This report distinguishes the various types of management and assesses the function of HR. Also it evaluates the roles and responsibilities of line-managers as well as the duties towards HR planning. Furthermore the report outlines the stages of HR planning whilst comparing the recruitment and selection process. Moreover the author evaluates the effectiveness of recruitment and selection techniques and the link involving motivational theory. Finally it evaluates the job evaluation process whilst assessing the effectiveness of reward systems to monitor staff performance. This report is part of the BTEC Higher National Certificate series by the author and relates to Unit 23 - Human Resource Development.
Table of Contents
1. Introduction
2. Personnel Management
3. Human Resource Management (HRM)
4. Difference between Personnel Management and HRM
5. London Linen Supply
6. Business Approach
7. HR Tasks
7.1 HR tasks helping business strategies
7.2 HR tasks hindering business strategies
7.3 Effective Line Manager Tasks
7.4 Ineffective Line Manager Tasks
7.5 Recommendations for Improvements
8. Human Resource Planning
8.1 Competitive Advantage
8.2 Culture Change
8.3 Investment Costs
8.4 HR Planning Stages
8.5 HR Planning Difficulties
9. Tesco’s Recruitment & Selection
9.1 Effectiveness of Tesco’s procedure
9.2 Ineffectiveness of Tesco’s procedure
10. Google’s Recruitment & Selection
10.1 Effectiveness of Google’s Procedure
10.2 Ineffectiveness of Google’s Procedure
11. Motivational Theory
11.1 Link
12. Job weighting process
12.1 Benefits
12.2 Limitations
13. Factors determining pay
13.1 Skill Based Pay
13.1.1 Effectiveness
13.1.2 Ineffectiveness
14. Appraisals
15. 360‐Degree Feedback
16. Conclusion
Objectives and Core Topics
This report aims to distinguish between different management approaches while assessing the Human Resource (HR) function and the responsibilities of line managers. The research evaluates specific HR practices, including recruitment, selection, job evaluation, and reward systems, while analyzing their effectiveness in supporting strategic business objectives.
- Comparison of Personnel Management versus Human Resource Management (HRM).
- Critical evaluation of HR planning, recruitment, and selection processes at Tesco and Google.
- Analysis of motivational theories and their link to organizational reward systems.
- Assessment of the job weighting process and factors determining employee pay.
- Examination of performance monitoring through appraisals and 360-degree feedback.
Excerpt from the Book
Human Resource Management (HRM)
Sims (2006) suggests HRM is a proactive approach that uses specific means and utilities towards the recruitment and improvement of workers as ‘human resources’ with the intention of effectiveness to meet business objectives. Moreover by offering a working environment to encourage staff to work by means of providing financial and non-monetary incentives such as wage hikes and holidays which inevitably aid in increasing productivity.
Capon (2000) says HRM judges the tactical input the workforce makes towards a business whilst being anxious with the numbers of employees needed, as well as their expertise and cost to the business. Through the utilization of skilled employees who are dedicated to their job it enables a business to gain a competitive advantage by positioning its workers tactically.
Summary of Chapters
Introduction: Provides an overview of the report's purpose, including the evaluation of HR functions, recruitment techniques, and reward systems.
Personnel Management: Defines the reactive nature of personnel management and its focus on administrative tasks and employee satisfaction.
Human Resource Management (HRM): Describes HRM as a proactive, strategic approach focused on utilizing employees as key assets to meet business objectives.
Difference between Personnel Management and HRM: Contrasts the two styles, highlighting the bureaucratic structure of personnel management versus the decentralized, communal decision-making in HRM.
London Linen Supply: Analyzes the company's adoption of a bureaucratic, reactive personnel management model based on Guest's (1987) framework.
Business Approach: Discusses the importance of employee morale and selective hiring practices in driving business productivity.
HR Tasks: Evaluates specific tasks like performance assessment, recruitment, and HR planning, focusing on their impact on business strategy.
Human Resource Planning: Explores how HR planning sustains a competitive advantage and the limitations such as investment costs and cultural resistance to change.
Tesco’s Recruitment & Selection: Reviews the effectiveness and procedural challenges within Tesco's multi-stage recruitment process.
Google’s Recruitment & Selection: Examines Google's highly rigorous, expert-focused recruitment process and its reliance on external agencies and psychometric testing.
Motivational Theory: Details Herzberg’s two-factor theory and the distinction between intrinsic and extrinsic motivation in the workplace.
Job weighting process: Explains the analytical method of scoring jobs to determine fair salary bands.
Factors determining pay: Identifies education, experience, and skill-based pay as primary drivers of salary structures.
Appraisals: Discusses the role of cyclic performance evaluations and rating scales in identifying productive employees.
360‐Degree Feedback: Explains the methodology of gathering multi-source feedback for employee development and performance management.
Conclusion: Summarizes the key findings, reiterating that while HR functions are essential for strategy, their effectiveness depends on proper implementation and adaptation.
Keywords
Human Resource Management, Personnel Management, Recruitment, Selection, HR Planning, Motivation Theory, Herzberg, Reward Systems, Job Evaluation, Skill Based Pay, Appraisals, 360-Degree Feedback, Business Strategy, Competitive Advantage, Performance Management.
Frequently Asked Questions
What is the primary focus of this report?
The report focuses on evaluating various Human Resource Management (HRM) functions, distinguishing them from traditional personnel management and assessing their impact on business performance.
What are the central thematic areas covered?
The key themes include recruitment and selection strategies, the link between motivation and rewards, job evaluation processes, and performance appraisal methodologies.
What is the core research objective?
The objective is to analyze how different HR practices, such as planning and reward systems, help or hinder a business in achieving its strategic goals.
Which scientific approaches are utilized?
The report utilizes a comparative analysis of academic models (such as Herzberg's two-factor theory and Guest's model) and examines case studies of large corporations like Tesco and Google.
What is covered in the main body of the work?
The main body covers organizational structure, the specific HR tasks of line managers, the stages and difficulties of HR planning, and detailed critiques of recruitment and compensation systems.
Which keywords define this document?
The document is characterized by terms such as HRM, Performance Management, Strategic HR, Recruitment, Motivation, and Job Evaluation.
How does the report contrast Tesco and Google's recruitment?
The report contrasts Tesco's broad internal/external advertising approach with Google’s highly specialized, intensive 14-interview process focused on securing technical experts.
What is the role of 360-degree feedback in the author's argument?
It is presented as a valuable tool for staff development and perception management, though the author notes potential issues regarding bias and pressure on subordinates.
What limitation does the author associate with HR planning?
A major limitation cited is the high investment in time and capital required, which may not be feasible for smaller or financially unstable organizations.
How are rewards linked to motivation?
The author argues they are interconnected because rewards provide the necessary appreciation and incentive to maintain high levels of employee motivation and productivity over the long term.
- Quote paper
- Amritpal Hayre (Author), 2013, Human Resource Management. Roles of Line-Managers and Stages of HR Planning, Munich, GRIN Verlag, https://www.grin.com/document/288167
