Human Resource Planning and Management Elements of Hunt's Transport - Essay Example

1.0 Introduction This paper is a human resource management investigative project that focuses on Hunts Transport, a UK haulage company. Hunts Transport is a Surrey based logistics and transport company that provides same day courier and delivery services. Hunts Transport also has specialised services like trailer mounted forklifts, hiab delivery and full load and part load delivery services. Hunts Transport has over 30 vehicles in its fleet. The company has more than 50 employees and it has a nationwide coverage in its operations. The compnay is a family-ran business but is registered as a company in the UK and is ran through various principles of corporate governance and best practices. In this paper, the researcher undertakes field work on the important elements and aspects of the human resource management unit of Hunts Transport. This research includes an exegesis on the human resource management elements of the company. In doing this, the following objectives are explored: 1. An analysis of the relationship between human resource management and Hunts Transports strategic objectives 2. An assessment of the legal and organisational frameworks for employment of the staff operation of the HR department. 3. An understanding of the effects of the organisational environment on staff. 4. An evaluation of the companys grievance, disciplinary and dismissal processes. 2.0 Research Design In doing this research, the writer undertook a detailed fieldwork on the important elements and factors of the company. This was done through various methods of taking information on important components of the company through direct enquiry to attain primary data for the paper. The paper also involved a critical analysis of the findings in relation to important facts and figures that relate to human resource management. This is used to interpret the data and provide a detailed analysis of the way things are done in the company. From the analysis, conclusions and inferences are draw. Data is acquired through the collection of information and important elements and aspects that relate to the company. This is done in three parts. The first part involves a structured interview with the HR manager of Hunts Transport. The interview include an acquisition of information relating to important aspects of the company that define the human resource unit of Hunts Transport and its relation to other components of the business like the strategic plan of the company. These findings are subjected to further scrutiny in the second part which involves questionnaires that would be sent to a large percentage of the people in the company. This will be questions that would inquire about important elements and aspects of the application of the HR systems and how they relate to these individual members of the organisation. Finally, the research would involve a focus group interview that would take cross-sectional information about participants chosen from different units of Hunts Transport. This will provide an important exposition of how each of the people and groups feel about different elements and aspects of the companys operations. The findings from these three activities are collated and presented in a form that can be understood. This leads to a section on discussions which matches these findings in relation to the major trends and elements on human resource management. This leads to conclusions and final words in the research. 3.0 Literature Review This section examines the key concepts and ideas that would be used to guide the research design and the research interpretation. To this end, this section would involve a critique of important ideas and concepts in human resource management from the perspective of top international managers and scholars. The section would critique secondary sources for the meanings of human resource management plan, HR in the organisational context and how HR fits into other units and departments of businesses. It will also assess the disciplinary systems and structures of organisations. 3.1 Human Resource Plan Human resource plan is the methodology used to like intellectual capital and human talent with business success (Rothwell and Kazanas, 2009). In other words, human resource planning is the method through which the skills and potentials of people in a given organisation are used for the best and most optimal results. Caruth et al have a different view of human resource plan in organisations. They state that “A systematic process for setting policies governing the acquisition, use and disposition of personnel in order to achieve organisational objectives” (Caruth et al, 2008: 117). This adds another dimension to HR planning. It indicates that it is a structured and conscious method that is used to attain the end of acquiring the best employees and encouraging them to provide at the best level. 3.2 The UK Workplace and Human Resource Generally, the British organizational environment needs to be streamlined and aligned with human resources to attain success in the workplace (Sims, 2002). Hence, human resource management unit is a strategic business unit in organisations that translate strategy to the people of the organisation (Sims, 2002). Human resource management is involved in setting out the organisational structure and forecasting the employee and labour needs of the organisation (Workplace Law Group, 2012). This means that HR is a function of defining the organisational systems and finding out what needs to be achieved through employees. According to Erasmus and Swanepoel, this is done by assessing the workload to be completed, competitive advantage needs and resources available (2004). Through this, the HR department comes up with the organisational structure and labour needs as well as labour targets to be attained to meet the organisational goals. Basically, the HR unit is responsible for five main things (Caruth et al, 2008). This include recruitment and selection which involves bringing in the right people to work for the company. Appraisals to ascertain improvement and performance levels. Career development is about helping people to improve through learning and training. Motivation means the workers are encouraged through intrinsic and extrinsic inducers and factors that will help them to give off their best. Staffing administration involves working to ensure that the relevant paperwork and other things data are kept on employees and staff members. 3.3 UK Employment Laws In the UK, parliamentary sovereignty and rule of law requires that the actions of people and businesses conform with the laws of the land. In the UK, employment law is segregated into contract related matters and public related laws (Rowley and Jackson, 2009). This means that most companies have contracts that regulate their relationship with their employees whilst others have to use national and local laws as criteria for their actions (Marchington, and Williamson, 2002). This culminates in two distinct branches of law; civil and criminal law which provide degrees of requirements on employers (Cowling and Mailer, 2012). The main components of law in the UK work environment are derived from litigation, legislation, deregulation and European Union Law (Cowling and Mailer, 2012). The legal framework guides actions and issues. However, in cases of conflict, employees have the right to take their case to employment tribunals (Workplace Law Group, 2012). They also put obligations on employers like employee health and safety and accountability requirements (Banfield and Kay, 2008). 3.4 Disciplinary Processes One of the elements of human resource management is dispute resolution and disciplinary processes. This is because employee relations is steeped in the resolution of issues and problems. In the UK, human resource management involves three main types of disciplinary and dispute resolution systems (Brotherton, 2012). This include legally required terms written in contracts. The second is the Advisory Conciliation and Arbitration Services (ACAS) Code. The third is the Informal system where disputes are resolved amicably. In other instances, organisations used local councils and employee tribunals when disciplinary differences escalate to disputes (Goodwin, 2009). Another area of serious contention in disciplinary matters relate to dismissals. Dismissals occur when there is the termination of contracts by the employer or employee or a contract expires and where there are some unreasonable conditions that makes working impossible (Armstrong, 2006). 3.5 Conclusion From the literature review, we identify that the human resource plan is an important aspect of organisations. However it ranges from structured to unstructured systems. The main point about it is that it must be able to help the business to make the best use of its employees. Strategy and human resource management are linked. HR identifies the needs for the organisation and leads to recruitment, career development and motivation matters. Employee matters are regulated by laws and these lead to various contracts in the workplace between employee and employers. Disputes that arise are resolved through several means like tribunals or internally. 4 Findings The fieldwork involved an interview with the human resource manager of Hunts Transport [questions available in Appendix 1], a questionnaire to 10 of the employees of the company [questions available in Appendix 2] and a focus group interview with five people: a manager, a supervisor, an administrative staff member and two drivers. The interview was successfully conducted and the results are summarized here below. All the employees who were sent questionnaires also answered. The Focus group interview was completed without any issues. This section summarizes the findings and gives an overview of the various positions of human resource management and human resource submissions that are presented by the members of the organisation 4.1 Interview with Human Resource Manager Human resource management in Hunts Transport was reported upon by the HR manager. The findings are summarized according to the various headings. They are as follows 4.1.1 HR System in Hunts Transport The human resource unit is structured in the transport company. However, the unit comes under a lot of influence from the family and owners of the company in many occasions. This is mainly due to the size of the company and the connections it has to the family that owns it. However, the HR manager, being a family member tries to support the structured ways of doing things, although there are many times that things are overridden. 4.1.2 Strategy for Connecting Employee Talents with Firms Operation Employee performances are monitored through their supervisors and other appraisal systems that are conducted annually. This is done through direct interviews with supervisors. This system is more of negative inclined. Negative reports about employees are investigated by the HR department and people are cautioned and given further supervision where necessary. 4.1.3 Importance of HR in the company The HR manager conceded that due to the size of the firm, the HR unit is not a very independent unit. Also, the manager performs other functions in the company and is on the board of directors. Due to this, HR is not viewed as an independent unit of the company. However, HR is crucial because it provides a system that is seen to be separate and allows official issues about employees to be resolves. This makes the company have a belief and conception that there is something going on in the human resource avenue, even if it is not so significant. 4.1.4 Recruitment Procedures Recruitment is often based on head hunt for most supervisory and management roles. However, employees in the class of directors and other operatives involve some degree of application. Basically, the company keeps a database of applicants who apply to them. When there is a vacancy, they follow up and select the best possible applicant. They do not often advertise and take in new applications. 4.1.5 Appraisal Systems The appraisals in Hunts Transport is not done in a very conscious manner. Drivers who remain faithful to the rule sand regulations and do not get involved in issues in the company are promoted to the next level. So the appraisal system is more influenced by negative reports than what people actually learn and add up to the company. 4.1.6 Design of Employee contracts Employee contracts are standardized. They are created on the basis of national rules and there are minor clauses about competition and other divulging issues. The company maintains a set of contracts that are in sync with a bespoke system. However, this is adjusted in a minor manner to accommodate the demands and expectations of the owners and the board of directors. 4.1.7 Dispute Resolution Disputes are to be reported to the immediate supervisor or manager of the company. If it cannot be resolved, it is sent to the human resource unit of the company for further resolution. If not, the central management would set up a committee to hear the grievances and resolve it. If this is not successful, the case is escalated to a dispute and external parties can be brought in. There is no precedence of a dispute in the company. 4.1.8 Dismissal Procedure In the case of a serious breach of employee contract, the supervisor of the individual in question forwards a detailed report to the human resource manager. The HRM examines how the discharge should be carried out. Once he concludes, he sends a recommendation to the manager of the company who endorses it. A report on the procedure is sent to the board. 4.1.9 European Union Law European Law has a general position in the company. However, no conscious effort has been made to change the workplace procedure to conform with European laws. If any cases involving European nationals and fairness come up, the company consults the relevant laws in a fire-fighting manner to come up with a solution. 4.1.10 Health and Safety Matters of Employees The company has contracts with several health and safety companies and other risk management firms who come in and appraise issues and make changes. The company takes responsibility for the health and safety of employees. 4.2 Employee Questionnaires. This section of the fieldwork examined what employees thought about various things relating to the human resource management. The numbers are collated and examined to show the popularity and generalizations that are relevant. 4.2.1 Distance and Linkage to HR system Three respondents identified that they feel distant from the HR department. One stated that he feels very distant whilst four stated that they cannot say much about the HR department. Two said they are close to HR. This means that the HR department is not very connected to employees and it can be said that it exists as a ceremonial unit. 4.2.2 First Point of Contact in Settling Issues Seven of the respondents identified that they would consult the supervisor. Two said they would contact the individual in question to try to resolve the matter whilst one said she will consult the HR department directly. This shows that the HR is more of a secondary point of contact and it is used only when there is the need to do so. 4.2.3 Connection between Individual Expectations and HR unit Seven respondents either said they do not see any linkage or there is none at all that they are aware of. One said there is quite a linkage. To respondents kept this section unanswered. This shows that most people cannot place a finger on a connection between themselves and the HRs vision. 4.2.4 Role of HR in linking Individual needs with organisational needs Two respondents identified that they see no role whilst four said they do. Another for said they cannot really say. This means that although some agree that the HR links organisational needs to individual needs, there are still some issues and scepticism. 4.2.5 Attitude towards Appraisal Six respondents identified that they cannot say much Two stated that it does not work in Hunts Transport whilst one said it is quite good. This shows that the system is yet to be developed fully. 4.2.6 HR Department and Motivation of Employees The respondents identified that there is not much motivation amongst employees that can be attributed to the HR. Six respondents came up with such a position. On the other hand, three said it is very poor and destructive whilst one said it is good. This shows that the HR department is not credited with much motivation work in the organisation. 4.2.7 Employee Administrative Issues Seven employees said they have never had such issues. Two said they rarely do whilst one agreed that sometimes administrative matters in staff issues come up. This means that employees are satisfied with the way labour administrative matters are handled in Hunts Transport. 4.2.8 HR department and career development and training Five employees agreed that the company is accommodating in their career development and training efforts. Three said it is not applicable to them whilst two said they are not getting any kind of support from Hunt Transports HR unit for their career development needs. 4.2.9 First Point of Call for Disputes Most of the respondents [six of them] stated that they would report disputes to HR for redress. Three identified that if a matter they are involved in escalates to dispute, they would go to a local tribunal whilst one said he would go to court. 4.2.10 Influences of EU and Human Rights Laws Six of the respondents said they see the influences of human rights and European laws and requirements. Two said they do not see much whilst another two said there is nothing like that in the HR plan. 4.3.0 Focus Group Interview The focus group interview focused on the balance of work, life and stress as well as the changes in work patterns and the need to be sensitive to some important rules relating to HR. 4.3.1 Balance Between Work, Life and Stress There was a unanimous conclusion that work in Hunts Transport is very stressful and difficult. They all identified that it is not easy to blend work with a normal life. The work load is quite tough and could require so many extra working hours. However, the administrative staff member was a little positive about having fixed working hour. The supervisors and two drivers were a little critical about the extended hours. They all agreed that Hunt Transport has a good compensation plan that rewards extra work and extra hours. However, most of the participants, except the manager agreed that it would be much better of the compensation for extra work was higher than normal. In terms of leave and other motivation packages, the manager and the administrative staff member said it is quite good and the contract was better than other competitors. The operatives and their supervisor agreed that things would be better if the company goes on to become a regional leader in setting up better packages for people who go outstation and have to work in different parts of Britain. 4.3.2 Impact of Changing Work Patterns The first issue discussed was the case of computers and advanced technology. All five participants agreed that technology has helped them immensely in different ways. Real time communication had come to provide important ways of doing things. Also, the recent downsizing of staff members after the credit crunch was discussed. The respondents agreed that the extra work was tough. However, new arrangements came up which allowed them to do things in a faster and much more meaningful manner. 4.3.3 Requirement to Operate Human Resource Framework The supervisor and operative staff members were a little critical about the human resource framework that is in place. They argued that it adds up to tension at the work place and things are more difficult to achieve in the face of too many rules. The manager argued that it is a set of requirements taken from different sources and they are mostly mandatory. However, he pointed out that there are times where things are relaxed to allow employees to be a little less affected by things. 5.0 Conclusion. The HR department of Hunts Transport is like that of any other small company. Due to the size of the company, the company has to accept control from the top managers who belong to the family which owns the company. This means that the HR function is more of a ceremonial unit. However, HR achieves a lot of results through different ways and methods. This provides important structures and systems that allows employees to realize their vision and also attain the best of results under the supervision of the managers. Hunts Transport is a stressful place to work. However, the inclusion of computers and other methods of supervision have improved work in the environment. Also, extra work is covered by motivation packages although some people are not happy with motivation for outstation duties. The company also operates with rules that might be seen by a section as rigid but this helps the company to get on with different HR needs and requirements. References Armstrong, M. (2006) The Handbook of Human Resource Management Practice London: Kogan Page. Banfield, P. and Kay, R. (2008) Introduction to Human Resource Management Oxford: Oxford University Press. Brotherton, B. (2012) Introduction to the UK Hospitality Industry: A Comparative Approach London: Routledge Caruth, D. L, Caruth, G. D. and Pane, S. S. (2008) Staffing the Contemporary Organisation Palo Alto: ABC-CLIO Cowling, A. and Mailer, C. (2012) Managing Human Resources London: Routledge. Erasmus, B and Swanepoel, B. J. (2004) Human Resource Management: Theory & Practice Cape Town: Juta Publishing. Goodwin, B. (2009) Ethics at Work London: Springer. Marchington, M. and Williamson, A. (2002) Human Resource Management at Work London CIPD. Rothwell, W. K. and Kazanas, C. (2009) Planning and Managing Human Resource New York: HRD Press Rowley, C., Jackson, K. (2009) Human Resource Management: The Key Concepts London: Taylor and Francis. Sims, R. R. (2002) Organizational Success Through Effective Human Resource Management. Darby, PA: Greenwod Publishing Group. Workplace Law Group (2012) Employment Law and Human Resource Handbook London: Kogan Page. Appendix 1 Interview with HR Manager Dear Sir, In line with my course work, I am studying the structures and systems of Hunts Transports human resource management systems and structures. Due to this, I will be very grateful if you could grant me this short interview so that I make enquiries about your HR systems and structures. This is a short structured interview and would take just about 20 minutes. Regards Interview Questions How best do you describe your HR plan? Is it structured, logical or contingent? Please give details What is the main strategy for linking employee talents and productivity with your firms operations? How crucial is HR to Hunt Transports Success? What do you before you recruit? And how do you select possible recruits? What is the appraisal and development structure of Hunt Transport like? How are employee contracts designed? What are the legal frameworks and structures that best describes it? How are disputes resolved in the organisation? How are dismissals conducted? Are there any influences of European Union Law in your activities? How do you cover health and safety matters of employees? Appendix 2 Employee Questionnaire Dear Employee of Hunts Transport, In line with my degree programme, I will like to ask you a few questions relating to human resource management in the company. This is purely for academic purposes and every response you give will be kept confidential, as required by the Data Protection Act 1988. I will therefore request humbly that you take time to fill out the following form below. It takes just 10 minutes to complete it. Regards How do you feel about the Human Resource system of the company? [Very Close] [Close] [Cannot Say] [Distant] [Very Distant] In case there are tensions between you and other people in the organisation, who do you report the matter to? [HR] [The Individual in question] [My supervisor] Are your work expectations in sync with the motives and systems of the HR department [Very much so] [Quite so] [Not really] [No] [Not at all] Do you think the actions of the HR department helps you to open up and link your individual needs with organisational needs? [Yes] [Cannot Say] [No] What is your Attitude towards appraisal activities in the organisation? [Very good] [Good] [Cannot say much] [It does not work] [It is a waste of time] How well do you think the HR department does in promoting motivation amongst employees [Very good] [Good] [Not so much] [Poor] [Very poor] Do you encounter administrative issues with your employment matters? [Very often] [Yes] [Sometimes] [Rarely] [Never] Is Hunt Transport accommodating in your career development and further training views? [Yes] [Not Applicable] [No] In case you have a dispute with the company concerning your employment, where would you consider to send the matter? [report it to HR] [Report it to a tribunal] [go to court] Do you see influences of EU law and human rights in the actions of the HR department? [Yes] [Not Much] [Not at all] Read More