Management of Human Resource

Junior (College 3rd year) ・Literature ・MLA ・15 Sources

This essay seeks to give readers a thorough and in-depth overview of the different current issues of human resource management. The requirement for organizations to implement efficient human resource management procedures that will ensure that such enterprises can accomplish all of their planned aims and objectives has arisen as a result of the ongoing growth of businesses from the local to the multinational levels. This assignment will give you additional knowledge about the many human resource management strategies used by companies to carry out their operations in the current, fiercely competitive market. According to the available studies, recruitment, selection, the development, performance and rewarding of the workers and lastly the employee's situational relationship all form the critical components of human resource management practices that the organisations should focus on increasing their efficiency (Bercu & Ana, 234). Moreover, this assignment will discuss the various ways in which different companies that already have outstanding workforce tend to handle the numerous human resource issues that affect them in the course of their operations. A company that can handle the diverse human resource issues that effectively affect them can gain a competitive advantage over its rivals. Some of the organisations that are going to be used in this assignment as case studies to address the various aspects of the human resource management practices include Woodhill College, Tesco Plc. and ITV.


Human resource management within organisations entails the act of managing the existing human resources. In some centuries ago, workers were perceived as slaves to the firms in which they worked and received little or no respect at the workplace with about 95% of them being forced to work from morning up to evening as if they were machines with less remuneration being offered to them as compensation for their hectic work. However, this situation started to change in the early 19th centuries when companies began employing human resource management practices in the course of their operations. Today, most of the companies consider the human resource management function as one of the essential determinants of the achievement of the set organisational and strategic objectives since it ensures that the employees can give their maximum performance while undertaking their duties(Cunningham, 6). Owing to factors such as continued technological advancements, intensive and practical research and globalisation, most of the human resource management departments within organisations have managed to focus on achieving some of the strategic factors such as labour relations. Others include talent management, the increased diversity of the workers at the workplace, plans relating to successions within the firm and acquisitions and mergers.

Part 1: Recruitment and Selection

Workforce Planning in Woodhill College and the Role played by the HR manager

Woodhill College is an educational institution that is independent, co-educational, non-denominational and four-term College that provides educational services to the various enrolling students ranging from the kindergarten level all the way to grade 12. Studies indicate that personal, industrial and welfare aspects form the critical categories into which the scope of human resource management can be classified. The personal aspect focuses on dealing with those tasks that have a close relationship with the social sector such as analysing the available jobs, planning, the selection of the recruits, inducting and orienting the newly hired employees, conducting performance appraisal of the employees and putting into place adequate motivational strategies (Atwood 126). Moreover, the welfare aspect addresses the various possible processes that can be employed by the firm in ensuring that the employees can reap enough benefits at the workplace that are equivalent to their efforts that they use while undertaking their daily operations. Some of the issues that form the critical components of the welfare aspect include ensuring the safety of the workers in the workplace and better working conditions. Lastly, the industrial aspect entails the actions that are taken by an organisation to facilitate the presence of friendly relationships between the business enterprise and the trade unions hence ensuring that there exists a tranquil environment for running daily operations.

Workforce Planning in Woodhill College

Today, of the significant issues that most of the organisations are facing relates to workforce planning. Workforce planning is aimed at putting into place enough strategies that will help in eradicating or reducing chances of talent shortages or overflow early enough even before they occur. According to the recent studies, workforce planning to some extent can be considered as an integrated and systematic procedure. That is based on the concept of how the availability of the employees who possess the required talents contributes to an increase in the efficiency of the staffing process within the firm. The existing Human Resource Managers in Woodhill College can be in a better position to acquire the right amount of individuals needed to conduct specific tasks within the firm according to their specialisation and expertise and at the right time and place through employing the culture of always planning (Vairaktarakis, et al. 578). Planning can enable the HR managers in Woodhill College to integrate the different forecasting factors regarding issues such as talent retention, development recruitment and application of the right styles of leadership. Therefore, workforce planning enables an organisation to be well prepared enough for any challenges that are likely to affect it in the future and eradicate any chances of occurrence of surprise events that are likely to impact the business enterprise negatively.

Role played by the HR manager

It is common worldwide for companies to withstand business cycles that are characterised by ups and downs. In respect to resourcing and workforce planning, the human resource manager of Woodhill College plays a significant role in this educational institution. It is his or her duty to correctly understand the present cycle of the business practices that are typically conducted in this learning facility. Woodhill College HR manager should consider focusing on the development of more customised ways of successfully overcoming the numerous complex situations that businesses tend to face (Donk & Arnout 298). He or she has the duty of planning and developing effective human resource strategies that will enable them to continue smoothly operating the firm even during the difficult times. Studies indicate that a significant amount of the human resource managers tend to panic whenever issues relating to human resources emerge due to their employment of ineffective human resource practices such as adopting the habit of responding or reacting to events as they happen or employ short-term oriented goals and objectives. The HR manager of Woodhill College has the duty of putting into place effective forecasting and human resource planning practices and always ensure that he or she has a big view of how this learning institution should be managed. The main reasons why the Woodhill College HR manager should plan include obtaining an effective talent pipeline for this college and reduce the impacts that events that contribute to the downfall moments of this institution may have on its management and daily operational activities. Some of the benefits that Woodhill College and other organisations can obtain from an excellent workforce planning include recognising issues on time right before they happen. Others involve smoothening the current business cycles, improving the image of the firm to the public, eliminating incidents of severe surprises taking place in the company and taking advantage of the opportunities as they emerge (Donk & Arnout 232). The main three areas that are related to workforce planning include making action plans, forecasting on the talents that are needed in the firm and conducting integration plans. If Woodhill College HR manager can adequately carry out workforce planning, this learning institution will be able to increase its productivity, reduce incidents of employee turnover and the avoidable labour costs.

Strengths and Weaknesses of Various Recruitment and Selection Approaches

Some of the approaches to recruitment and selection that Woodhill College and other organisations can adopt in the business practices include third-party sourcing, internal sourcing, the candidate selecting, external sourcing and interviewing. Firstly, third-party sourcing involves the use of another placement agency that is separate and independent to help in looking for qualified candidates who can be recruited in the firm. The main strength of this strategy is that it facilitates the ability of the candidate to obtain a quick feedback on whether he or she has qualified for the job or not (Sayce, et al. 308). However, research indicates that the third-party sourcing approach is the most expensive recruitment and selection technique that any given organisation can use. Secondly is the internal sourcing which involves an institution using the existing employees to fill in the vacated position. Its strength is that it reduces time wasted on induction and orientation of the employees. However, this strategy may result in professional dormancy within the firm since no new ideas and skills are brought in the organisation. The third approach is interviewing which involves the interviewer looking for hypothetical scenarios and qualifications of the candidate hence enabling him or her choose the best from the available human resources. The strength of this approach is that it allows the interviewer assess the presence of a variety talents and determine the best. However, it may be very time-consuming. The last method is external sourcing which involves using external sources such as newspapers, billboards and trade publications to search for candidates (Sayce, et al. 314). Its strength is that it helps firms cover a wider geographical area where there may be existing potential candidates. However, this approach is very costly. Woodhill College should consider changing its current selection and recruitment strategy which involves the use of websites and instead use other effective methods such as internal and third-party sourcing.

Job Advertisement

The chosen role to be advertised by Woodhill College is that of lecturer which requires a lot of skills and qualifications for maximum productivity. The lecturer needs to have a lot of interest in the subjects relating to human resource management to enable him or her undertake the assigned duties with total satisfaction and should be a good listener, patient and supportive to students, communicate well and be corporative. Below is an advertisement for this job role (Wilson 160).

Woodhill College


Post:                   a Human Resource Management Lecturer

Salary bracket:   $10,000-$18,0000

Type:                  a full-time lecturer

No. of the Job:    C010124

Job Description

Job Purpose

  • Assist the students in Woodhill College in gaining adequate insight about the various existing areas that closely relates to human resource management.
  • Educate the students in this institution on how to practically handle different human resource management issues that keep on affecting this organisation.
  • Ensuring that he or she makes enough efforts towards raising education standards in this facility.

Responsibilities and Roles

  • Deduce all strategies that can help in improving the performance of the students in this facility.
  • Assist students to gain knowledge through undertaking researches.
  • Assist the students in obtaining high grades by keeping them interested in the human resource management subject.

Suitable Platforms for Placing the Above Advertisement

Woodhill College should consider using the most efficient platforms while placing this advertisement to ensure it can reach out to its intended candidates and cover the broadest geographical area possible. Some of these excellent platforms would include the use of most famous newspapers in the country, platforms created by the social media networks such as Instagram, Twitter, Facebook, internet and the available job advertising sites (Wilson 161).

Job Specification and Person Specification

Qualifications that are required

  • The candidate should have a bachelor's and master's degree from a recognised university in the field of Human Resource Management
  • The candidate should be capable of speaking using the United Kingdom English (Wilson 162).

The required Experience (Wilson 164).

  • At least three years of experience in teaching this subject.
  • Must have successfully carried out research projects on the management of the human resources and other related areas.
  • Must possess outstanding listening, teaching and communication skills.
  • Must have supervised students for more than two years in the past.

Part 2: Performance, Development and Reward

This task aims at using Tesco Plc as case study to discuss the various aspects of employee performance, continued development and the rewarding practices. Tesco Plc is one of the multinational grocery companies in the United Kingdom (Ko $ Kim 4).

The Existing Difference between Development and Training

Scholars define training as a detailed procedure which involves teaching the existing employees within the firm the required critical skills to enable them to maximise their performance. Training helps in instilling the needed knowledge and expertise in the employees to allow them to undertake their current duties within a short time and in an efficient manner. On the other hand, scholars describe development as the practice employed by the organisations to help in preparing the existing workers in the firm for additional job roles that they are going to be undertaking in the future (Mazenod 55). The development practices that are employed by organisations highly involve personalising matters such as job rotation period, certification procedures and mentoring of the workers while on the other hand, the training exercises may include methods such as employees attending seminars and workshops. Lastly, external motivation is the primary contributor to training practices in organisations while internal motivation facilitates the development practices.

Identification of the Training Needs and Methods used By Tesco Plc.

In most cases, the identification of the training needs is only realised after the various business targets of the company are set. There exist two important objectives that have facilitated the establishment of the training program that is employed by Tesco in its effort to widen and expand its business practices (Mazenod 58). They include ensuring that all the departments in Tesco Plc. have adequate staff with each worker being placed at the right place of job and making sure that this always takes place at the right time.

Identification of the Training Needs

Different skills and competencies are required for all those workers existing in Tesco Plc. to enable them to perform their distinct vital activities within the firm. Studies indicate that incredible organisational growth is achieved in those companies that possess workers who have a large variety of skills since such individuals are flexible enough to attain numerous different goals at the same time. In the past few years, Tesco Plc has continued to expand its business practices by opening many stores across the world. For this reason, the employees who are currently working in Tesco Plc. are being required to have an outstanding ability to efficiently select the company's stock according to particular areas during their distribution and expansion activities(Mazenod 62). They will also be required to have the ability to address the diverse needs of the customers depending on their profile. Such obligations and targets have facilitated the ability of Tesco Plc. To identify the appropriate training requirements that will help the employees undertake their duties in the most efficient manner. The training practices that have been employed by Tesco Inc. have enabled the employees of this company to gain proper understandings, knowledge, resources and abilities of efficiently carrying out their routines and tasks.

Training Methods used By Tesco Plc.

Tesco Plc widely uses both on and off the job training techniques in training its employees though the on the job training method which entails practices such as coaching, shadowing, job rotation and mentoring tends to take the upper hand. Firstly, shadowing is highly employed in Tesco Plc. and involves new employees being trained and supervised by another fellow worker who is currently undertaking that role(Mazenod 63). This method has enabled workers in Tesco Plc. quickly learn how specific activities are conducted in regards to a particular task. However, this way of training has proven to have the potential of substantially disrupting the daily operations of the company. The second training method that is being used by Tesco Plc. is mentoring which involves the use of thoughtful and attractive approaches by a member of staff who holds a higher position in the company to advise his or her subordinates on how to undertake specific actions. Coaching is yet another training technique that is used by Tesco Plc. and involves the appointment of one of the existing human resource manager to inspire and guide the current employees on how to understand challenges that may face them. Lastly is the job rotation which Tesco Plc. uses to train its staff and involved teaching the workers on how to undertake different job roles since they will not hold a permanent position in the course of conducting their duties (Mazenod 65).

Benefits of Structured Training Programs

The structured training programs that are used by Tesco Plc. are aimed at building up the abilities and skills of the company's employees to enable them to perform well in the workplace. These programs assist in encouraging workers to use all their skills and expertise towards helping the company to attain its set organisational goals. Moreover, the workers in Tesco Plc. can get numerous benefits from such programs (Chochard & Eric 226). For instance, they able to gain enough skills that they can use respond to tragic situations, the right training that they acquire motivates them in performing their duties to the best of their knowledge, and the workers are provided with an excellent opportunity which they can use to advance and enhance their knowledge and skills. Moreover, thanks to these training programs they can obtain awards for their superb performances. Again, Tesco Plc. has experienced numerous benefits from these training programs. For instance, it has managed to gain a competitive advantage in the marketplace over its rivals.

An Evaluation of Training on Return on Investment in Tesco Plc.

The above-discussed training program that is employed by Tesco Plc. has proven to be of great importance to Tesco Plc. in the sense that it enables this company manage both in-store and out-store tasks while at the same time allowing the employees to deliver outstanding customer services professionally. Studies show that Tesco Plc. has managed to gain three billion pounds as net profit exclusive of the tax through the application of this training program (Ko $ Kim 8). Moreover, the company has managed to open numerous stores across the United Kingdom which are over 2200 in total. Again, the company has been able to a large extent receive huge returns on the investment as a result of it using this program. Lastly, the volume of sales that Tesco Plc. is making today are rapidly increasing owing to it using this training program.

Part 3: Analysis of Factors that Influence Human Resource Decision Making

ITV is a broadcasting company that has engaged itself in improving the relationship between the employees and boost their overall performance through numerous factors. This approach influences the decision making of Human Resource managers. According to the company, it involves itself with direct engagement with the employees as well as elected employee representatives. ITV uses a form of intranet referred to as Watercooler to provide online updates regarding news that affect the company either positively or negatively on a daily basis. Moreover, there is a weekly news update that favours employees who miss out the daily news. Updates of individual development reviews, personal relationships, and brief meetings are provided in a 60-second update which is produced on a monthly basis by the central communications (Pynes 18).

The benefits enjoyed by the company includes acquiring positive feedback from the employee opinion surveys that are conducted after a certain period. These studies help the company determine the overall progress of the company and the customer satisfaction. The firm also uses the information provided in the surveys to analyse and determine if the employees are provided with enough resources and conducive environment for efficient work performance. This approach has enabled the company to maintain a good working relationship with its employees (Pynes 24).

The company also uses other methods such as collective consultations which involve direct engagement with the elected representatives since unions represent only 15 percent of employees. It has created 15 consultation groups which deal with employee consultation on different locations due to the rapid scale of change in the market. Collective bargaining is a significant approach used by the company in securing employee agreement, especially on new working practices. This approach delivers substantial benefit regarding change management thus reassuring employees the consideration of their interests by the company.

The above factors explain the significance of creating and maintaining employee relations in the ITV. The management of resources, operational and strategic objectives of a company depend on the relationship existing between the employer and the employee. That means that the decision-making process requires the analysis of numerous factors to avoid incurring costs. For instance, the company can use collective bargaining to determine the client satisfaction regarding service provision by the company (Mathis, Robert & Jackson, 12). This approach can be used by the company to formulate policies which will guide them when interacting with customers. The evaluation of the collective bargaining also provides an opportunity for the top management to derive better methods to satisfy their clients. Industrial relations can help the company come up with resolution strategies to solve conflicts that may arise within the firm. The opinion survey also helps the organisation determine both individual and group performance of the employees. Therefore the analysis of the same can deduce better management tactics. Moreover the availability and distribution methods of resources can be improved through the study of the employee survey opinion.

The ITV does not only rely on the employees pay but relations since they are linked to the objectives and strategies. Therefore a successful organisation depends heavily on the relationship between the employees and management. Every company aims at maximising profit and utilising minimal resources at the start of every year. High wages and poor management of resources might lower the employee motivation and the overall work performance. It is therefore imperative to consider such factors when making decisions regarding resources and funds utilisation. Product and service production requires an evaluation of the feedback provided by the customers. That means that provision of a healthy and conducive working environment by the organisation boosts the morale of the workers to engage in the production of high-quality services and product willingly (Boxall, Peter & John, 86). Analysis of employee performance helps the company formulate new and adjust the current ethical principles in the organisation. However, this approach also depends on the customer satisfaction and annual financial reports of the firm.

Every citizen in a country is protected by a couple of rights formulated by the government. This approach is also used by businesses and organisations to ensure the creation of an environment that favours all genders and ethnic backgrounds. Some of these laws are set by companies while the government formulates others and strictly follows them to the latter to avoid misunderstanding and mistreatment of employees. There are several fundamental elements of the employment legislation that is essential to both the employer and the employees and influence the decision making of the Human Resource managers. These features are relevant to fundamental factors such as the provision of equality, data protection, contractual responsibilities, health and safety among others (Robson, et al., 342).

Key Elements of Employment Legislation

The decision making prices of any business should consider the employment legislation such as; Employment Rights Act, Disability Discrimination Act, Equal Pay Act, National Minimum Wage Act, Sex Discrimination Act among others. This approach helps the company lay down the appropriate strategies that it will use to achieve the set objectives without breaking the law. The following are the critical elements used to create an agreement between the employer and the employee.

A. The Employment Rights Act

This act requires employees to be paid according to the National Minimal Wage standard. It also prohibits unfair dismissal of employees at work. Employees should receive the rules and regulations in writing form and are also entitled to payment regarding the statement. These acts vary across different states, but the concept and application of governmental laws are used to formulate the actions (Pynes, 59).

B. Equal Employment Opportunity

This primary objective of this act is to ensure every citizen is eligible to equal opportunity at work such as job opportunities. This statute prohibits any considerations of race, age, race, ethnic background, gender and military experience when promoting an employee. Therefore, all employees should be treated equally and given the same opportunities to boost the overall work performance (Pynes, 68).

C. Trade Unions

Employees should be an opportunity to join Trade Unions for protection against fraud employers. Trade unions are used to air grievances brought forward by the employees who may have a problem with their working hours and conditions. The freedom of workers regarding joining a union is also protected under this act.

D. Wages

The employees should be eligible for salaries according to the National Minimal Wage standard. Therefore any underpayment or overpayment of employees is against the law, and the employer is subject to the law. Moreover, denial of benefits or remuneration is a form of law breaking which is taken seriously by the is therefore imperative for the HR managers to consider this subject before making decisions concerning wages and benefits,

E. Working Conditions and Time

The government has set the working hours for every citizen in any kind of work across the state. Every company has to consider these hours when making decisions on hourly, weekly and monthly pay for the employees. This approach also helps the HR personnel determine the compensation to set for individuals willing to work overtime.

F. Safety And Health

Safety and health are primary concerns that every organisation should take into consideration to ensure its operations conform to the laws set by the government. HR managers should follow the Pregnancy Discrimination Act of 1978 to provide job securities for women during maternity leaves. Workers who fall sick while working should be given a break to seek medical attention by the firm. Provision of a safe working environment is a mandatory requirement by the government (Robson et al., 330).

G. Sexual Harassment

Sexual harassment act is one of the most important laws that has undergone numerous adjustments over the years. Cases of sexual harassments are the most reported cases in many organisations. However, the employee legislation required employers to take note of several steps to eliminate sexual harassment (Cortina & Jennifer 474). First, the HR manager should issue a policy statement regarding sexual harassment to dictate the consequences of the act to the employees. Firms are also expected to train and provide enough information to the managers and supervisors on the same to enable them to solve harassment cases. HR managers are also expected to conduct fair and just investigations on these matters to improve their work environment and assure safety to the women working in these firms (MacKinnon & Reva, 9).

These elements play a significant role in the decision making of the HR managers in any organisation. First, they have to consider laws such as the social security, safety, and health, sexual harassment when formulating the safety precautions and designs in the workplace. Therefore, all the policies set by the HR personnel must conform to these legislations. The sole purpose of this approach is to ensure the protection of employees is upheld, and the objectives of the organisation are met. The legislation also influences the decision making of HR managers in consideration of the policies regarding wages and remuneration benefits. Therefore, workers can receive paychecks equal to their work thus promoting fairness and equality. The Disability Discrimination Act also safeguards people with disabilities. Therefore, HR personnel should put into consideration their needs when managing and distributing resources, wage, and benefits depending on the nature of the job (Cortina & Jennifer 476).

Work Cited

Cunningham, J. Barton. “Human Resource Management’s Strategic Pressures.” Strategic Human Resource Management in the Public Arena, vol. 3, no. 2, 12 May 2016, pp. 3–24., doi:10.1007/978-1-137-43241-4_1.

Bercu, Ana‐Maria, and Ana Iolanda Vodă. “Labor Relations: Contemporary Issues in Human Resource Management.” Issues of Human Resource Management, vol. 4, no. 3, 7 Aug. 2017, pp. 231–381., doi:10.5772/intechopen.68625.

Vairaktarakis, George, et al. “Level Workforce Planning for Multistage Transfer Lines.” Naval Research Logistics (NRL), vol. 63, no. 7, 24 Mar. 2016, pp. 577–590., doi:10.1002/nav.21721.

Atwood, Margaret. “Recruitment and Retention.” Primary Care Trust Workforce Planning and Development, vol. 3, no. 2, 15 Sept. 2008, pp. 126–140., doi:10.1002/9780470699218.ch7.

Donk, Dirk-Pieter Van, and Arnout Esser. “Strategic Human Resource Management: A Role of the Human Resource Manager in the Process of Strategy Formation.” Human Resource Management Review, vol. 2, no. 4, 21 Nov. 2012, pp. 299–315., doi:10.1016/1053-4822(92)90003-9.

Sayce, Susan, et al. “The Recruitment and Selection of Pension Trustees: an Integrative Approach.” Human Resource Management Journal, vol. 24, no. 3, 19 June 2012, pp. 307–322., doi:10.1111/1748-8583.12012.

Wilson, Katy. “Job, Job Analysis and Job Design.” Key Concepts in Human Resource Management, vol. 2, no. 1, 31 Dec. 2014, pp. 160–164., doi:10.4135/9781446251355.n31.

Ko, Seonhee, and Kim Youngtaek. “Effect of FLSE Development and Reward-Based Activities on the Commitment to the Service, Affective and Behavioral Performance. - Focusing on airline Service Employees-.” Journal of Korea Service Management Society, vol. 10, no. 4, 1 Apr. 2009, pp. 1–24., doi:10.15706/jksms.2009.10.4.001.

Mazenod, Anna. “Engaging Employers in Workplace Training - Lessons from the English Train to Gain Programme.” International Journal of Training and Development, vol. 18, no. 1, 24 Oct. 2013, pp. 53–65., doi:10.1111/ijtd.12020.

Chochard, Yves, and Eric Davoine. “Variables Influencing the Return on Investment in Management Training programs: a Utility Analysis of 10 Swiss Cases.” International Journal of Training and Development, vol. 15, no. 3, 15 Feb. 2011, pp. 225–243., doi:10.1111/j.1468-2419.2011.00379.x.

Cortina, Lilia M., and Jennifer L. Berdahl. "Sexual Harassment in Organizations: A Decade of Research in Review." Handbook of organizational behavior 1 (2008): 469-497.

Mathis, Robert L., and John H. Jackson. Human Resource Management: Essential Perspectives. Cengage Learning, 2011.

Pynes, Joan E. Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. Vol. 30.pp. 2-70. John Wiley & Sons, 2008.

Robson, Lynda S., et al. "The Effectiveness of Occupational Health and Safety Management System Interventions: a Systematic Review." Safety Science 45.3 (2007): 329-353.

MacKinnon, Catharine A., and Reva B. Siegel, eds. Directions in Sexual Harassment Law. Yale University Press, 2008.

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