Managing Human Resource

Managing Human Resource

Task 01

1.1

The Guest Human Resource Management model was significant in differentiating HR from Personnel management. The differences were made on the basis of time horizon, planning perspective, psychology and control system, employee status, systems, roles, and evaluation criteria. HRM is a commitment based approach, which takes long term and integrated perspective into account. Each employee should be considered as an individual who should be trusted. Flexible structures and maximum utilization of human resources are encouraged in the Guest model (Bloisi, 2007, pp. 13).

1.2

Storey has also made an attempt to differentiate the HR concept from the personnel and IR definitions. The differentiation of these conceptions was done on the basis of twenty seven points which were broadly divided into four groups. These four divisions were beliefs and assumptions, strategic aspects, line management, and key levers. The HRM practices try to go beyond the contract, while PM and IR stays focused on the written contracts. PM/IR take 'procedures' as the guide to management actions, while HRM consider 'business need' as the factor that determines action. Labours are monitored in Personnel management and nurtured in HRM. PM/IR have collectivist relations, transactional management role, indirect communication, many job categories and grades, and a slow decision making process. The HRM practices have individualistic relation with every employee, transformational management role, direct communication, few job categories and grades, and fact decision making process.

1.3

It is important for the line managers and employees to actively develop a strategic approach to HRM. Line managers have an experience of managing people and procedures, which can help them in implementing strategic HRM. They can use technical and organizational expertise to manage operational costs. They can also manage and evaluate the workforce and interact with the customers. Employees also have an important in the strategic HRM. They can determine the performance of the organization. Their hands on experience can bring insightful feedback, performance criteria, innovation ideas, and solutions that can improve the productivity of the organization.

M1

Unilever was founded more than a century ago and it has become the best company for a number of product lines. Unilever now focuses on environment sustainability and long term relationships with all the stakeholders. It has also focused on implementing strategic human resource management. The human capital is considered as a vital asset which should be given the due importance. The objectives of Unilever demand the recruitment and retention of best talent. Employees are considered as individuals whose needs should be understood. Strategic HRM can also help in achieving the objective of providing rewards that increase the motivation of the employees.

D1

The Unilever group of companies can use and implement the Harvard model of HRM in the organization. It is considered as a soft approach of HRM in which the commitment of an employee is promoted by the employee influence, HR flow, and reward and work system. This model links all the aspects and elements of the organization like the interests of the shareholders and situational ...