Human Resource Management - Essay Example

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Human resource management Contents Redundancy 5 Introduction 5 Context 5 Law 5 Process 6 Best Employment Practices in United Kingdom 7 Conclusions 7 Pros and Cons of Structured Interviews 7 Introduction 7 Context 8 Structured Interviews 8 BARS 8 BOS 9 Conclusions 9 Human Resource Planning 10 Introduction 10 Context 10 Forecasting of Internal Labour Supply 10 Forecasting of External Labour Supply 11 Conclusions 12 E-Recruitment and E-Selection 12 Introduction 12 Context 13 E-Recruitment 13 E-Selection 14 Conclusions 15 Performance Appraisal 15 Introduction 15 Context 15 Utility and Betterment of Appraisal Systems-A Critical Approach 15 Role of Line Managers 16 Human Resource Functions in regards to Performance Appraisal 17 Conclusions 18 Psychological Tests 18 Introduction 18 Context 18 Different Types of Tests Used in Selection Process 18 Factors in choosing the right Psychological Test 19 Data Protection Act 19 Conclusions 20 The Equality Act 2010 20 Introduction 20 Context 21 Sexual Orientation 21 Equal Treatment Process 21 Burden of Proof 22 Remedies 22 Conclusions 23 References 24 Redundancy Introduction The employment legislations pertaining to the region of United Kingdom refer to the concept of redundancy as a situation when the current job in practice in a particular sector or company turns redundant or is no longer required. In such cases the manpower attached to such job or employment practices is found to be no longer retained by the company but rather given voluntary retirement (Taylor, 2005, p.360-361). The factors that hint on the situation for which the business organisations are needed to make the staff redundant are highlighted above. However it is strongly considered that such employers or owners who resort to the dimension of redundancy must fulfil certain procedural conditions before implementing such (Cushway, 2009). The best practices observed in regards to the employment sector of United Kingdom are conducted based on the Fair Employment legislations pertaining in the region. Context Law These happenings of redundancy are often related to the degradation of the productivity factor of the employees. Further the Employment Rights Act of 1996 in practice in United Kingdom states hints many factors which are related to the cause of redundancy. The legislation states that redundancy can happen on the part of the employer when he or she ceases to run a business which tends to employ a large number of people. Again the employer may happen to change the place of business activity for which employees residing in one area may turn redundant to the corporation. The employer may also feel that there is less requirement of employees pertaining to a certain segment and thus tends to reduce the number of people in such segments. Finally the employer may also decide to cease the business segment in operation where the employees redundant were previously employed. However the above cases reflect situations which cannot be taken as legitimate from the legal standpoint and hence requires some procedural followings. (Taylor, 2005, p.360-361; Gernard and Judge, 2005, p.329). Process Firstly the employer is asked to consider the different feasible alternatives like conducting layoffs or putting employees in short term contracts rather than making them fully redundant. However if it is felt that redundancy is the only option then the employer is required to act on such in an unbiased manner whether conducted on a group or in regards to some specific individuals. The employer is required to render some salient points or objectives for which redundancy is best chosen. Secondly in regards to making specific employees redundant the employer is required to render a written declaration to them stating the rationale for which the company desires to cease their employment. Such employees are also required to be invited for gaining their views on such. However in cases where in 20 or more employees are made redundant then adequate rationale is required to be put to the body called Department of Business as well as meetings should be made with employee representatives. Thirdly the employer is required to render payments to the redundant employees based on statutory guidelines as given by the Department of Business. Organisations failing to such face situations where the employees can render complaints to the grievance cell appointed by the government and thereby claim adequate compensation (Cushway, 2009). Best Employment Practices in United Kingdom The best employment practices based on the Civil Rights Law of the European region pertain to abolishment of discriminatory practices in regards to different races, gender differences and also differences based on employment of people pertaining to different religions. Thus the employers of United Kingdom focus on strictly abiding by such legislations to help sustain a clean and productive atmosphere in the work zones. Discrimination based on gender and race differentiations are strictly avoided and also protection is rendered to help minorities work in a productive manner along with other employees (Jain, Sloane and Horwitz, 2003, p.72). Conclusions Business employers often use the system of redundancy in reducing the number of unproductive workers in the organisation. However adequate information and compensation must be generated before resorting to such process and also feasible alternatives must be evaluated against taking resort to such actions. Pros and Cons of Structured Interviews Introduction Interviews conducted through the form of questionnaires can be both structured and unstructured in form. The structured set of interviews conducted by the researcher reflects some definite advantages and disadvantages which can be enumerated as under. Further the section also reviews the process of BARS and BOS related to rating the responses of the behavioural traits of the respondents. Context Structured Interviews Structured interviews developed for the process of selection of candidates are based on the preparation of questionnaires. The questions are generally open ended in nature and helps the interviewer to gain an in depth knowledge about the experiences and aptitudes of the person before selecting them for the designated role. However such interviews suffer from factors like biasness, limitations and for lack of validity (Noe et. al, p.194-196). BARS The use of BARS or ‘behaviourally anchored rating scale’ is done by the researcher to rate the respondents behaviour based on rating scales ranging from unsatisfactory to excellent ranges. The use of this scale is considered the best for it helps the researcher to get specific responses pertaining to the different departments or sectors where it is employed. However such approach focuses more on the qualitative aspects rather than taking quantitative data sets. Thus such approach helps in generating a more detailed understanding of each of the different roles or business segments in which it is employed. A significant advantage in regards to the rating approach is that because of the generation of specific ratings based on different interviews it helps in reducing the effect of biasness and also enhances the controlling factor of the employers. However the method has some significant disadvantages. Firstly the research conducted based on such is found to take large amount of time and cost of the researcher. Secondly the need for continual updating of the research scales is essential to enrich the validity of the same in regards to future prospects. Thirdly owing to the above reasons the rating scale earns some significant limitations for which it can only be employed by larger organisations that have considerable expertise to handle such and not used by small enterprises (Pope, 2005, p.5). BOS The scales meant for measuring behaviours based on observation or in common terms behaviour observation scales (BOS) best suits for rating behaviour of the respondents in relation to their work environment or in regards to the tasks they perform. The behavioural scales employed either rate the individuals based on the different behavioural attributes or in regards to their overall performance. The best advantage obtained from the use of this rating scale is the understanding of different behavioural traits of different individuals while working in the same job environment or while performing the same task. This helps the employer to assess the difference in the mental potential of the employees to take to different occupational challenges. However this behavioural scale also suffers from some significant disadvantages which can be described as follows. Like the ‘behaviourally anchored rating scale also suffers from specific limitations. Herein also the same behavioural traits can emerge from different individuals deputed to a certain work environment or given a specific task to be performed. This happens because the same observational scales are used for gauging or evaluating the behaviour of a number of employees working in the same situation (Smither and London, 2009, p.219). Conclusions Structured interviews have emerged as an effective tool in regards to the selection process of candidates for specific organisational posts. Special scales are employed to rate the behavioural responses of the respondents. However these scales also suffer from potential limitations which must be taken care off to enhance their due effectiveness. Human Resource Planning Introduction The planning function concerning human resources is centred on forecasting of supply of both the internal and labour. Such forecasting methods are dealt with in an explanatory fashion in the following sections. Context Forecasting of Internal Labour Supply The Human Resource Planning Techniques involved with forecasting the movement of labour inside the organisation takes into hold specific quantitative techniques which would help the employer to rightly assess the total requirements of labour inside the organisation. The forecasting of internal requirements of labour inside the organisation depends on the understanding of the reasons for the creation of vacancies in the different departments owing to events like promotions of performing employees, transfer of some people to other areas and also negative aspects like making people redundant or subjecting them to dismissal. The different quantitative methodologies applied to conduct forecast of internal labour supply consist of analysing of the number of people who are evaluated as those who would switch over to other concerns and thus are regarded as the wastage to the company. Again on the contrary the number of employees must be evaluated who are considered as people who would not leave the present concern and thus would render stability to the concern. Further the level of promotions that would be rendered to the productive employees in each of the several departments must be assed to understand the creation of vacancies. Finally turnovers of employees must also be recorded and analysed to understand the reasons for the same and also in calculating of specific internal requirements (Wilton, 2010, p.157). In regards to the forecasting of internal labour supply in the companies another specific research methodology that can be used is referred to as the transitional matrix which lists the different job categories in one end and on the other reflects the number of employees in proportionate amounts in the second column. This method is considered advantageous for it helps in specific understanding of the labour requirements in different areas and thus would help in the right forecasting of labour force (Noe, et.al, 2006, p.138-139). Forecasting of External Labour Supply Again in regards to the forecasting models for evaluating the supply of labour forces pertaining to the external environment several factors need to be considered pertaining to the demographic, economic and political realm. Further different external forces rule the supply of labour in regards to regional, local and national boundaries which needs to be evaluated in order to make effective demand forecasting. Similarly the international laws and regulations pertaining to labour forces need also be evaluated to help in the proper forecasting of labour supply (Wilton, 2010, p.157). The forecasting mechanisms in relation to evaluation of the needs for external labour supply using large amount of statistical models also tends to assess the specific production capacities of the organisation in regards to the increase in demands for such in the market. Tracking and forecasting of changes in market demand for the goods and services is observed to bear strong relations to the forecasting of external labour supply in different company locations and sectors. Moreover changes in the practice of technology used in the organisations and also the development of the job and employment market pertaining to certain regions need tom are strongly evaluated to help in planning of human resources depending on the different forecasting tools. Statistical methodologies used in forecasting of the supply of labour pertaining to the external marketing conditions rely on collection of accurate data over which statistical modelling and formulation is required to be conducted. Thus forecasting based on statistical methodologies require to conduct an overall assessment of the different external marketing conditions before making the right forecast of supply of external labour. Overall assessment of the conditions is required to reduce the chances of error related to forecasting (Jackson, Schuler, and Werner, 2008, p.187). Conclusions Forecasting of labour supply stands out to be a potential tool in regards to human resource planning functions. In this regard it is observed that different methodologies are adopted for forecasting of internal and external labour supply governed by different factors. E-Recruitment and E-Selection Introduction With the development of internet technology the human resource functions pertaining to recruitment and selection have gained new dimensions. The section below highlights the areas of development and advantages of software creation in regards to the recruitment and selection functions. Context E-Recruitment With the development in the realm of internet technology the process of conducting recruitment on an online basis is also gaining large amount of changes. Development of the electronic communications sphere has largely developed the process of conducting online recruitments which earlier depended on tools pertaining to client-server interface and other online bulletin boards. The development of the internet helped the employers in gaining potential recruits through the online recruitment system which previously failed to generate the right people owing to lack of expertise. The earlier software focused mainly in getting a large number of databases but failed to significantly track the experience or knowledge of the person for which he or she would be recruited by the organisation. This fact led to the increase in the number of employees in the organisation but failed to help the concern to gain more productivity (Schweyer, 2010). The process of electronic recruitments has gained large amount of popularity owing to the facts that it helps in saving the costs of the concern pertaining to recruitment in a significant manner. Moreover the organisational employers can gain access to large number of potential employees through the online process which otherwise would have needed conducting large number of recruitment fairs and putting advertisements in the print and visual media to gain the attention of potential job aspirants. Further the use of online recruitment system also helps the employers to share effective information with the potential employees through continuously updating the recruitment requirements. Change in the levels of organisational structure together with change in the job roles and creation of new roles can be informed accordingly to the job aspirants. Again the process of taking online recruitments helps the employers to take online tests to judge the ability of the aspirants. The standardization and scoring process of such online tests can be conducted more effectively through the online recruitment process (Armstrong, 2006, p.421). E-Selection Like the online recruitment process the process of electronic selection of human resources in the organization is taking resort to large amount of development and changes. Though the process of electronic recruitment has gained considerable popularity yet the process of electronic selection has failed to gain such high popularity and widespread use owing to certain factors. It is found that because of large scale dependency of electronic selection on internet it helps in creating a virtual world reducing the point of contact with the effective candidates. Thus it is seen that people with less potential get chance in the organisation making prospective candidates suffer the dearth of jobs. In the second case the process of development of electronic selection tools are found to be quite expensive for the organizations. Development of software for the process of conducting the electronic selection is both time consuming and also requires considerable expertise which is not present in the organizations at all times. Thus owing to the above mentioned reasons it is found that very less number of organisations round the world take help of electronic selection process. Again the rise in the activities of outsourcing human resource functions pertaining to recruitment and selection has in fact reduced the need for employers to develop the electronic selection tools for conducting required human resource functions. Thus many organisations pertaining to the region of Belgium are found to complaining against the growth of use of internet technology in the sphere of human resource functions like recruitment and selection. The organisational employers in this region are found to reflect a large amount of fear in regards to extensively using internet technology in regards to choosing the right candidate because of the said reasons for which they tend to depend on the stereotype processes (Brewster, Mayrhofer and Morley, 2004, p.153). Conclusions Development of electronic recruitment process helps the business organisations to reduce large amounts of business costs and thus gains large amount of popularity. However in comparison to the electronic recruitment process the system of electronic selection has failed to gain due attention for lack of focus and growing complexities adhered to it. Performance Appraisal Introduction The process of performance appraisal helps both the employers and employees in enhancing the organisational productivity. Performance appraisal systems can help the employees to understand their drawbacks and thereby can change accordingly. Again such systems help in enhancing the effectiveness of the recruitment and selection processes (Fallon and McConnell, 2007, p. 221; Hernandez, 2009, p.228). Context Utility and Betterment of Appraisal Systems-A Critical Approach The performance appraisal systems present in the organization reflects large number of utilities. Firstly this system through the rendering of potential feedbacks to the employees based on their performances helps in enhancing the productivity potential. Secondly through the above aspect the activity of performance appraisal also helps in adequately sustaining the performance potential of the organisation. Thirdly it helps the employers and managers to rightly identify the productive personnel in regards to the total pool of human resources. Fourthly the system also helps the employees to understand the level of expectations and hence is required to perform accordingly (Fallon and McConnell, 2007, p. 221). In order to make the performance appraisal system quite effective it is required by the human resource managers to identify the potential loopholes and suggest better remedies for them. Firstly the performance appraisal systems must not be only centred for short term activities. Rather such systems must focus strictly on long term activities. Secondly it is often found that implementation of performance appraisal systems takes into consideration organisational bias. Thus it tends to overlook such people who are non-productive or are inferior in nature to help put a clearer image of the concern. Thirdly it is observed that the use of performance appraisal systems in the organisation tends to bring about organisational conflict and jeopardizing the fabric of teamwork. Owing to the above cause in many concerns such system is avoided. Performance Appraisal systems to be highly effective must not only focus in enhancing the growth of the concern but must also focus in enhancing the quality of leadership in the individuals. Furthermore in the fifth case it is observed that organisational supervisors and managers are often tempted by the owners to put good ratings in the performance appraisal sheets for which the whole objective of conducting the same is tarnished. Finally in the sixth case care must be taken to enhance the significance of quality in relation to the performance appraisal systems. Thus employees given advice based on the performance appraisal systems would both focus on quality and quantity enhancements (Ivancevich, 2008, p.254). Role of Line Managers The line managers pertaining to human resource functions need to fulfil salient points in order to make the performance appraisal system quite effective. Firstly the line manager is required to focus on the key performance potentials of the different employees working in the concern. Secondly the line manager is required to encourage the different employees to take challenging tasks in order to enhance their productivity and confidence levels. Thirdly in order to make the employees ready for appraisal the line manager must focus on the weak areas of the different employees and must take steps to address such. Fourthly the line manager can conduct mock appraisals to help the employees gain confidence and also to reduce the performance gaps. Finally in the fifth case the line managers must enhance the system of transparency to help gain the reviews of the different organisational employees (Khurana, Khurana and Sharma, 2009, p.21). Human Resource Functions in regards to Performance Appraisal The human resource management functions in an organisation pertaining to the process of recruitment and selection are found to reflect potential ties with the performance appraisal process. Through the use of effective performance appraisal syst6ems the human resource managers can strategically change the recruitment and selection functions to help recruit the right employee base to suffice organisational objectives. Again the performance appraisal systems can also help the human resource managers in effectively designing the training and developmental programs to help develop the productivity of the employees and also in reducing significant performance gaps. Finally the level of compensation of the employees can be enhanced accordingly with the level of his performances and also based on the score of one’s performance appraisal (Hernandez, 2009, p.228). Conclusions Performance Appraisal systems turn out to be an effective tool in the hands of business managers to help increase both the productivity of the employees and also in bettering up the relation of the managers with the employees. Human resource managers can use the performance appraisal systems to help take the right recruits and effectively train them for meeting business objectives. Psychological Tests Introduction To choose the right candidate for the right job processes or role different types of psychological tests are conducted. These tests help in ascertaining both the intellectual capacity and the aptitude of the individuals in regards to the specific job roles for which they are being taken. Legislations have been passed to take care of the personal information of the candidates having appeared for the tests (Gregory, 2004, p.58; Bartram and Lindley, 2006, p.86-87). Context Different Types of Tests Used in Selection Process Organisations taking employees pertaining to intellectual capacities tend to conduct intelligence tests to take the right employee. Secondly the organisations can also conduct the aptitude tests in order to test the ability of the employees to help judge the ability of the workers to adapt to the working climate. Thirdly in order to recruit and select employees for strategic roles creative tests are conducted to test the innovation potential of the employees. Fourthly to judge the personality traits of the individual to help suffice the organisational objectives the personality tests are conducted which reflects the behavioural potency of the employees. A special type of test is taken to test the areas of interest of the employees which helps the organisational manager to rightly choose the employees for the roles present. This test is known as interest inventories. Another type of test conducted is the neuropsychological tests which reflects the nerve and brain potential of the employees to carry out the required task. Seventhly the test carried out refers to determining the frequency in which the behaviour of the individual tends to get repeated. Finally the achievement tests are conducted to help understand the growth of the individual based on the learning curve of the organisation (Gregory, 2004, p.58). Factors in choosing the right Psychological Test Firstly it must be observed whether the test chosen effectively fulfils the objective for which it is taken and is just not a piece of intellectual exercise. Thirdly it must be observed that whether the people for whom the test is selected are aptly trained to sit for such. This reduces the level of wastage of time, energy and cost related to such. Finally in the third case the test should be designed to help satisfy the technical attributes expected to comply in regards to such (Marnat, 2009, p.58). Data Protection Act The act requires the business organisations to duly comply with the rules and regulations of the act before publishing personal data on the online sphere. Moreover the act oversees the purposes for which personal data is published on the public sphere and requires total legal motive behind it. Further the level of personal data published in the public medium must be strictly judged as referring to the point and hence requires a limit over the amount of data to be published. The act also states that the organisations cannot exchange personnel information with other concerns outside a specific business territory like the economic region of Europe. Personal data published on the online sphere must be deleted by the organisations in that the requirement for such adequately finishes. The above fact reveals that the strictly desires to restrict the use of such personal data to meet key objectives of the organisation and must not be used for secondary uses. Finally the act mentions of taking legislative and authoritative actions in cases where such data is subjected for wrong uses or where potential data is lost for keeping such beyond the stipulated time (Bartram and Lindley, 2006, p.86-87). Conclusions It is found that different types of psychological tests that are conducted to rightly select the employees are generally eight in number which serves as a tool to the organisational managers. However specific factors must be underlined while choosing the right test for the selection of the appropriate candidate for the job. To help protect the personal data of the individuals published in the testing process the Data Protection Act passed during 1998 is passed which limits the use and extension of time in regards to publishing of the data. The Equality Act 2010 Introduction People coming from different races, religious capacities and also pertaining to different gender groups come to work in a particular organisation. The Equality Act of 2010 passed in United Kingdom helps in protecting the rights of such individuals coming from diversified fields through the documents submitted by the grievant in such respects (Kelly et.al, 2011, p. 495-496; Kirton and Greene, 2010, p.159-160). Context Sexual Orientation The Equality Act of 2010 observes sexual orientation in regards to persons who shows such orientation to people pertaining to the same gender or to the opposite gender. Further such orientation is also observed for individuals showing the same liking for people of either gender. Thus this act judges the sexual affinity of different persons working in the organisation with each other (Great Britain, 2010, p.6; Lewis and Sargeant, 2004, p.57, 61). Equal Treatment Process The procedures of Equal Treatment as given under the directives provided by the Equal Treatment Act of 2010 provides safeguards to activities like discrimination in regards to issues like sexual orientation and other cases pertaining to religious or disability. Such protection from discrimination would enable the people of either sex to equal access to commodities and services produced by the company. The procedures of Equal Treatment is gaining rapid popularity for which it is likely that such would be extended to places beyond the workplace boundaries and would thereby include all other social institutions in the region of Europe where such discrimination pertaining to sexual orientation, religion or any other issues regarding disability has been found. Moreover the European Parliament has also endorsed that such directives on Equal Treatment as provided by the Equal Treatment Act of 2010 can help to protect the rights of children in issues like child labour where malpractices increasingly reign. Thus the Equality Treatment process is a tool which is extensively used under the banner of Equality Act 2010 to help provide safeguards to large amount of discriminatory activities practiced in the workplaces of United Kingdom and in several other European Regions (Kelly et.al, 2011, p. 495-496). Burden of Proof The burden of proof in regards to issues pertaining to several types of discrimination either of sexual intent or pertaining to other grounds like religion or physical disability acts both in the cases of the employee and the employer. However it is found that where the employee or the claimant who had filed the petition for getting due protection has already been able to present documents showing the practice of discrimination the onus of not proving guilty shifts to the shoulders of the employer under whom such discrimination found ground. This directive in the burden of proof section is an amended directive which helps the Equality Act of 2010 to take proper care of issues pertaining to discrimination. Further the directives in relation to Burden of Proof further state that the grievant can render a number of questions to the party under whom such discrimination had been practiced like the employer which helps to gain further proof of the situation in which such discrimination was practiced. However here the employer in no way can be forced to provide answers to such questions and thus can easily evade them. Herein it must be noted that such acts of evasion in regards to the employer strictly confirms that discrimination is practiced in the workplace which now the employer is endeavouring to escape from. Remedies Several types of remedies are rendered to the claimants who are able to prove the prevalence of undue discrimination practiced in the workplaces. The first type of remedy that can be rendered to the claimants of such process is that of generating adequate compensation. Generating compensation helps cushion the effect of being victimised through discrimination. In another type of remedy that can be offered by the employment tribunals is of asking the employer to grant written consent that such practices of discrimination would be hereby ceased at the workplace. This fact helps in protecting the position of the employee or the claimant who had been the sufferer of such discriminatory practices (Kirton and Greene, 2010, p.159-160). Conclusions The Equality Treatment process is a tool which is extensively used under the banner of Equality Act 2010 to help provide safeguards to large amount of discriminatory activities practiced in the workplaces of United Kingdom and in several other European Regions. In the process the position of the employer is also questioned in regards to the burden of proof rendered by the claimant in regards to discriminatory practices and further the claimant is compensated accordingly. References Armstrong, M. (2006). A handbook of human resource management practice. United States: Kogan Page Publishers. Bartram, D., and Lindley, P. (2006). Psychological testing: the BPS Occupatonal Test Administration Open Learning Programme. Wiley-Blackwell. Brewster, C., Mayrhofer, W., and Morley, M. (2004). Human resource management in Europe: evidence of convergence? London: Butterworth-Heinemann. Cushway, B. (2009). 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