Distinguish Between Personnel Management And Human Resource Management Commerce Essay

Personnel Management is an independent function of an organization whereas HRM is considered to be an intrinsic part of an organizations workings. HRM has a much broader scope as it involves personnel and management tasks while developing teams of workers for the benefit of the organization by working to their maximum level of efficiency (Ulrich, 2005)”. 

Personnel management have a tendency or have idea to motivate employees using external factors such as rewards and praises. By this way employee satisfaction is use as improve performances. And HRM believes how to implement and effective uses of the strategy make better performance and thus results in employee satisfaction. (Truss & Gratton, 2004).

PM is as describe a reaction based style of management, it is providing feedback to concerns and response when demanded. But HRM is more practical and provides ongoing strategy to improve the organisations workforce (Ulrich, 2005).

1.2 Assess the function of the human resource management in contributing to organisational purposes

HRM’s main function is to recruit, select, train and develop staff. It means finding the right people, training and developing them, so they can achieve their potential and creating systems which is leading to success of the organisation through high levels of morale and motivation (Mockler, 2002).  

So “Yo Dud” need a HRM manager to make all department up-to-date means they use different types of training such as ongoing, training framework, care skills, health & safety, legal and multi- skill. Jack will understand that motivated employees are essential for the continued growth of the “Yo Dud” magazine. HRM personals provide its staff with an ongoing and continuous training and development programme with appropriate and timely reward and recognition. The various levels of the company are well supported with work groups, strategies to meet new challenges and a chance to move higher up the order.

Appraisal is a very important part of Human Resource Management (Fombrun et al, 1994). And it can helps Jack to get the desired result and get success.

1.3 Evaluate the role and responsibilities of line managers in human resource management

The roles and responsibilities of Human Resource managers at any organization are demanding and vital. In Yo dud have strategically integrated HR into their overall plans. Managers have been to utilise aspects of HR in their decision making.  HRM managers have to balance organisational needs with the individual’s expectations. Some employees will develop their career with one employer, while others require transferable skills. The manager requires employees with the right skills to ensure and sustain competitive advantage. They put increased emphasis on staff training and try to incorporate the learning into the organization. There is constant reviewing of the intervention and adjustments are made where necessary. It is also up to the HRM managers to see that the employers are motivated.

1.4 Analyse the impact of the legal and regulatory framework on human resource management

Legal and regulatory requirements of HRM require protecting employees from unfair discrimination at the workplace. Define the 40 hour work week, the pay rate for working overtime and the minimum wage. It also requires protecting employee investments in their pensions. So Yo Dud need to go through a good beneficial scheme which is provides long-term benefits to their employees. Require that firms provide the same pay for men and women who are doing the same work. Labour relations – describe the process by which unions can be formed and indicate what the parties can and cannot do. Provide clean and safe environment at the work place. Prevent unwelcome sexual advances, requests for sexual favours other inappropriate verbal and physical conduct or hostile conditions. So these terms will be strict to maintain and aware legal restrictions.

Task 2.1 Analyse the reasons for human resource planning in organisations

The main goal of human resource planning is to ensure that a company always has candidates lined up to fill a new available post or position so that time and productivity are not lost. Long delay times in between one departure and new hire could be more weigh on the company. Forecasting is an important factor of the process that can tell how long the process to hire new employee, and make speedy the process. In case of when the large number of employee needed and job market is stiff for workers with requiring skills, then HR department will have to secure these workers. And it will be more difficult when the rivals are also seeking people with these skills, and secure the new talents to step up recruiting efforts and increase compensation packages to attract talent (Grant, 2005).

If a company did not engage in human resource planning, it would not know how difficult it would be to hire the necessary workers until too late. Potential employees would be lost to rivals, and the business would be unable to build the team it needs.. This helps the HR department to stay in pace with the needs of staff and employees for Tesco.

2.2 Outline the stages involved in planning human resource requirements

Stage 1: Establish a Competency Architecture and Competency Dictionary that will support Strategic Human Resource Planning. For each group to be profiled, define the roles and career streams to help identify current and future human resources needs. Determine how competencies will be integrated with the existing HR Planning process and systems (e.g., Human Resource Information Management systems; other computer-based tools, for example forecasting models) (Grant, 2005).

Stage 2: Build or revamp HR Planning tools, templates and processes to incorporate elements as determined in Stage 1.Train managers and / or facilitate corporate HR Planning process. Continuously monitor and improve processes, tools and systems to support HR Planning (Grant, 2005).

2.3 Compare the recruitment and selection process in two organisations

Need to seek the process, Jack For the development of their magazine, “Tesco: As the market leader in the UK, Tesco mainly uses the means of in-store advertising, local agency and recommendations from existing employees to recruit. Meanwhile, Tesco chooses the new staff through online video conferences which favour the rapidest efficiency as well. In addition, unlike other common businesses, the interviews at Tesco will be conducted by the line manager in order to build up the loyalty with the recruit and help to make decisions.

Sky B2B: The core elements of Sky B2B recruitment and selection process are similar to that of Tesco. They pay important attention to the reasonable treatment of its staff. The most focus is to deal with its candidates with its equality and diversity policy at all times. That policy is framed to recruit and select people without discrimination as well as aim to choose employees with the diverse personality and ability. But the aspect that is different is they tend to select and recruit employees based on their skills and technical ability due to the nature of their business.

2.4 Evaluate the effectiveness of the recruitment and selection techniques in two organisations

Workforce planning is important for any organisation if they have to meet their future demands for staff. It is a way to train their existing staff to get responsive new staff to fill the vacancies (Armstrong, 1992).

So if the Yo Dud goes through this technique then they will get talented employees which can improve the performance of the company and get the desired outcome and they can grow new job talents or job opportunities, including management, graduate, school leaver and apprentice posts. They need to have people with the right skills and behaviours to support its growth and development and have clear organizational structures, detailed job descriptions and person specifications. It has provides a user-friendly way, that is indicating how can applying for jobs and reliable approach to recruitment and selection. It can fulfil and manage the demanding need of staff.

Task 3.1 Assess the link between motivational theory and reward

Motivation is a concept used to describe the factors within an individual which produce, maintain and channel behaviour towards a targeting goal. Motivation is a complex concept. Remuneration is also complex. According to People thinking, that money is a motivator. Money does have an effect, but motivation is not just money and involves lots of things. It wills Positive effects coming through good financial and non-financial rewards (Grant, 2005).

It is very important to motivate employees fro the growth of the organisation. Managers can create a positive environment and employees feel comfortable and motivate towards the organisational goal and some of their own goals. These goals could be appreciation of hard work, a sense of achievement, responsibility and empowerment, opportunity for advancement, and a sense of challenge and enjoyment.

There sis many non financial rewards also helpful to make an employee motivate. Rewards come through many ways like health benefits, flexibility in working time, staff discount, shares of the company etc.

Financial compensation is an important factor to motivate employees and non financial rewards also make long term effects on the mind of the employee. So it is your (organisational) responsibility to ensure they using all the available resources to motivate them (Ulrich,2005).

3.2 Evaluate the process of job evaluation and other factors determining pay

Definition: “Job evaluation is the generic term applied to a variety of ways in which the relative worth or value of different jobs may be established. It helps to determine internal relativities by relating different rates of pay to different elements in the job (Truss & Gratton, 2004)”.

Let’s start with the one of the UK’s leading retailer’s example every year Tesco invites staff to and arrange a satisfaction within their employees to find about their job aspects it is called viewpoint. It aims to identify how much more valuable one job is in relation to another and so lay the foundations for a fair and orderly pay structure.

One of the most widely known examples of schemes which have been developed by individual management consultancy companies is the Hay scheme. In its original form this relies on three factors – know-how, problem solving, and accountability (Ulrich, 2005).    

Know-how is the sum of every kind of knowledge; skill and experience required for standard acceptable job performance. Problem solving is the ‘self-starting’ thinking required by the job for analysing, evaluating, creating, reasoning, arriving and drawing conclusions. Accountability is the answerability for action and for the consequences of that action. It is measured effect of the job on end results (Fombrum et al, 2004). 

While job evaluation is concerned with the value which companies put on jobs pay can also be focused on the individual and group i.e. pay is linked to assessment of individual or team performance, skills, competence or contribution. It could be skill based or performance based. Tesco uses a performance related method to reward its employees by bonuses and promotion (Grant, 2005).

3.3 Assess the effectiveness of reward systems in different contexts

The reward system is good method to keep the employees motivated. Reward will be given thorough annual, weekly, or monthly bases or hourly rate of pay for a capable worker to perform a job (Armstrong, 1992).

Reward power will be involve on two factors; First, indirect pay which is coming through giving a lifestyle break, free or reduced health benefits, discount gym membership, staff discount and company share options. Secondly, non-financial rewards which are the intrinsic rewards related to people’s needs and expectations such as those provided by any organisation which include career development and opportunities for personal development by providing a career break. Achievement, recognition and responsibility are some of the other intrinsic rewards.

       The main aim of the rewards system is to

Attract enough recruits with the right qualities and qualifications to satisfy organisational requirements.

Retain employees with the core skills and competencies needed by the organisation.

Motivate employees with a view to improving their on-the-job performance and commitment to the organisation. (Grant, 2005)

The HRM is a department which puts a lot of stress on their reward system in order to apply its effectiveness. The idea that it might be possible to match a payment system and a set of circumstances in such a way as to achieve stated objectives deserves consideration.

3.4 Examine the methods organisations use to monitor employee performance

In an effective organization, assignments and projects are monitored continually. Monitoring is a time after time measuring and providing ongoing feedback to employees and work groups on their progress toward achieving goals (Ulrich, 2005).

Regulatory requirements for monitoring system is that which comparing employees performance according to the required standards. The process is provides the opportunity to review the performance how well employee meet the programmed standards and to make changes to unrealistic or problematic standards. So monitoring process is a way to avoid and rectify the unacceptable performances and provide the assistance. With this process an organisation can get better support to its staff on all level and that’s why they are able to monitor and also assist when needed (Mockler, 2002).

Task 4.1 Identify the reasons for cessation of employment with an organisation

Resignation

An employee can resign, or terminate his own employment, for a number of reasons. like employee is not satisfied with the job or unhappy, and could get better offer for the same job and some time some personal reason also effects their decision to leave the job. If the employee resigns, then employer need to find the cause behind and arrange interview to verify the cause, and employer should ask for the resignation in writing and retain that documentation (Fombrun et al, 1994).

Layoff

If there is a lack of work, if the company is in financial trouble, and May the specific job is not necessary or not needed then the company can layoff employee. So this process will be under the legal regulation. For example it is under the notification of the employee, Worker Adjustment and Retraining Notification (WARN) Act, employers must give employees advance notice of closings and layoff. It is make employee and their family to adjust and make new arrangement for them or seeking unemployment benefits (Fombrun et al, 1994).

Merger/Buyout

A merger is another possible cause to affect the employees. Even though the employer doesn’t want to do so, in some cases employers offer a severance package to employees terminated under these circumstances (Boxall, 1992).

For Cause

It happens when employee behaviour effects the company’s reputation and other workers. For instance, if employee making some falsifier their time card or physically attacks a co worker, and this will be the cause of their termination, then employer should systematically document the employee’s behaviour when terminating Them (Boxall, 1992).

Poor Performance

Poor performance is other biggest cause of employee termination when employee doesn’t fulfil their job commitment and fail to comply with the position. Before terminates that employee, employer will given the time to rectify the deficiency performance and given a time frame to keep correct it. And the documentation also needed before termination of the employee (Fombrun et al, 1994).

4.2 Describe the employment exit procedures used by two organisations

Employment exit procedure used at a software company

Every day in companies, people begin and terminate their employment. This continual movement of people can, and often does, result in a major security exposure, specifically in cases of employee separation. It is not uncommon to hear stories of retribution by terminated employees who feel they have been treated unfairly. This may be in the form of computer hacking, sabotage, illegal entry onto company property, and other forms of wrongdoing. The damage caused can be severe and can seriously affect the company and its employees.

An employee exit procedure should be formally prepared, documented, and published to provide consistency for managers in dealing with terminated employees, i.e., items to be collected from an employee leaving the company, and computer / system access to be expediently inactivated. Briefly, as an example, the manager of an employee leaving the company should do the following:

Collect keys, parking passes, ID cards, access cards, company credit cards, and travel call cards.

Collect any off-site equipment, such as computers, cell phones, and pagers. 

Arrange to have network IDs disabled, and delete or inactivate any other system access.

Deactivate voice mail, and remove or re-assign phones.

Employment exit procedure commonly used in Banks

Resignation letter in written form

Process on resignation letter

Employee exit interview

Acceptance of resignation

Exit check list

Clean out the office desk, files, etc, and return all supplies to production, take all personal belongings.

Return all company credit cards

Hand in all copies of reports and manuals

Delete software from personal laptops or home computers

4.3 Consider the impact of the legal and regulatory framework on employment cessation arrangements

“Upon receiving notice to layoff and redesign job descriptions of employees, specific areas were reviewed in order to make a decision that would provide the best outcome for the company.  These areas include job performance, productivity, special achievements, job responsibility, educational qualifications, absenteeism and status (Truss & Gratton, 2004)”.

Length of service should play a role to make decision for reduction in company (non union) but it should be taken into thought along with skill level. An employee can not save their job only because of the several year services with the organisation. So an employee needs to be reviewing their performance (Fombrun et al, 1994).

An existing employee is assets of the organisation because of their best services and know how to performing and cop with requirement and he/she is a strong candidate because new employee needs to further training to meet the required standard. So one very important thing is that new hire may have lots of experience and education than employee then who have been with the organization, this is complex, which will need to be taken into consideration. Some of the employees that have been with the organization for a long time may be looking to retire or would be interested in a severance package (Ulrich, 2005).

Longest service generally is the basis of determining severance payment for every one but it is considering the most senior employee. One week’s salary per year of service is the most common term, based severance benefit for exempt and non-exempt employees, while two weeks is the median for officers and other executives (Truss & Gratton, 2004).