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Contents
Introduction................................................................................................................ 2
LO1 Understand the different perspectives of human resource management...........3
1.1

Explain Guests model of HRM....................................................................3

1.2 Compares the differences between Storeys definitions of HRM, personnel

and IR practices................................................................................................... 4
1.3 Assess the implications for line managers and employees of developing a
strategic approach to HRM...................................................................................7
LO2 Understand ways of developing flexibility within the workplace.........................9
2.1 Explain how a model of flexibility might be applied in practice.....................9
2.2 Discuss the types of flexibility which may be developed by an organisation
........................................................................................................................... 10
2.3 Assess the use of flexible working practices from both the employee and the
employer perspective......................................................................................... 12
2.4 Discuss the impact that changes in the labour market have had on flexible
working practices............................................................................................... 13
LO3 Understand the impact of equal opportunities within the workplace................15
3.1 Explain the forms of discrimination that can take place in the workplace. . .15
3.2 Discuss the practical implications of equal opportunities legislation for an
organisation....................................................................................................... 17
3.3 Compare the approaches to managing equal opportunities and managing
diversity............................................................................................................. 19
LO4 Understand approaches to human resources practices in organisations...........20
4.1 compare different methods of performance management...........................20
4.2 Assess the approaches to the practice of managing employee welfare in a
selected organisation......................................................................................... 23
4.3 Discuss the implications of health and safety legislation on human resources
practices............................................................................................................ 26
4.4 Evaluate the impact of one topical issue on human resources practices.....28
References................................................................................................................ 31

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Introduction
History of city link

CITY-LINK originally founded in 1979 by a visionary entrepreneur, David Tan, has come
a long way since its first modest two-office operation. Today the company has more than
110 express and drop-in centers in strategic locations countrywide still growing and
expanding. With two subsidiary companies, CITY-LINK Air Cargo and CITY-LINK
Logistics, CITY-LINK is a fully integrated courier service provider offering domestics and
international customers total logistics solutions.
CITY-LINK has offices in Singapore, China, Hong Kong, Taiwan, Thailand and Vietnam.
Strategic alliances have also been established in joint ventures with Indonesia,
Philippines, India, Pakistan, Myanmar, South Korea, Japan, Brunei, Australia, and the
United States of America. The reason CITY-LINK is able to grow to such extent is
because we know the local culture, the conditions and the terrain better than any other
courier service.

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Our uncompromising stance in adhering to our corporate mission has inevitably led us
to invest heavily on the latest technological advancements. Innovation and constant
improvement in Information Technology has
added more value and benefits to our
customers. CITY-LINK web based Proof of Delivery (POD) of our consignment note has
enabled all domestic and international customers to keep track of their consignment
status. A teamof Quality Control Trackers monitors shipments to ensure standards and
performance targets are met.

LO1 Understand the different perspectives of human resource

management
1.1 Explain Guests model of HRM
a) Explain the term HRM
Human Resource Management (HRM) is the term used to describe formal systems
devised for the management of people within an organization. The responsibilities of a
human resource manager fall into three major areas: staffing, employee compensation
and benefits, and defining/designing work. (Cordova, 1986)
b) Explain Guests model of HRM
This model is related with human resource management given by a commentator
Guest. This model has two dimensions that are hard-soft and loose-tight. Another
commentator Storey interpreted the two dimensions of human resource management
that are hard-soft and weak-strong. In the definitions of their models Guest and Storey
thought about the key difference that whether emphasis is put on humans or the
resources. Guest differentiated between the soft and the hard HRM in a very keen way.
Soft HRM is associated with the human relations movement and it has the great
emphasize on the humans. It also deals with the utilization of the talents of the
individuals and the perspectives of the Mc Gregors theory. (Hackman & Oldham, 1980)

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Hard HRM is concerned with the utilitarian instrumentalist approach. It has laid its
emphasize on the quantitative calculative and business strategic approach for the
management of the head count resource in a rational way. It deals with the strategic
policies of the organization and is closely linked with the strategic objectives of the
organization like City Link.
Explain the 6 areas of Guests model
Guest model of HRM followed at City Link have six major parameters which are given
as below:
HRM strategy: HRM strategy adopted at City Link is to make higher employee
engagement as this would ensure the organizational success. City Link have focus on
enhancing employee engagement as organization understands that an engaged
employee can perform much better in comparison to other employees.
HRM practice: HRM practice adopted at City Link includes recruitment & selection,
performance and development. Aim of recruitment &&selection processes adopted at
City Link is to attract suitable new employees while performance enables their
employee to work in accordance with the employee abilities and get desired results
(Mayo, 2005). Link should be such that career development can be done for the
employees.
HRM outcomes: Through HRM practices there are two vital results which have been
obtained by City Link and these are commitment and quality. Commitment and quality
both are resultant of their HRM strategy of higher employee engagement.
Behaviour outcomes: There are four behavioural outcomes obtained by City Link by
deploying best HR practices and these behavioural outcomes include motivation among
employees, cooperation, employee engagement and organizational citizenship.
Performance outcomes: Through HRM practices and HRM strategy adopted by City
Link organization is successful in obtaining key performance outcomes such as higher
productivity, quality and innovation. (Guest, 1987)
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Financial outcomes: Financial outcomes which have been gained by City Link through
its active HRM policies include higher return on investment made and higher profits.
1.2 Compares the differences between Storeys definitions of HRM,
personnel and IR practices

a) Storey defines HRM as a strategic and coherent approach to the management of an

organisation`s most valued assets-the people working there who individually and
collectively contribute to the achievement of its objectives. Storey also distinguished
between hard and soft forms of HRM; HARD HRM: It emphasises the need to manage
people in ways that will obtain added value from them and thus achieve competitive
advantage. Thus it concentrates on quantitative, measurable criteria, control and
performance management. SOFT HRM: The soft model of HRM is based upon human
relations school and is identified by Storey as involving `treating employees as valued
assets, a source of competitive advantage through their commitment, adaptability and
high quality. The need to gain commitment of employees, the interests of management
and employees should coincide, integration and team work. Source: Website, John
Storey, Human Resource Management. (Fowler, 1987)
Storey sees Personnel management as management of the workforce or employees to
comply with rules as required by the owners of business. Its mostly concerned with
recruitment, pay roll and employment laws. He therefore sees PM as being
bureaucratic, based on rules and procedures and seen as a separate function from
general management. Storey came up with 27 key points to differentiate between
PM/IR and HRM. Some of these have been seen in the table below.
b)
Dimensions

Personnel and IR

HRM

Beliefs and assumptions

Contract

Careful delineation of Aim

to

go

beyond

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written contracts
Rules

contract

Importance of devising 'Can-do'

clear rules/mutually

outlook;

Impatience with 'rule'

Guide to management Procedures

Business-need'

action
Behaviour referent

Norms/custom

and Values/mission

practice
Managerial task vis-a-vis Monitoring

Nurturing

labour
Nature of relations

Pluralist

Unitarist

Conflict

Institutionalized

De-emphasized

Key relations

Labour management

Customer

Initiatives

Piecemeal

Integrated

Corporate plan

Marginal

Central

Speed of decision

Slow

Fast

Transactional

Transformational

Strategic aspects

Line management
Management role

leadership
Key managers

Personnel/

IR General/business/line

specialists

managers

Communication

Indirect

Direct

Standardization

High (e.g. 'parity' an Low (e.g. 'parity' not seen

issue)

Prized

as relevant)

management Negotiation

Facilitation

skills
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Key levers
Selection

Separate, marginal task Integrated, key task

Pay

Job

evaluation

(fixed Performance-related

grades)

Source: www.whatishumanresource.com Professor John Storey: Model of HRM

From the above, we can see that the strategic aspects of Storeys model shows HRM
central to corporate planning in the organisation, the third

component, line

management, gives HRM specialists a transformational leadership role in the

organisation. These are aspects that personnel management and IR do not achieve
within an organisation.
As we reflect at HRM practices at City Link, we can the model of Storey implemented as
they have come to recognise the key psychological needs of human beings and
therefore strategically engaged their employees in meeting these needs from nonfinancial rewards as they provide opportunities for employees promotion, for them to be
involved in decision making, contribute to a team and to do a variety of tasks that all
contribute to City Link achieving its objectives and also with the learning and
development in City Link HRM, the employees are nurtured to bring out the best in them
and not monitored as in PM. (Cordova, 1986)
1.3 Assess the implications for line managers and employees of
developing a strategic approach to HRM

Who are line managers?

a) Line managers have responsibility for directly managing individual employees or
teams. In turn, they report to a higher level of management on the performance and
well-being of the employees or teams they manage.

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b) There are numerous implications for both employees and line managers at Harrods
when developing strategic HRM approaches. Line managers have to integrate such
approaches with overall organisational culture, leadership style, business policies and
goals especially in terms of production. Thus, HRM aspects such as hierarchy in senior
management and changing the leadership style and rotation of jobs and department can
present various implications since line managers have to avoid devising approaches
that will conflict with business operations thereby negatively affecting the values and
brands Harrods is known for. For the employees, the implication range from job security,
fluctuation of remuneration and bonuses which will now be based on performance and
contribution to the success of the team and not on position held, and terms of possible
dismissal when not leaving the brands. (Beer, 1984)
HRM process basically means a system of recruiting, training and improving the human
resources of the organization. Suitable and skilled employees are being recruited by
Unilever so that can sustain with the changing environmental situation, and also to raise
their cultural value.HR line managers are mainly take responsibilities to apply HR
requirements to deal with the present corporate environment. Here are some
approaches which can be very helpful for City LinkDesire Creating:At first the line managers need to feel the desire and necessity of HR
responsibilities and activities. HR department can help them to create desire of
implementing HR approaches in their firms more efficiently and virtually.
Support providing: line managers need support from the HR professionals to
implement HR activities successfully.
Competency Develop: to develop HR competencies and skills training facilities need to
be improved that can also help them to perform effective HR activities.
HR responsibility:For a clear understanding about the importance of HR activities
strong concept, policies, rules, systems and responsibilities of HR is needed for the line
managers. (Atkinson, 1987)

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Capacity Development: Short term operational duties of line managers discourage

them from their HR responsibility. Their operational duties need to increase to increase
their successful capacity in HR activity.

LO2 Understand ways of developing flexibility within the workplace

2.1 Explain how a model of flexibility might be applied in practice

What is flexible working?

Flexible

working is

way

of working that

suits

an

employee's

needs,

e.g.

having flexible start and finish times, or working from home. Flexible working rules are
different in Northern Ireland. All employees have the legal right to request flexible
working - not just parents and careers. (Hakim, 1989)

Source:www.googleimages.com
Handy defines the shamrock organisation as a core of essential executives and
workers supported by outside contractors and part-time help'. This structure permits the
buying-in of services as needed, with consequent reductions in overhead costs.
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The first leaf of the shamrock is the professional core. It consists of professionals,
technicians and managers whose skills define the organisations core competence. This
core group defines what the company does and what business it is in. They are
essential to the continuity and growth of the organisation.
The next leaf is made up of self-employed professionals or technicians or smaller
specialised organisations who are hired on contract, on a project-by-project basis. They
are paid in fees for results rather than in salary for time. They frequently telecommute.
No benefits are paid by the core organisation, and the worker carries the risk of
insecurity. (Fowler, 1987)
The third leaf comprises the contingent work force, whose employment derives from
the external demand for the organisation's products. There is no career track for these
people and they perform routine jobs. They are usually temporary and part-time workers
who will experience short periods of employment and long periods of unemployment.
They are paid by the hour or day or week for the time they work.

Atkinsons model
Atkinson reinforces an optimist view to flexibility, he argues that economic recession
and technological changes have encouraged employers to make their firm more flexible
thereby increasing productivity (Rose 2008). Atkinson's flexible firm model provides a
framework based on breaking internal hierarchical labour markets by creating a "core"
and a "periphery" workforce; and the author further argues that the flexible firm has a
variety of ways of meeting the need of human resources (Torrington et al 2008).
2.2 Discuss the types of flexibility which may be developed by an
organisation

Flexible Working

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Flexible working refers to any working schedule which is outside the traditional working
patterns. Instead of being repetitive and fixed, the working schedule can change and be
varied in accordance to the employee and the type of job. (Fowler, 1987)
In short, the term flexible working is used to describe a wide range of working hours in
City Link which differ from the traditional 9 to 5 full time job with a permanent contract
which one has to sign.
The following are the different forms of flexibility that one might face in a work place like
City Link:Numerical
Functional
Temporal
Locational
Financial
Numerical Flexibility
Numerical Flexibility is where an organisation has the power to change the size of their
workforce as the level of work requirement or labour requirement changes.
Functional Flexibility
Functional flexibility is where an organisation have the ability to switch their employees
from job to job as the requirements change. For example; in supermarkets a supervisor
might rearrange the stocking on the shelf as well as supervise. (Beer, 1984)
Temporal Flexibility
Temporal flexibility is where an organisation has the ability to alter the working hours of
employees for example; changing the working hours of some employees due to over
load of work.
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Locational flexibility
Locational flexibility is where an organisation has the ability to alter the place where an
employee works. For example; a business can ask an employer to work from home at a
certain point.
Financial Flexibility
Financial Flexibility is where organisations can make changes to their wages. For
example; full time workers might get better rewards than those working as part time.
2.3 Assess the use of flexible working practices from both the
employee and the employer perspective

Employers usually apply flexible working practices for various benefits and purposes for
the employees and employers. I am of the view that flexible working practices are in line
with equality and diversity legislation and human rights acts to ensure fair working
practices that will accommodate the needs of individuals and still enable organisations
like City Link. (Herzberg, F., Mausner, B., &Synderman, B., 1959).
Part-time working
Part time working means that type of work where employee works standard time or less
than full time hour.
Flexitime
When employees work in a free time of starting, finishing and take break in order to
employer.
Staggered hours: Staggered hour can be defined that employee has different starting,
finishing and breaking time allowing organisation to open longer hours.
Compressed working hours

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Compressed hour means that an employee work 40 hours in a week but he wants to
work same hour within 5 days.
Job sharing
An employee who work as a full time worker but he wants to split between another
employee who agree to work with him.
Shift swapping
When employee manages their shift among themselves by covering all requirements of
organisation.
Time off in lieu
Sometime employee work more hour when organisation get peak activity but when
organisation get less busy time that time employee go for time off in lieu.
Term-time working
It can be described that normally in term time employee work in his organisation like
20hour per week but when his or her school, college or university go to holiday in that
time employee work like term time. (Hakim, 1989c)
Annual hours
Annual hour means employee calculates his or her hours annually and the employer
decorate shift but employer keep some hours in their hand. When organisation get peak
time, then they call them for work.
Zero hours contracts
An employee work that hour which his need that is called zero hour (Business link,
2010).

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2.4 Discuss the impact that changes in the labour market have had
on flexible working practices

Mobility of labour
Labor mobility refers to the ease with which laborers are able to move around within
an economy and between different economies. It is an important factor in the study of
economics because it looks at how labor, one of the major factors of production, affects
growth and production.
There are two primary types of labor mobility: geographic and occupational. Geographic
mobility refers to a worker's ability to work in a particular physical location, while
occupational mobility refers to a worker's ability to change job types (Story,
D.J. and Johnson, S., 1987)
For example, a worker moving from the United States to France involves the concept of
geographic mobility. An automobile mechanic who changes jobs to become an airline
pilot involves the concept of occupational mobility.
Pay bargaining
Bargaining is the process of talking to employers and making agreements with
employers when workers are unhappy with pay or working conditions.

Skills and training

Staff training and development activities are important in all businesses. In addition to
improving your employees' skills specific to your business, it is important for you and
your employees to be up-to-date in admin and management areas including finance,
sales, marketing, administration and staff management. (Hackman & Oldham, 1980).
Education and qualification

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It is obvious that there have been changes in the global market and these changes
across the labour market have affected flexible working practices at City Link in various
aspects. The changes are as a result of factors like rapid evolving technology, increase
in undergraduate and post graduates recruitment, demographic change/migration, etc.
Working condition available to employee
For instance at City Link, it is currently exhibiting a trend that supports acquisition of
best multiple talents in contrast to prior specialization trends. For instance, the
implementation of flexibility practices that determine where and when personnel work is
becoming increasingly affordable and easier for both employees and City Link as City
Link spends less on staff and still them to complete quality jobs as in their contract that
contributes to City Link still remaining the top retail in the world. (Hackman & Oldham,
1980).

LO3 Understand the impact of equal opportunities within the

workplace
3.1 Explain the forms of discrimination that can take place in the
workplace

Discrimination: Now-a-days discrimination is the common matter through the world.

Discrimination means to give the favour one people less than other people by ethnic,
religion, sex and so on. City Link should omit the discrimination through their employee,
by which they can be trusted by their employee. (Hakim, 1989c)
Many forms of discrimination can happen in workplace environments and situations and
as such City Link is not immune from such discrimination.
Gender discrimination can take place in a workplace, where certain rules imposed on
male or female employees against their wish that works in the interest of the
organization like City Link.

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Another form of discrimination that can occur at City Link is age discrimination; this is
mostly possible in view of the global labour market change with more young
undergraduate and post-graduate people being recruited in City Link quest to employ
the best talents and energetic individuals to help the organisation remain the best
department store in the world.
The term ethnicity refers to ethnic traits, backgrounds, allegiances or associations.
Usually, ethnicity refers to a certain group of people that have racial, linguistic, religious
and other traits in common. Unfortunately, some people have negative feelings about
members of certain ethnic groups based on stereotypes, prejudices or negative
interactions they may have had with members of that ethnic group (Fowler, 1987). If a
person discriminates against a member of a particular ethnicity in the workplace, that
person is violating state and federal law.
Racial or ethnic discrimination in the workplace can rear its ugly head in a variety of
forms, some of which can be overt or obvious. But racial discrimination can often be
subtle and more difficult to detect, such as an employer's failure to hire or promote an
individual on account of their race. Whichever form it takes, however, racial
discrimination in the workplace is strictly prohibited by a number of federal and state
laws.
Religious Discrimination
Religious discrimination involves treating a person (an applicant or employee)
unfavorably because of his or her religious beliefs. The law protects not only people
who belong to traditional, organized religions, such as Buddhism, Christianity, Hinduism,
Islam, and Judaism, but also others who have sincerely held religious, ethical or moral
beliefs. (Fowler, 1987)
Religious discrimination can also involve treating someone differently because that
person is married to (or associated with) an individual of a particular religion or because
of his or her connection with a religious organization or group.

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DisabilityDiscrimination
Discrimination against people with disabilities in favor of people who are not is
called ableism or disablism. Disability discrimination, which treats non-disabled
individuals as the standard of normal living, results in public and private places and
services, education, and social work that are built to serve 'standard' people, thereby
excluding those with various disabilities. Studies have shown, employment is needed to
not only provide a living but to sustain mental health and well-being. Work fulfils a
number of basic needs for an individual such as collective purpose, social contact,
status, and activity. A person with a disability is often found to be socially isolated and
work is one way to reduce isolation. (Bloisi, 2007)
Equality and diversity act 2010
Duties under the Equality Act 2010
When were making decisions, the Equality Act 2010 gives us a duty to take into
account the need to:
Eliminate discrimination, harassment and victimisation
Advance equality of opportunity
Foster good relations between different parts of the community
This covers, age, disability, gender reassignment, marital or civil partnership status,
pregnancy and motherhood, race (including ethnic or national origin, colour and
nationality), religion or belief (including lack of belief), sex and sexual orientation. (Bloisi,
2007)
3.2 Discuss the practical implications of equal opportunities
legislation for an organisation

Prior to the 1970s, typical personnel practitioners would have readily understood what
was required of them in terms of the law and equality of opportunity in the workplace.
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The legislative framework was very simple and there are several key pieces of
legislation relating to equal opportunities.
Act

Areas covered

Sex Discrimination Act 1975

Sex and marital status (the latter referring

specifically to persons who are married)

Sex

Discrimination

(Gender Persons who intend to undertake a sex

Reassignment) Regulation 1999

change, are currently in the process of

doing so or have completed treatment

Race Relations Act 1976

Race, colour, nationality or ethnic origins

Race Relations (Amendment) Act The duty of public authorities to take

2000

positive action to promote good race

relations

Disability Discrimination Act 1995

Disability

Disabled persons

Discrimination Removal of the exemption for employee of

Act(Amendment) Regulations 2003

fewer than 15 people; shift in the burden of

proof

Employment

Equality

(Sexual Religion or similar belief

Orientation) Regulations 2003

Equal Pay Act 1970

Male and female pay for like work, rated as

equivalent, and work of equal value

Rehabilitation of Offenders Act 1970

Employment

Equality

Orientation)

Persons with spent convictions

(Sexual Orientation toward persons of the same

sex, of the opposite sex, shift of both the
same sex and the opposite sex

Human Rights Act 1998

Prohibition of forced labour and slavery;

right to respect for private and family life

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Source: (Margaret Foot & Carline Hook P.69.2005)

If you believe that you have been discriminated against you should, if appropriate, raise
the matter with you line manager in the first instance. In circumstance where this is not
appropriate, you should ideally take the matter to the next level of senior Management.
Recognizing the sensitivity that is often associated with case of this type, and in addition
to the Grievance Procedure, the company has a specific Harassment and Bullying
Policy. Please refer to these documents for details of how you should communicate and
escalate any complaint of this nature that you may have.
All applicants for employment with Somerfield will be treated equally and with respect.
No unjustifiable conditions should be imposed in relation to any job and adverts mush
not suggests that Somerfield has any intention of unlawfully discrimination against
applicants. (Bloisi, 2007)
Opportunity for promotion and training of staff will be open to all and based purely on
merit.
3.3 Compare the approaches to managing equal opportunities and
managing diversity

Equal opportunities are at the heart of a policy for dealing with the management of
diversity or cultural differences, and organizations have policies covering the area to
assert their intention to provide equal opportunities for all categories of staff.
The term is sometimes held to concentrate on avoiding discrimination or unfairness as
between groups, but it should be more proactive than this.
It should involve acknowledging, tolerating and indeed welcoming difference. It can also
involve being proactive, as in what the Americans call affirmative action such as
boosting the proportion of minority groups in employment.

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It also needs to emphasize that equal opportunities is not just something to be pursued
by management, but is the responsibility of all workers towards each other.
Bullying and harassment are practices which are sometimes pursued by managers,
but much more frequently by workers or groups of workers against each other.
(Rosemary P.160. 2002)
Managing diversity means that people should be valued as individuals for reasons
relating to business interests, as well as for moral and social reasons. It recognizes that
people can bring fresh ideas and perception which can make the way work is done
more efficient and products and service better (Institute of personnel and Development
(IPD) 1997).
In order for diversity management to work there must be involvement from a wide range
of people, form the chief executive and the board through to the human resource
management and the line mangers. According to the CIPD managing diversity needs to
become a mainstream issue which influences all employment policies and working
practices (IPD 1997)
The employment equality (religion or belief) regulation 2003 outlaw discrimination based
on religion or similar philosophical beliefs. Whether a set of beliefs is recognized under
regulation will be for employment tribunals to decide.
For example, humanism would be recognized as a set of beliefs similar to a religion, but
political beliefs normally would not be covered. The regulations work in similar way to
the sexual orientation regulations in terms of type discrimination and the possibility of a
GOR for certain positions.
Many commentators agree that key challenge to employers in dealing with religious
discrimination will probably in the area of harassment. Communication with employees
and the creation of culture of tolerance and acceptance of diversity will come even more
important.

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LO4 Understand approaches to human resources practices in

organisations
4.1 compare different methods of performance management
Whatis performance management?
Performance management is a process that provides feedback, accountability, and
documentation for performance outcomes. It helps employees to channel their talents
toward organizational goals.
Performance assessment can be helpful for a firm to improve their staffs performance.
To evaluate the performance there are different techniques for assessment. To evaluate
the quality and quantity of performance there are some techniques and those are:
Assessment centers: the performance ofmanagers ismeasured by trainers while they
join assessment centers.Different types ofmaneuvers such as scenario of virtual work,
group mission, the communiquaptitude, proficiency of planning, leadership quality,
creativity, tolerance level etc. are assessed. To evaluate the future improvement of
performance this technique is veryuseful and effective. (Bloisi, 2007)
360 degree feedback: for great self-development, multiple evaluation and proper
response this system is very helpful.In this technique team member, supervisors,
customers and one self-determine the assessment.
MBO: Performance grading based on the achieved structural goal by performance. A
standard of performance is set before and the actual performance then compare with
the standard performance to establish new policies and modifications.
Psychological assessment: To measure the potentialities of future performance this
system is used. Different test like knowledge, emotional, conversation and other
assessments of in-depth issues are practiced for psychological assessment. To judge
the emotional and motivation power this type of assessment is used. (Cordova, 1986)

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A Personal/Professional Development Plan is a plan of action, referring specifically to

the person's reasonable aspirations regarding personal development. A plan that allows
one to set own goals and a method of achieving them.
In an organisational perspective there will be a considerable overlap between the
organisational aspirations and the skill set development needed in order to achieve
them.
PDP allows the individual to take ownership and feel responsible for their own
development and gives them an opportunity to feedback on the methodology utilised by
the organisation to train them. As individual learning style vary considerably the one
stop training shop may not always reap benefits and may waste resources. While there
may be considerable input into this plan by the Organisation through the
appraiser/manager/mentor, the plan is still owned by the individual who is responsible
for its completion and demonstrate this at the next appraisal.(Cordova, 1986)
A PDP allows a person to develop career resilience and enables them to adapt to a
changing work environment
PDP enables individuals to benchmark their job skills on a regular basis and avoids
diminishing returns
PDP helps improve the triad of Knowledge, Skills and Attitudes by taking advantage of
a continuum of learning and training opportunities. By having a say in their own
development the individual is motivated to participate in the spiral of learning. (Atkinson,
and Meager, 1986)
PDP creates a partnership between the Appraiser and the Appraisee in developing and
implementing plans for the individual's development.
A PDP will foster a constructive and proactive dialogue between the performance
appraiser and the individual. The morale and dignity are maintained and an atmosphere
of mutual trust and ownership will be generated.
Key Performance Indicators
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A Key Performance Indicator (KPI) is a measurable value that demonstrates how

effectively a company is achieving key business objectives. Organizations use KPIs to
evaluate their success at reaching targets.
Profit: This goes without saying, but it is still important to note, as this is one of the
most important performance indicators out there. Dont forget to analyze both gross
and net profit margin to better understand how successful your organization is at
generating a high return. (Atkinson, and Meager, 1986)
Cost: Measure cost effectiveness and find the best ways to reduce and manage
your costs.
LOB Revenue vs. Target: This is a comparison between your actual revenue and
your projected revenue. Charting and analyzing the discrepancies between these
two numbers will help you identify how your department is performing.
Customer Satisfaction & Retention: On the surface, this is simple: make the
customer happy and they will continue to be your customer. Many firms argue,
however, that this is more for shareholder value than it is for the customers
themselves. You can use multiple performance indicators to measure CSR, including
customer satisfaction scores and percentage of customers repeating a purchase.
4.2 Assess the approaches to the practice of managing employee
welfare in a selected organisation

Employee welfare means the efforts to make life worth living for workmen. According
to Todd employee welfare means anything done for the comfort and improvement,
intellectual or social, of the employees over and above the wages paid which is not a
necessity of the industry. (Hackman & Oldham, 1980).
Welfare facilities can be largely categorized into two types:
Intramural facilities: These are provided within the establishment such as rest centers
canteen, uniforms.

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Extramural facilities: These are activities which are undertaken outside the
establishment such as child welfare, transport facility etc.
Examples of Welfare Facilities
Intramural Facilities

Extramural Facilities

Drinking water

Housing

Toilets

Education facilities

Crches

Maternity benefits

Washing & bathing facilities

Transportation

Rest shelters

Sports facilities

Uniforms

Leave travel

Protective clothing

Vocational training

Recreating facilities

Holiday homes

Canteens

Cooperative stores

Subsidized food

Fair price shops

Medical aid

Social insurance

The management of employee welfare activities includes facilities for workers life and
easier living. To attain a long term workforce the managers provides different services
like medical facilities, security, cultural programs, benefits, motivation etc (Hackman &
Oldham, 1980). There are some motives of organization City Link why they provide
employee welfare and those are the followings:
To attain more productivity.

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Increasing job attraction for further effective recruitment.

Providing healthy environment for work.
Achieve stability in labor force and reduce labor turnover.
For gaining positive employee relation that increase co-operation.
Stand against the trade and labor unions.
A regular evaluation of employee welfare practices important to understand the costs
and benefits. Generally the welfare managers are responsible to evaluate this kind of
welfare managementA rational and feasible cost-benefit financing system need to be established.
Evaluating whether the activities are helpful for the employees or not.
Cafeteria approach or customization of services needs to be related with the
heterogeneity of individual.
Employee welfare is a term including various services, benefits and facilities offered to
employees by the employers. The welfare measures need not be monetary but in any
kind/forms. This includes items such as allowances, housing, transportation, medical
insurance and food. Employee welfare also includes monitoring of working conditions,
creation of industrial harmony through infrastructure for health, industrial relations and
insurance against disease, accident and unemployment for the workers and their
families. Through such generous benefits the employer makes life worth living for
employees.(Wood, D. and Smith, P, 1989)
Importance of Employee Welfare
As a business, City Link have to provide various benefits to ensure your employees'
welfare. While this may increase your business expense and negatively affect your
bottom line, looking after your employees will benefit you in other ways.

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Compliance:
As an owner, you are required by law to provide certain benefits for the welfare of your
employees. You may have to match the Social Security taxes your employees pay and
obtain a worker's compensation insurance policy. If you terminate an employee, you
may have to funds to extend his health insurance.(Story, D.J. and Johnson, S., 1987)
Hiring and Retention:
The benefits an employee receives from his employer for his welfare are often a
significant reason why he decides to accept a job offer. As such, providing employee
benefits allow you to compete with other businesses to recruit and retain qualify
employees. If other employers offer better benefits, good employees may choose to go
there.
Employees Motivation:
By providing a plan that's good for employees' welfare, you show them that you value
them. This can help make them feel welcome and happy in your company, motivating
them to work harder. If your health plan has wellness coverage and preventative care,
employees are more likely to stay healthy, cutting down on absenteeism and sick days.
(Hakim, 1989c)
Employees' Well-Being:
For companies that have a large base of employees working under stressful conditions
or living away from family, it is important to look at fostering personal happiness and
professional growth. Investing in employees pays dividends in terms of higher
productivity and greater loyalty
Company Image:
Providing a good employee welfare plan reflects well on your business, building a good
company image. It may even earn you some press coverage, giving you free publicity to

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improve awareness among potential customers. This may boost your sales and
increase your profits. (Bloisi, 2007)
4.3 Discuss the implications of health and safety legislation on
human resources practices
The Health and Safety at Work etc. Act 1974 (also referred to as HSWA, the HSW Act,
the 1974 Act or HASAWA) is the primary piece of legislation covering occupational
health and safety in Great Britain. The Health and Safety Executive, with local
authorities (and other enforcing authorities) is responsible for enforcing the Act and a
number of other Acts and Statutory Instruments relevant to the working environment.
Duties of employers
Section 2 states that "It shall be the duty of every employer to ensure, so far as
is reasonably

practicable,

the

health,

safety

and

welfare

at

work

of

all

his/her employees", and in particular that such a duty extends to:

Provision and maintenance of plant and systems of work that are, so far as is
reasonably practicable, safe and without risks to health; (Bloisi, 2007)
Arrangements for ensuring, so far as is reasonably practicable, safety and absence of
risks to health in connection with the use, handling, storage and transport of articles and
substances;
Provision of such information, instruction, training and supervision as is necessary to
ensure, so far as is reasonably practicable, the health and safety at work of his
employees;
So far as is reasonably practicable as regards any place of work under the employers
control, the maintenance of it in a condition that is safe and without risks to health and
the provision and maintenance of means of access to and egress from it that are safe
and without such risks;

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Provision and maintenance of a working environment for his employees that is, so far as
is reasonably practicable, safe, without risks to health, and adequate as regards
facilities and arrangements for their welfare at work.(Cordova, 1986)
The implication of Health and Safety Act of 1974 Organisations
Cost in terms of providing health and safety facilities to both the employer and the
employees (Premises)
Risk can be high if they are not adequately provided
Anxiety and worry can occur if employees are not given protected tools and equipment
to work with.
Up to date training on health issues can also cost the organisation via resource
personnel
Hazards can occur if employees are not trained and hence can lead to serious injuries
or death e.g. Use of dangerous chemicals or substances
4.4 Evaluate the impact of one topical issue on human resources
practices.

Discipline in the workplace is the means by which supervisory personnel correct

behavioural deficiencies and ensure adherence to established company rules. The
purpose of discipline is correct behaviour. It is not designed to punish or embarrass an
employee.
Often, a positive approach may solve the problem without having to discipline. However,
if unacceptable behaviour is a persistent problem or if the employee is involved in a
misconduct that cannot be tolerated, management may use discipline to correct the
behaviour.(Cordova, 1986)
Grievance

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A grievance is any dissatisfaction or feeling of injustice having connection with ones

employment situation which is brought to the attention of management. Speaking
broadly, a grievance is any dissatisfaction that adversely affects organizational relations
and productivity. To understand what a grievance is, it is necessary to distinguish
between dissatisfaction, complaint, and grievance. (Guest, 1987)
Dissatisfaction is anything that disturbs an employee, whether or not the unrest is
expressed in words.
Complaint is a spoken or written dissatisfaction brought to the attention of the
supervisor or the shop steward.
Grievance is a complaint that has been formally presented to a management
representative or to a union official.
Dismissal
Dismissal is the involuntary termination of an employee. It is colloquially referred to as
being "fired." Dismissal implies employee fault, although this is not always the case. In
most states, an employee can be fired for any reason or no reason at all, as long as
they are not fired for a prohibited reason. Indeed, most dismissals are a by-product of
economic

conditions

or

organizational

failure

beyond

the

individual

employee's control (i.e., layoffs). (Guest, 1987)

Informal or formal methods of lodgement
Grievances can be managed informally or formally the steps for each of these
methods are outlined below. Employee(s) may nominate the course of action they wish
to undertake, given the nature and scope of the grievance. An initial choice of an
informal process does not preclude the employee from:
Withdrawing the grievance
Requesting that, at any stage, formal processes be used.

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Sorting out your problem informally

Often the best way to sort out a problem with your employer is to talk to them informally.
You should ask for a meeting with your immediate manager to explain your concerns.
You might find it helpful to suggest to your employer what you would like them to do to
resolve the problem. If you dont feel you can talk to your immediate manager, you could
speak to someone else in the organisation in a position of authority. (Herzberg, F.,
Mausner, B., &Synderman, B., 1959).
Where possible, you should always try and sort the problem out informally first before
taking any further action.
How to raise a formal grievance
The Code of Practice sets out standards of fairness and reasonable behaviour that
employers and employees are expected to follow in most situations when dealing with a
dispute.
You don't have to follow the Code of Practice. However, an employment tribunal can
take account of whether or not it was reasonable for you to follow the Code when they
decide how much compensation you should get, if any.
Your employer should also have a formal procedure for raising a grievance. You should
try to follow this, where possible. You should be able to find details of your employer's
grievance procedure in your Company Handbook, HR or Personnel manual, on your HR
intranet site or in your contract of employment.(Mausner, B., & Synderman, B., 1959).
If you do end up making a claim to an employment tribunal, there is a strict time limit
within which you'll need to make your claim. This is usually three months minus one day
from the date that the thing you are complaining about last happened.
The time limit still applies even if you're taking out a grievance. This means you need to
make sure that you don't run out of time while going through the grievance procedure.

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If you take out a grievance, it's always a good idea to keep a note of exactly what
happens and when.
The steps described on the following pages are based on the guidelines in the Acas
Code of Practice.
Write to your employer
Meet with your employer
Appeal to your employer
Outline of the grievance process
Mediation
Making an employment tribunal claim

References
Alderfer, C.P. (1972). Existence, relatedness, and growth: Human needs in
organizational settings. New York: Free Press
Atkinson, J. (1987) Working Conditions in Small and Medium Size Enterprises, report to
the European Foundation for the Improvement of Living and Working Conditions,
Brighton: University of Sussex Institute of Manpower Studies.
Atkinson, J. and Meager, N. (1986) Changing Working Patterns: How companies
achieve flexibility to meet new needs, Institute of Manpower Studies, National Economic
Development Office, London.
Beer, M et al (1984) Managing Human Assets, The Free Press, New York

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Bloisi, W. (2007) an Introduction to Human Resource Management, Maidenhead,

McGraw-Hill Education
Cordova, E. (1986) `From Full-time Wage Employment to Atypical Employment: a Major
Shift in the Evolution of Labor Relations, International Labor Review, 125, 6,641-65
Fowler, A (1987) when chief executives discover HRM, Personnel Management,
January, p 3
Guest, D E (1987) Human resource management and industrial relations, Journal of
Management Studies, 24 (5), pp. 50321
Hackman, J.R., & Oldham, G. (1980).Work redesign. Reading, MA: Addison-Wesley
Hakim, C. (1989c) `Employment Rights: a Comparison of Part-Time and Full-Time
Employees, Industrial Law Journal, 18, 2, 69-83
Herzberg, F., Mausner, B., &Synderman, B. (1959).The motivation to work. New York:
John Wiley & Sons
Maslow, A.H., & Kaplan, A.R. (1998).Maslow on management. New York: John Wiley &
Sons
Story,

D.J. and Johnson,

S. (1987) Are

Small

Firms

the

Answer

to

Unemployment? London: Employment Institute.

Wood, D. and Smith, P. (1989) Employers' Labor Use Strategies: First Report on the
1987 Survey, Research Paper No. 63, London: Department of Employment

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