A Critical Evaluation of the Emerging HR Practice of DFL Business in the United Kingdom

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Table of Contents

CHAPTER 01: INTRODUCTION1

1.1.Introduction of the Research1

1.2.Significance of the Study2

1.3.Background of the DFL3

1.4.Aims and Objectives5

1.5.Conclusion7

REFERENCES8

CHAPTER 01: INTRODUCTION

Introduction of the Research

All organizations have human resource management. Apart from the degree of the resources of any organization and its size, the business/organization prospers and strives for its survival because of the performance and capabilities of its employees. In order to make the most of those performances and capabilities, certain activities are important in the organizations (Dixon, 2008, p.37). These activities can be given any formal name such as human resources, human development or human resource management or not. HRM (human resource management) function comprises a number of different activities and among all of these different activities the most significant one is “human resources”.

Human resources are all about staffing need of the organization: to hire employees permanently or on contract bases, engaging and educating the workers, ensuring they are high performers. HRM activities also include dealing with different approaches for providing employee benefits and compensations, managing records of employee and personnel policies. Some times organizations differentiate through HRM (human resource management, a profession), and HRM is included as their core activity because of the assumption that HRM is a broader range of activities for development of the organization, e.g. training, Career development and organization development (Dixon, 2008, p.37).

The profession of HRM and function of HRM have changed a lot in the past twenty to thirty years. In the past, big organizations seek help from “Personnel Department” for managing the paper work of hiring and paying people. Recently, “HRM” is considered as the most important part of the organization, it plays a major role in recruiting, managing people and the organization to ensure the high performance and training. Training and development forms the vital element of an organization. Every organization conducts effective training programs in order to fulfil the learning needs of its employees and keep itself updated for coping up with the increasing modernization and developments occurring in the global markets.

For this purpose, they conduct extensive surveys, analyze the organizational needs and implement adequate and sufficient training programs to cope up with the existing and upcoming competitions (Belman, 2009, p.42-53). Then, the expression, "Human Resource Management" was disapproved by academicians, who had a strong objection to the idea of considering people as "resources", this was a thought that they felt that the term apparently seemed to be humiliating to the individual. Finally, “Learning and Development” was the term which the CIPD decided upon ", though, that was not without problems and hype too, with the term "learning" being an ambiguous name (Palmer, 2009, 25). Buying has traditionally been an industry that relied more upon the quality and price to insure success than upon the skills of retail store employees.

Implementing Human Resource and its function in the association has expanded in importance. The dispute is habitually present and rotates round the work, abilities of the entire ...