that time they need to find out appropriate people for their organisation& by which he can
achieve their organisation goals as well. It is most important role for a manager because if
he can not find out right people then he will be failed for achieving organisation goals. $o find
out right people he need to select more productive people who are very much enthusiastic&
good behave and first of all who can help organisation for achieving their goals.
$raining and development: $o tae right people for their organisation manager manage to
give training to mae appropriate for wor. *ecause new people do not now what is their
main responsibilities and operating system. %o manager need to now everybody about their
'ob. 0nd he also maes their as good employee for achieving their goals. *y training method
manager develop their new employee.
Reward remuneration: 4mployees depend on their organisation for surviving their live. %o
manager have to pay ade5uate and e5uitable. Manger also has to manage reward system
lie pensions& healthcare& other financially. *y rewarding employee get more satisfaction to
wor. If employees are happier on their organisation then they will wor more.
4mployee relations: 4mployees relation is another important role of manager. *ecause
manager have to maintain good relations lie good behave& easies with employee&
reasonable for all& to consider employee with their life )*loisi& +,,-..
2.1
Workplace flexibility encompasses a wide variety of practices and policies that have evolved in response
to the needs of both employers and employees. Employers need to maintain an effective and productive
workforce, while employees need improved work-life balance.
Workplace flexibility practices generally fall into three basic categories: Flexible Work rrangements,
which encompass variations in work schedules! "ime #ff, which includes arrangements for periods away
from work! and $areer Flexibility, which addresses career development at various career stages.
%nnovative workplace flexibility models are emerging as employers continue to experiment with options
that will address their particular work environments.