Asgmt on Hrm

AN ASSIGNMENT on

Human Resources Management

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Contents Introduction................................................................................................................ 3 Task 01....................................................................................................................... 3 1.1 Explain the benefts o dierent HR practices or both the e!plo"er and e!plo"ee #ithin $ainsbur"%s...................................................................................... 3 1.2 Evaluate the effectiveness of different HR ractices in terms of raising organi!ational rofit and roductivit" #ith e$amle from Sains%ur"&s........................................................................& Tas' (2......................................................................................................................... ' 2.1 Anal"!e the imortance of emlo"ee relations in resect to influencing HRM decision ma'ing in Sains%ur"&s................................................................................................................. ' 2.2 Identif" the 'e" elements of emlo"ment legislation and the imact it has uon HRM decision ma'ing in Sains%ur")s....................................................................................................( Tas' (*......................................................................................................................... ) *.1 +reare a ,o% descrition and erson secification for a team leader in Sains%ur"&s- ta'ing into account legislation and coman" olicies............................................................................)

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Introduction Human resource management is a function used in most of the organi!ations to imrove the otentialit" of the emlo"ee for the achievement of the strategic goals and o%,ectives. In ast times interactive or ersonnel management used to control the emlo"ee #hich #as considered as a general theor" for controlling the emlo"ees. HRM has %rought revolutionar" changes #ith ne# rocedures in gaining organi!ational goals #ith emlo"ee satisfaction. hile the ersonnel management is a%sent- HRM has a lot to do for attaining strategic goals. HRM is a vital art of an organi!ations no#ada"s #hich rovides more effective control of the eole as #ell as imrove their erformance.

Task 01 1.1 Explain the benefts o dierent HR practices or both the e!plo"er and e!plo"ee #ithin $ainsbur"%s Human resource management is used %" %oth the emlo"ers and emlo"ees in Sains%ur"&s to control the activities and imrove the organi!ational erformance. T"ical activities involved in HRM of Sains%ur"&s are hiring- training- a"ing- emlo"ee %enefits administration and also firing /Me"er et al.- 2(((0. ithout the coordination of %oth the emlo"ers and emlo"ees #ith HRM emlo"ees ma" %e dissatisfied #hile the emlo"ers ma" have trou%le in controlling them.

Retaining qualified employees

Sains%ur"&s rovides eas" access and fle$i%ilit" in emlo"ee&s %enefits. So their emlo"ers can have the uali fied staffs for the orga ni!ation. " this the" manag e the ris' and easin g the organi!ations %urdens. Encouraging Positive Behavior

Sains%ur"&s rovides a ositive #or'ing environment and favora%le %enefits for their emlo"ees through the HRM ractices- motivating them to %e more roductive. The oosite side of the

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culture ma" lead the emlo"ees to comlete dissatisfaction. ut Sains%ur"&s maintains the coman" culture and conform to emlo"ment standards and la#s /Edgar et al.- 2((30. Developing Employees

HRM ractices satisf" Sains%ur"&s emlo"ees and encourage them to add values to a coman")s intellectual roert". Its cometitive advantage is increased %" their emlo"ees& 'no#ledge and s'ills. Sains%ur"&s ma'e the HRM as their one of the effective caital for heling emlo"ees to imrove. The organi!ation rovides some facilities li'e as education and training to use and share 'no#ledge. Improving performance management system

Sains%ur"&s HRM hels to motivate the emlo"ees to increase their roductivit" as #ell as overall erformance. It also hels to maintain the alignment %et#een the emlo"ers and the emlo"ees. Their erformance management s"stems hel them to recogni!e and re#ard the %est emlo"ees. Developing good relations

Maintaining good relationshi #ith the emlo"ees hel the emlo"ers to trac' their rogress. It also hels to assess the erformance and ta'es the actions necessar" for controlling them. The HRM also drafts the %usiness and mar'eting lan for the coman". Building a Flexible Worplace

Sains%ur"&s HRM ractices reflect changes the locations in the #or'lace. 4urrent #or'ers of the organi!ation ma" e$ect different conditions than those #ere in ast. Toda"&s #or'ers are more diverse and so there s'ills. So it&s no# eas" to maintain more fle$i%ilit" /4hristensen et al.2((50. ecause of retaining olic" of Sains%ur"&s- the" rovide fle$i%le #or'lace including fle$i%le design of #or' environment- #or' assignment- comosition of #or' teams- #or' location- accoun ta%ilit" method and t"es of communication. In such t"e of #or'l aceemlo"ees can customi!e asects of their ,o% to suit their lifest"le. !otivating Worers

Managers of the organi!ation must tr" to ma$imi!e emlo"ee erformance. So the emlo"ers tr" to recruit or romote managers #ho can manage #or'ers effectivel" and efficientl". Sains%ur"&s managers rovides HRM ractices to hel emlo"ees increase the thin'ing of %eing uniue in their osition and ositivel" heling the organi!ation. ecause emlo"ees #or'ing under ositive managers tend to feel more motivated as a result the roductivit" #ill %e increased automaticall" as the" start to thin' that the" are the indisensa%le art of the coman". So Sains%ur"&s HRM ractices is %eneficial for %oth the emlo"er and emlo"ee #ithin the coman".

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1.2 Evaluate the effectiveness of different HR ractices in terms of raising organi!ational rofit and roductivit" #ith e$amle from Sains%ur"&s HRM has %een effective for Sains%ur"&s in terms of raising organi!ational rofit and roductivit". Since the imlementation of HRM in the coman"- it has achieved huge rofit and roductivit" %" the follo#ing ersective6

Innovative and high performing employees

The comanies HRM romotes innovative environment and motivate their emlo"ees for %etter facilities and of course all of these initiatives hel the coman" to increase the roductivit" as #ell as the rofit /7elane" et al.- 18890. Effective direction setting and execution

:eaders and managers la" an imortant role in setting the direction- urose- riorities- goalsand roles of the #or'force. HRM hels Sains%ur"&s to recruit the aroriate managers for the right lace. The" lead the coman" to the suerior lace #ith rofit and roductivit". "eam and individual goals #ith effective communication

Sains%ur"&s HRM hels to set and attain %oth the individual and the team goal as also to achieve them. As the communication mode has %een changed a lot over the last eriods- the HRM rovides the emlo"ees #ith effective mode of communication. Effective re#ards drive performance

hen monetar" re#ards are tied directl" to erformance and #ith each articular goalsemlo"ees reinforce them #ith the tas's more seriousl". That&s #hat haened to Sains%ur"&s after imlementing the HRM to the comanies controlling rocess.

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$haring and collaboration

+roductivit" and rofita%ilit" of Sains%ur"&s imroves magicall" #hen others from the outside the coman" freel" colla%orate and #illingl" share the %est ideas and colla%oration tools. It is HRM #hich hels the coman" to develo formal methods to increase the #a" of the colla%oration and sharing rocess. %on&monetary factors to improve employees

Sains%ur"&s managers- leaders- and team #or'ers rovide nonmonetar" factors that increase emlo"ee e$citement- energ"- motivation- and lo"alt" /Terstra et al.- 188*0. These factors include raise- recognition- e$osure- challenge- feed%ac'- and learning oortunities. It is the coman"&s HR that ensure managers 'no# ho# to effectivel" utili!e these nonmonetar" factors.

'pdating employees( sills to maintain productivity

As toda"&s #orld is full of cometition. So in order to coe #ith the glo%al comet ition Sains%ur"&s has created a massive ace of change #hich means that cur rent s'ill sets must %e continuall" udated. It is the coman"&s manager&s ,o% to identif" emlo"ees #ith less otimal s'ills. So it can %e clearl" understood that different ractices of HRM la"s imortant role in raising Sains%ur"&s rofit and roductivit" over the cometitors.

Tas' (2 2.1 Anal"!e the imortance of emlo"ee relations in resect to influencing HRM decision ma'ing in Sains%ur"&s Ever" erson at Sains%ur"&s share a articular relationshi #ith his;her fello# #or'ers. The" have to do it %ecause the" are human not machine #hich can start #or'ing %" ressing articular s#itch. The" need to tal' and discuss #ith others in the ersective of decision ma'ing. An interactive #or'lace can motivate the emlo"ees #hich can&t %e measured in monetar" values /Roehling et al.- 18850. It is essential that eole are comforta%le #ith each other and #or' together as a single unit to#ards a common goal. So some of the imortance of emlo"ee relations are li'e as the follo#ings6 '

Wor is easy if it is shared among all #orers

In Sains%ur"&s the health" relations among the #or'ers eases the #or' load on an" articular erson and in turn increases the chances of roductivit". As it is imossi%le for one to do ever"thing on his o#n- #or's must %e divided among the mem%ers of the team to accomlish the desired tas's #ithin the assigned time. If the #or'ers have a good relations #ith their team mem%ers- the" #ill have the a%ilit" to assist them to ma'e the tas' eas".

Discouraging conflict among #orers

Good relations among the #or'ers at Sains%ur"&s reduces the chance of conflict and fight among the #or'ers. The" trust each other in assisting in the erformance to fulfill the goals and o%,ectives. The" consider their fello# #or'ers as their colleagues not as the cometitors to their laces. As a result roductivit" increases #hich hels the HRM to ta'e %etter decision for the coman". )oyalty of the employee

+leasant and interactive #or' environment in the Sains%ur"&s hels to create the lo"al emlo"ees. The" feel motivated to erform the tas's assigned to them %" the coman" more #illingl". The" rovide #ith more efforts #hich leads to greater roductivit" and return to the coman" /T!afrir et al.- 2((<0. Moreover the rate of emlo"ee turnover is ver" fe# in the coman" #hich hels to reduce the cost of recruiting ne# emlo"ees ver" soon. Ensuring equality by communicating effectively ,

Effective communication s"stem in Sains%ur"&s hels to ensure the emlo"ees that there are no discrimination across the coman" in an" ersective. As a result the" feel more motivated to erform their tas's to attain their desired goals set %" coman"&s management. +roer communication s"stem hels the coman"&s HRM to ta'e the roer decision in time. So good emlo"ee relations hel Sains%ur"&s HRM in the ersective of decision ma'ing.

2.2 Identif" the 'e" elements of emlo"ment legislation and the imact it has uon HRM decision ma'ing in Sains%ur")s :i'e other reuted comanies- Sains%ur"&s is also maintaining the emlo"ment legislation #hile recruiting the ne# emlo"ees as #ell as for the running emlo"ees in the coman" that has some critical imact on the HRM decision ma'ing for the coman ". So the ma,or elemen ts of emlo"ment legislation are the follo#ings Defining positions

At the time of the recruitment rocess- the coman" has to define the emlo"ees their ositions in the coman". It also descri%es resect to HRM decision ma'ing. #hat #ill %e their rights and resonsi%ilities in the coman" in Proper compensation

The coman" must define their comensation for the emlo"ees at the time of recruitment. It must ensure their emlo"ees a%out their minimum #ages and length of their #or' hours /Morgan et al.- 2((*0. After the roer agreement on ever"thing- the coman" identifies and select their desired emlo"ees. Ensuring equality

The coman" must ensure the eualit" in ever" ersective #hile aointing the emlo"ees. There #ill %e eualit" in #ages- se$- #or'ing hours- health facilities and also in other ersectives. there are an"HRM discrimination in an"can criteria the emlo"ees can as' for legislative hel to fulfill If their demand. of the coman" influence the emlo"ees ositivel" if the" can ensure eualit" in all ersective.

"ime of #or

Emlo"ees should %e a#are of their time to the coman" #hich means the dail" or #ee'l" #or'ing hours to erform the tas's. The" ma" erform the overtime duties %ut the" have to get the roer comensation for the overtime. The coman" should allo# them the roer leave and leave on an" articular occasion /:eana et al.- 18880. This time distri%ution to the coman" hels the HRM to ta'e %etter decisions. (

So these legal actions must %e ensured %" Sains%ur"&s #hile recruiting the emlo"ees as the" have contri%uted to the coman" #hich has the ositive imact on HRM decision ma'ing for the success of the coman".

Tas' (* *.1 +reare a ,o% descrition and erson secification for a team leader in Sains%ur"&s- ta'ing into account legislation and coman" olicies. =o% descrition for a team leader in Sains%ur"&s ma" %e li'e as the follo#ing *ob "itle+ Team :eader /4lar' et al.- 18820. *ob purpose+ Manages and leads a team of emlo"ees in Sains%ur"&s. 4ommunicating the coman"&s goals- o%,ectives- olicies and ractices and roceed to the team. Motivating the mem%ers of the team to imrove the erformance. Heling the coman"&s HRM to hire- train and imrove the eml o"ees to 'ee the team uda ted to erformance. :in'ing %et#een the

management and team mem%ers in assessing the erformance. *ob Duties+

Heling the managers and %e the manager #hile the manager is a%sent. >ee the detailed records of management tas's /el%in- 2(120. Hel management hiring and training the ne# emlo"ees. 4ommunicate #ith management and team mem%ers. Identif" strategies to romote team mem%er for achieving goals. 4onduct team meetings for o%taining the overall erformance. Sul" ualit" customer services. Generates and shares the erformance reort to ans#er the uestions of the team mem%ers. Solve the ro%lems of the fello#men.

$ills and ,ualifications+      

+revious e$erience on team leadershi. 4omlete 'no#ledge a%out coman"&s roducts and legislation olicies. S'ills on motivation. Good leadershi s'ill. Strong #ritten and oral communication s'ills. S'ill to %uild strong relationshi #ith emlo"ees. )

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Self?motivating. Attractive ersonalit".

+erson secification for a team leader in Sains%ur"&s ma" %e li'e as the follo#ing -no#ledge of

An understanding on the comanies& rinciles and ractices including HRM and legislative ersective. An insight to #or' #ithin the grou />ur! et al.- 2((20. An understanding in the comanies& current and desired level of erformance. Experience   

E$erience of #or'ing #ith eole of relative grou. E$erience on hiring and training eole. E$erience on managing comanies HR olices.

.cademic requirements  

A recogni!ed and relevant ualification on this t"e of ersective #ith %right academic ualification. 7egree on training and managing emlo"ees #ill %e refera%le.

So these are the 'e" elements should %e included in ,o% descrition and erson secification for a team leader in Sains%ur"&s ta'ing into account legislation and coman" olicies.

/onclusion+ In this reort man" asects of human resource management have %een discussed in to consideration #hich have sho#n the effectiveness of HRM in raising coman"&s roductivit" and rofit- imact of the HRM in coman"&s decision ma'ing- imact of good emlo"ment relations in decision ma'ing #ith e$amles. In addition to emlo"ees right and resonsi%ilities or the legislation o#er of the #or'ers in the coman" has %een descri%ed in a detail in this reort. After evaluating ever"thing it is clear that human resource management in Sains%ur"&s hels the coman" to influence the emlo"ees and ta'es the %etter decisions to achieve strategic goals.

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References Me"er- =.+. and Smith- 4.A. /2(((0. HRM ractices and organi!ational commitment6 Test of a mediation model. Canadian Journal of Administrative Sciences - 17/<0- .*18. Edgar- @. and Geare- A. /2((30. HRM ractice and emlo"ee attitudes6 different measures? different results. Personnel review- 34/30- .3*
Roehling- M.- 4avanaugh- M.A.- Mo"nihan- :. and os#ell- .R. /18850. The nature of the ne# emlo"ment relationshi /s06 A content anal"sis of the ractitioner and academic literatures. T!afrir- S.S.- aruch- B. and 7olan- S.:. /2((<0. The conseuences of emerging HRM ractices for emlo"ees) trust in their managers. Personnel 'eview- 33/90- .925?9<.

Morgan- 7. and Ceffane- R. /2((*0. Emlo"ee involvement- organi!ational change and trust in management. International #ournal of %uman resource manaement- 14/10- .33?3. :eana- 4.R. and Dan uren- H.=. /18880. rgani!ational social caital and emlo"ment ractices. Academy of manaement review- !4/*0- .3*5?333.

4lar'- >.. and heel#right- S.4. /18820. rgani!ing and leadingF heav"#eightF develoment teams. California manaement review- 34/*0- .8?25. el%in- R.M. /2(120. (eam roles at wor). Routledge. >ur!- R. and artram- 7. /2((20. 4ometenc" and individual erformance6 Modelling the #orld of #or'. *rani+ational effectiveness, (%e role of psyc%oloy- .22?233.

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