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HRM in general is a key function of management that revolves around recruitment, employee motivation and maintaining of employees within an organization. HRM relatively deals with employees’ related issues like their training and development, communication, compensation and administration and further ensures establishing of employees satisfaction and maximizing their contribution in attaining the objectives of the organization. This Unit 22 Practical Issues in the World of HRM Assignment has been executed with a motive to analyse the numerous aspects related to human resource management and the role of human resource management in achieving the objectives of an organisation. It is a proven fact that an organization cannot establish and build a good team in the absence of competent human resource. An organization’s most invaluable and unique asset is the human resources. Establishing a successful human resource is a dynamic and challenging task that too in a time when the global economies are in a state of unrest. Moreover, with the shortage of skilled human resources management and constant thrive in the employees expectations has raised more complexities in the functions of HRM.
Human Resource Management
The nature of Personnel management is administrative and basically deals with the employees and payroll and employment laws. In a small organization like Cloudreach, one can see the practice of PM where the owner has the central power of taking decisions related to business.
Personnel management is reactive as it presents the employee concerns and demands in a way they are been conferred. Moreover, it is independent from Cloudreach. (CHUANG and Liao, 2010)
At Cloudreach, use of personnel management has been helpful in motivating the employees through compensations, rewards and bonuses.
Use of personnel management in Cloudreach has helped the management to focus on administrating the employees
In Cloudreach, practicing of PM has allowed the employees to function independently with limited involvement of the line manager and no link with the company’s core process
(CHUANG and Liao, 2010)
The key role of HRM is to managing the employees and contributes to the success of the company. HRM integrates and evolves the skills of personnel management and eventually helps in developing a team within an organization. At McDonalds, HRM is practiced. (CHUANG and Liao, 2010)
HRM is proactive referring to the endless evolution in company’s policies and functions for in order to develop the employees. HRM is considered as an indispensible part of McDonalds.
At McDonalds, practice of HRM has provided employee motivation through human resources, designing adequate strategies to face the unpredictable challenges at work, groups and creativity in job.
At McDonalds, the key focus of HRM is on building a dynamic workplace culture.
McDonald’s use of HRM integrates with the core strategy and functions of the food chain giant and in a massive proportion involves both the line management and operations staff. (CHUANG and Liao, 2010)
McDonalds organizational goals comprises of its aim to gain and eventually maintain its No. 1 position in the global market of fast food chains. With the help of this kind of an objective McDonalds has easily expanded its business in various new markets which in turn has allowed the fast food giant to acquire more exposure and ample business opportunities for diversifying and simultaneously strengthening the business in the international platform. (Armstrong and Taylor, 2014). The prime purpose of McDonalds is increasing each employees individual performances further driving the company in achieving its business goals. The process of HRM practiced in McDonalds is responsible in certain aspects in providing the company a powerful way in achieving the goals of the fast food chain. The various aspects of HRM are depicted in the diagram. (Armstrong and Taylor, 2014)
One can observe that in McDonald’s the HRM process provides the employees with a structured organizational hierarchy allowing them to be promoted to the higher levels. Moreover, the hierarchy is also responsible for the business operations effective distribution and accomplishing the corresponding tasks involved in the business. Line managers in McDonald’s are in the lowest level in the organizational hierarchy and are considered of being the closest to the employees working on the various tasks allotted to them. (Garavan and McGuire, 2010)
At McDonald’s, the line managers are considered as a very important part of the fast food chains business model in accordance to the company’s HRM process. By playing the role of a line manager further allows them to communicate with the employees who work on various operations the outlets undergoes in a close and effective way. Apart from this, the line managers are also responsible for monitoring every employee at the outlet. (Garavan and McGuire, 2010)
McDonald’s line managers also need to play the responsibility for the assignment of every employee’s individual goals at the workplace and further establish communication with them for ensuring motivation and improved employee performance at work. It has been observed that the communication approach undertaken by the line managers are very effective in retaining employee motivation at work. (Garavan and McGuire, 2010). Also it is the utmost responsibility of the line managers to ensure that the every employee is clear about the assigned business tasks and other activities in the outlet.
Most of the industries across the globe adhere to the various legal and regulatory frameworks that are needed to involve in order to properly managing the numerous process and activities involved in running the business. The legal and regulatory frameworks are further considered as a guideline set and practices that McDonald’s needs to make the best use of while operating in the corresponding sectors while simultaneously managing the numerous resources the company avails. (Stevis and Creation, 2010)
Legal and regulatory frameworks affecting the process of HRM
One can observe that the HRM process in McDonald’s is related with the process of human resource planning further allowing the management in evolving and simultaneously implementing a plan for human resource that is both efficient and effective at the same time. Moreover, the HRP planning process allows the management to effectively manage the entire business. In this section, reasons behind having the effective human resource planning in McDonald’s will be discussed. (Harzing and Pinnington, 2010)
The process of HRP further allows communicating the importance of the process within McDonald’s business model.
The process of human resource planning ensures that a right employee or candidate is been chosen for a right job. In order to successfully conduct a process, the task that is most essential is developing of the objectives of the organization that is needed to be attained for organizing the human resource planning. (Noe, 2010)
One can observe that McDonald’s recruitment and selection process in HRM has helped the global fast food giant in finding out the best suitable prospective employees and hire them in the relevant job position. The recruitment and selection process adopted by the fast food chain helps the management in getting ensured that employees associated with McDonald’s are good enough in driving the company towards the achievement of the goals of the organization further leading into establishing an overall improvement and growth in the business. McDonald’s recruitment and selection process is completely varied from the other competitors in the similar industry. In this section a comparison of the recruitment and selection process in the HRM system that has been implemented in the workplace of McDonald’s and Cloudreach will be discussed. (Reddy, Estrin and Srivastava, 2010). Under the recruitment and selection policy of McDonald's, every outlet across the globe should aim of filling hourly-paid positions. The HR Manager coordinates with the hiring executives and uses several avenues for in order to engage the hourly-paid employees. The vacant positions in general are advertised in the restaurant. McDonald's history shows that this is best way of hiring quality employees who more or less belong to the local surroundings or are referred through the existing employees. In addition, McDonald's makes the best possible use of third party job placement agencies, career fairs etc. which is effective in using an implementing an effective hiring material further conveying a clear message that is been targeted to the right candidate.
It has been observed that a recruitment exercise usually generates more applications in reality than the exact number of available positions. More than 60% of McDonald's restaurant crew members belong t o the age group of 20 and for a great number of applicants, getting employed in McDonald's would be their first employment experience. McDonald's is considered as a bright career opportunity for many youngsters and by running a fully fledged interview process helps McDonald's in identifying the potentials of the applicants. McDonald's further has scripted a guide for interview for locating the applicants who will be committed in excelling in the delivery of eminent services to customers and the company. This has also helpful in predicting how a candidates past behavior will leave an impact on their future performance. The interviewers further bring into use a fact-based decision-making process where the behavioral signs of the candidate’s past life history fitting with the job ‘s requirements is looked into. The candidates are rated on the ground of their response. (Reddy, Estrin and Srivastava, 2010)
McDonald's directs applicants towards applying through its corporate website www.mcdonalds.co.uk., wherever possible and for the applicants who cannot get access to the internet can directly call at the McDonald's Recruitment Hotline or pick up a pre-paid Business Reply Card from any of McDonald's outlets. The initial selection process comprises an online psychometric test which helpful in producing the initial score and the applicant who pass the test are called up for attending the first round of interview and is offered an On Job Experience which involves a 2-day assessment process. Successful OJE candidates are then lead to a final interview where the manager decides whether or not applicant must be hired. In the final interview the manager will rate the responses of the applicant's who then are asked to produce the original documents showing their eligibility to work in UK under the Asylum and Immigration Act 1996. McDonald's notifies all unsuccessful applicants through emails and inducts the newly recruits into the company through a Welcome Meeting where an orientation is given of job role, food, hygiene and safety training, company policies and procedures, administration, benefits and training and development. The newly recruits undergo a probationary period of 3-weeks after which they performances are rated and are either retained or are terminated. (Reddy, Estrin and Srivastava, 2010)
Recruitment and selection process in Cloudreach: The recruitment and selection process in Cloudreach is highly dependent on external sources like job portals apart from the internal pool of resources for getting information related to suitable candidates for a particular vacant position in the workplace. In the process of initial screening, the HR Manager excludes the applications of the unsuitable candidates who either do not have the eligibility or the job experience needed to play the role. In the last stage an interview process is organized where the HR Manager evaluates the shortlisted candidates based on their performances under a stimulated real-time scenario. (Reddy, Estrin and Srivastava, 2010)
The effectiveness of the techniques of recruitment and selection process that is been used in the HRM system of an organization eventually is based on a number of factors. In this section, the effectiveness of the recruitment and selection process of McDonald's and Cloudreach will be evaluated.
The term motivation can be represented by the needs and wants of an individual’s actions and further can also be considered as an individual’s common deed that eventually is influenced by the others. It is a proven fact that a person either as an individual or an employee when is motivated has the tendency of taking every necessary actions in order to achieve his/her personal and professional goals. One can see that motivation grows stronger with a clear vision and focus on the achievement along with a robust passion to manifest the same. There are many motivational theories that can be implemented at workplace for keeping the employees morale high. (Schultz, 2010). Virgin Media can identify the motivational theories that best suit its workplace environment and implement it in the various outlets. Discussed below are the most popular theories of motivation linking then to the rewards at the premises of Virgin Media
Motivation theory of Maslow
The motivational theory presented by Maslow emphasizes on considering rewards and including it in any certain level of need. Fulfillment of these materialistic needs in the form rewards further allows the Virgin Media’s employees to be escalated up in the organizational hierarchy with higher amount of motivation. (Schultz, 2010)
There is a very fine relationship between motivation and reward. With the help of open communication, Virgin can leave a positive impact on the employees. When these factors continue in the end as motivational factor and are further maintained by the employees in a well manner, the management rewards them. It defines that motivation is based on the reward system and in Virgin Media, the HRM system follows one of the discussed motivational theories for encouraging the employees and rewarding them accordingly.
One can see that with the help of the process of job evaluation, Virgin Media’s management has been allowed in weighing the significance of the corresponding job in the company’s business model. Moreover, the process of job evaluation allows Virgin in considering a number of other factors for determining the salary it provides to the employees who work in the corresponding process of business. (Snell and Bohlander, 2010)
The process of evaluating a certain job opening in Virgin Media’s is been carried out on the basis of a number of factors like impact of certain job on the performance of the company as a whole, skills and efforts needed in completing the responsibilities of the job and various other factors related with the job. Based on these factors, the management evolves the structure of the job further allowing the efficient and effective evaluation of the job’s importance in Virgin Media. The outcome derived from the job evaluation process further allows the management in determining whether or not the payment provided to the employees is in accordance to the industry standard for a similar position available with the competitors. (Snell and Bohlander, 2010)
As already discussed, one can easily link reward with motivation by a certain number of aspects. The process of HRM that is been implemented at Virgin Media considers rewards as one the most suitable and significant motivator at workplace. Presence of various rewarding structure allows the employees to feel the sense of gaining achievement at work which in turn allows them in getting more motivated while completing a certain task given. The effect of the rewards Virgin Media provides to the employees has been helpful in satisfying and fulfilling their materialistic needs that are emphasized in the various motivational theories. Fulfilment of these needs allows the employees in being focused on achieving the next level of need stated in the Maslow’ hierarchy of needs. (Schneider and Bowen, 2010)
Monitoring an employee’s performance that without being too intrusive or controlling, is the most vigorous challenge the management of Virgin Media faces. According to the HR expert Mark Dorio who has also authored The Complete Idiot’s Guide to Boosting Employee Performance there are 6 tested methods for monitoring employees performance (Eckerson, 2010)
One can see that Bob Jones the owner of Chicken Master considers varied number of reasons before going ahead with the termination of an employee. This aids the restaurant in maintaining a safe and secure position further armed with a valid reason behind laying off an employee. Bob Jones personally sees that the restaurant never indulges into a wrongful practice of employee termination and works by adhering to the employment laws enforced by the government of UK. Faisal who was recently appointed as the restaurant manager at Chicken Master was terminated on the grounds of his poor performance. Despite of having a 15 years of working experience, Faisal miserably failed in maintain cleanliness in the restaurant’s kitchen and never kept the store stocked. Bob also found that Faisal would often use the restaurant’s equipment for his personal use despite of accepting the employee handbook which clearly mentioned that an employee cannot use store’s equipment for personal purpose. Bob also discovered that Faisal would watch pornography on a regular basis which was a serious misconduct and violation of Chicken Master’s policies. All these lead to Faisal’s termination based on unethical behavior. (Arnow-Richman, 2010)
Reasons for cessation of employment
In this section the employment exit procedures of Chicken Master and Tesco will be disused. One can see that both the organizations practice the process of standard HRM in most of the cases and pursue a distinct exit procedures. The exit procedure at Tesco allows the employees to face a survey and questionnaire focusing on gathering information about the employees experience with the company whereas in the exit procedure at Chicken Master, the owner has a face to face discussion with the concerned employee ahead of the cessation of their employment. Tesco’s exit procedure allows the employees in giving their feedbacks on the various modules applied in the company’s business model whereas at Chicken Master, employees are not given the opportunity of giving their feedbacks. Apart from these, activities like revocation of both physical and electronic accesses are similar in the employment exit procedures of both Chicken Master and Tesco. (Davis, Faberman, Haltiwanger, Jarmin and Miranda, 2010)
There are various legal and regulatory frameworks that are responsible in leaving an impact on the exit procedures of an organization. Legal and regulatory frameworks enforced by the UK government restrains Bob Jones from ignoring or erasing the any of the civil rights of the employees. Legal and regulatory frameworks like Employment Protection Act forbids Chicken Master from practicing cessation of employment without a valid reason and in case the restaurant practices it, the victim can drag the owner to the tribunal. Under Employment Protection Act, Chicken Master can terminate an employee failing to adhere to the company’s code of conduct, low performance and unprofessional behavior. (Rubery, 2010)
At the end of this Unit 22 Practical Issues in the World of HRM Assignment we conclude that with the help of a strong organizational structure and culture any organization can surpass the toughest of market and business situations and can gain competitive advantage over the competitors. We have understood the role HRM plays in the efficiency and overall growth of an organization. For gaining the maximum benefit from HRM, an organization must necessarily follow every section of HRM.
Arnow-Richman, R., 2010. Just notice: Re-reforming employment at will.UCLA L. Rev., 58, p.1.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers
CHUANG, C.H. and Liao, H.U.I., 2010. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), pp.153-196.
Davis, S.J., Faberman, R.J., Haltiwanger, J., Jarmin, R. and Miranda, J., 2010. Business volatility, job destruction, and unemployment. American Economic Journal: Macroeconomics, 2(2), pp.259-287.
Eckerson, W.W., 2010. Performance dashboards: measuring, monitoring, and managing your business. John Wiley & Sons.
Garavan, T.N. and McGuire, D., 2010. Human resource development and society: Human resource development’s role in embedding corporate social responsibility, sustainability, and ethics in organizations. Advances in Developing Human Resources, 12(5), pp.487-507.
Harzing, A.W. and Pinnington, A. eds., 2010. International human resource management. Sage.
Lin, H.T., 2010. Personnel selection using analytic network process and fuzzy data envelopment analysis approaches. Computers & Industrial Engineering, 59(4), pp.937-944.
Noe, R.A., 2010. Employee training and development. McGraw-Hill/Irwin.
Reddy, S., Estrin, D. and Srivastava, M., 2010, May. Recruitment framework for participatory sensing data collections. In International Conference on Pervasive Computing (pp. 138-155). Springer Berlin Heidelberg.
Rubery, J., 2010. Institutionalizing the employment relationship. The Oxford Handbook of Comparative Institutional Analysis, pp.497-526.
This Unit 22 Practical Issues in the World of HRM Assignment has been executed with a motive to analyse the numerous aspects related to hrm and the role of hrm in achieving the objectives of an organisation, We are posting Locus units solutions so scholars can explore the our Assignment Help in UK and get review the quality of our work.