Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
The strengths and weaknesses of recruitment and selection
Features of documentation in recruitment
Analyse recruitment documentation
Don’t take our word for it - see why 10 million students trust us with their essay needs.
A Comprehensive Overview and An Analytical Insight Into Human Resource Management at Barclays Bank Plc
Introduction
============
This report is being produced to fulfil the criteria required for unit
4 of the AVCE course in business. It gives a comprehensive overview
and an analytical insight into human resource management at Barclays
bank plc. The report particularly focuses on the possible conflict
between Recruitment and Selection and Training and Development. At
Barclays bank plc in view of current economic climate for banks of
competition.
My report is going to include the four following functions:
1. Human Resources Planning - this will include
; Responsibilities covered by the HR function in the business, the
importance of people to the business
; Internal staffing information and external labour market information
to plan HR within the business
; Relevant labour market information and my comparison with how my
chosen business has used labour market
; An analysis of how relevant labour market trends relate to ongoing
HR planning of the business
2. Recruitment and selection - this will include
; Staff records, Human resources department will keep a record of
every employee - past and present. This usually kept on a computer
database. The record will include details of the employee's name and
address, date of birth, current job title and salary, starting and
leaving date, qualifications and experience and works number.
It is important for the department to have all personnel records
confidential, especially comments on attendance, punctuality and
personal circumstances.
; Identification of the features of key recruitment documents and the
factors to be considered in planning to fill a vacancy and carrying
out interviews
; An analysis of the key recruitment documents and an evaluation on
the quality of information in relation to the purpose of each document
; All organisations regularly need new staff - either to replace those
who are leaving or to fill in new vacancies if the company is
expanding. This is where personnel department comes in.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
A. The Human Resources Framework The human resources framework is one of the four framework approaches identified by Bolman & Deal; this frame regards people’s skills, attitudes, energy, and commitment. The human resource frame defends the ideas that organizations can be stimulating, rewarding, and productive (Bolman, & Deal, 1991). The human resources framework focuses on leadership styles of support, advocate and empowerment, and provides efficient and transformative change for your organization by addressing human issues, leading to greater accomplishment of goals and better individual, team, and organizational performance. The leaders increase participation, support, share information, and transfer decision making down to employees in the
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
Terms of reference: This report is being produced to fulfil the criteria required for Unit four of the Advance Vocational Certificate of Education (AVCE) course in Business Studies. It will give a comprehensive overview of the way's in which the human resources function(s)', within businesses are organised and managed and how they operate, and an analytical insight into the human resource management team, of the business that I' am focusing on, which is HSBC Group Plc. The report will specifically focus on the possible conflicts of interest between employees or individuals, the way's which human resources planning procedures take place, the recruitment and selection process, training and development programmes and performance management at HSBC Group Plc, in view of the current economic climate for retailing/banking. An Introduction to the Report: In this assignment, I have been asked to structure an analytical approach, about human resources and its effects, on one business, and to file all of my information in one simple, but sophisticatedly structured report.
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.
Human Resources Management (HRM) have been increasing aware by Business Studies and Organisation Management approaches because it closely related to organisational daily and organisational performances (Kalleberg & Moody, 1994). Human resources practices are suggested have influences on improving organisational performances in most organisations. Basically, oorganisational performances refer to the outcomes of employees performances and daily working which reflect the ability of one organisation fulfil its objectives and goals, such as employee’s performances, productivities, employee’s job satisfaction, financial outcomes (Huselid, 1995).
...selid, M.A. 1995. ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol 38, pp635-670.
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
Torrington, D., Hall, L., & Taylor, S. (2005). Human resource management (6th ed.). Harlow, Essex, U.K: Prentice-Hall.
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
It is discussed that after the financial collapse in 1945, the human resource management has undergone several modifications due to the tremendous strain which the modern organisations have to endure nowadays. The causes responsible for changes in human resource management are
Scholes and Johnson (1993) explain strategy as the long-term goal and vision of a company, which satisfy the shareholders’ prospect in the course of aligning of its assets to its varying situation. Methods of Human resources are essentials for any company to succeed. Hence, overseeing these practices of human resources efficiently possibly will lead to overall effectiveness of the company. Thus, Human Resource Management (HRM) can be stated as in general administration choices and mechanism which rule the way in which the institute and its workforce syndicate. (Beer, et al., 1984, p.1).
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
have more of a major effect on the company's health. Irving Burstiner was quoted in in The