Negombo Neg HRM

Higher Nationals
Internal verification of assessment decisions – BTEC (RQF)

INTERNAL VERIFICATION – ASSESSMENT DECISIONS
Programme title HND in Business Management
Assessor Internal Verifier

03
Unit(s)
Unit 03 Human resource management Assignment 01
Assignment title
Fathima Ruhee Faizal
Student’s name
List which assessment Pass Merit Distinction
criteria the Assessor has
awarded.
INTERNAL VERIFIER CHECKLIST
Do the assessment criteria awarded

match those shown in the assignment Y/N
brief?
Is the Pass/Merit/Distinction grade awarded

justified by the assessor’s comments on the Y/N
student work?
Has the work been assessed
Y/N
accurately?
Is the feedback to the student:
Give details:
• Constructive?
Y/N
• Linked to relevant assessment
criteria? Y/N
• Identifying opportunities for

improved performance?
Y/N
• Agreeing actions? Y/N
Does the assessment decision need

Y/N
amending?
Assessor signature Date
Internal Verifier signature Date

Programme Leader signature (if
Date
required)
1
Confirm action completed
Remedial action taken
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Higher Nationals - Summative Assignment Feedback Form
Student Name/ID Fathima Ruhee Faizal 12417

Unit Title Human resource management
Assignment Number 01 Assessor
Date Received 1st
Submission Date
submission
Date Received 2nd
Re-submission Date
submission
Assessor Feedback:
LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an organisation with
talent and skills appropriate to fulfil business functions.
Pass, Merit & Distinction P1 P2 M1 M2 D1

Descripts
LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation.
Pass, Merit & Distinction P3 P4 M3 D2

Descripts
LO3 Analyse internal and external factors that affect Human Resource Management decision-making, including
employment legislation
Pass, Merit & Distinction P5 P6 M4 D3

Descripts
Grade: Assessor Signature: Date:
Resubmission Feedback:
Grade: Assessor Signature: Date:
Internal Verifier’s Comments:
Signature & Date:
* Please note that grade decisions are provisional. They are only confirmed once internal and external moderation has taken place and grades decisions have
been agreed at the assessment board.
3
Assignment Feedback
Formative Feedback: Assessor to Student
Action Plan
Summative feedback
Feedback: Student to Assessor

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Pearson
Higher Nationals in
Business
Unit 03: Human Resource Management
Assignment 01
5
Assignment Brief
Student Name /ID Number Fathima Ruhee Faizal 12417
Unit Number and Title Unit 03 – Human Resource Management
Academic Year 2018/2019
Unit Tutor
Assignment Title HR Case Study Review
Issue Date
Submission Date
IV Name & Date
Submission Format:
The submission is in the form of an individual written report. This should be written in a concise, formal
business style using single spacing and font size 12. You are required to make use of headings,
paragraphs and subsections as appropriate, and all work must be supported with research and
referenced using the Harvard referencing system. The recommended word limit is 2,000–2,500 words,
although you will not be penalised for exceeding the total word limit.
Unit Learning Outcomes:

LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an
organisation with talent and skills appropriate to fulfil business functions.
LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation.
LO3 Analyse internal and external factors that affect Human Resource Management decision-making,
including employment legislation.
6
Assignment Brief and Guidance:
Scenario:
As a newly appointed management trainee of a Sri Lankan organization (you have to select an
organisation of your choice), you have been tasked with helping the senior management on the
restructuring of the department as part of an organizational change.
-----------------------------------------------------------------------------------------------------------------------------------------
The Human Resources (HR) department will be restructured based on the findings of a review report,
which you have been asked to complete. You are to review the effectiveness of the HR function within
the organisation, researching the role and scope of HR and reviewing and assessing the main HR
functions within the organisation. This has to be submitted as a case study report on how HRM
functions are applicable to workforce planning and resourcing in the organsation. Also the report
should identify the approaches used for recruitment and selection and evaluate the mentioned
approaches.
The case study assessment report should cover the followings;
An overview of the organisation.

1. An explanation on the purpose of the HR function and the key roles and responsibilities of the HR
function.
2. An assessment of the approach to workforce planning, recruitment and selection, development
and training, performance management and reward systems.
3. The approach to and effectiveness of employee relations and employee engagement, and
comment on the adoption of flexible organisation and flexible working practice and ‘employer of
choice’.
4. Key areas of employment legislation within which the organisation must work.
7
Grading Rubric
Grading Criteria Achieved Feedback
P1 Explain the purpose and the functions of HRM,

applicable to workforce planning and resourcing an
organisation.
P2 Explain the strengths and weaknesses of different

approaches to recruitment and selection.
P3 Explain the benefits of different HRM practices

within an organisation for both the employer and
employee.
P4 Evaluate the effectiveness of different HRM

practices in terms of raising organizational profit and
productivity.
P5 Analyse the importance of employee relations in

respect to influencing HRM decision making.
P6 Identify the key elements of employment

legislation and the impact it has upon HRM decision
making.
M1 Assess how the functions of HRM can provide

8
talent and skills appropriate to fulfil business
objectives
M2 Evaluate the strengths and weaknesses of

different approaches to recruitment and selection
M3 Explore the different methods used in HRM

practices, providing specific examples to support
evaluation within an organisational context.
M4 Evaluate the key aspects of employee

relations management and employment legislation
that affect HRM decision-making in an organisational
context.
D1 Critically evaluate the effectiveness of the
recruitment and selection techniques in two
organsiations.
D2 Critically evaluate HRM practices and application

within an organisational context, using a range of
specific examples.
D3 Critically evaluate employee relations and the

application of HRM practices that inform and influence
decision-making in an organisational context
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Acknowledgment
My sincere thanks to Almighty God and I would like to express my thanks to all those who helped me in
making this assignment a success.
I take this great opportunity to thank our Human Resource Management Lecturer Mr. Reshan Navod who
is our module lecturer and assessor for guiding me in this assignment. I hope the knowledge that I have
gained through this module will value and help me in my future career.
Finally my heartfelt thanks to every single person who backed me up and helped me to complete this
assignment successfully.
Thank you,
Fathima Ruhee Faizal.
10
Table of Contents
ACKNOWLEDEGEMNT...............................................................................................................................10
TABLE OF FIGURES.....................................................................................................................................12
1.OVERVIEWS OF OUR ORGANIZATION JOHN KEELLS PLC.............................................................13
2. HUMAN RESOURCE MANAGEMENT.................................................................................................14
2.1. THE PURPOSE AND KEY ROLES AND RESPONSIBILITIES OF HR FUNCTIONS IN HRM.....15
2.2.HRM FUNCTIONS................................................................................................................................16
3. WORKFORCE PLANNING, RECRUITMENT AND SELECTION, DEVELOPEMENT AND

TRAINING, PERFORMANCE MANAGEMENT AND REWARDS SYSTEMS........................................27
3.1.WORKFORCE PLANNING...................................................................................................................27
3.2. RECRUITMENT & SELECTION.........................................................................................................28
3.3. TRAINING & DEVELOPEMENT........................................................................................................28
3.4. PERFORMANCE MANAGEMENT.....................................................................................................29
3.5. REWARDS SYSTEM............................................................................................................................29
4. EMPLOYEE RELATIONS AND EMPLOYEE ENGAGEMENT.............................................................30
5. EMPLOYEE LEGISLATION.....................................................................................................................31
REFERENCES.................................................................................................................................................31
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TABLE OF FIGURES.
Figure 1 : HRM Functions and Responsibilities.----------------------------------------------------------------------16
Figure 2 :HR Functions.--------------------------------------------------------------------------------------------------17
Figure 3 : Functions of HRM.-------------------------------------------------------------------------------------------18
Figure 4 : HR Payroll.-----------------------------------------------------------------------------------------------------19
Figure 5 : Motivation.-----------------------------------------------------------------------------------------------------19
Figure 6 : Maslow’s Hierarchy of Needs.------------------------------------------------------------------------------20
Figure 7 : Reward management.-----------------------------------------------------------------------------------------21
Figure 8 : Training & Development.------------------------------------------------------------------------------------22
Figure 9 : Performance Management.----------------------------------------------------------------------------------23
Figure 10 : Ethical Issues in HRM.-------------------------------------------------------------------------------------26
Figure 11 : Workforce planning.----------------------------------------------------------------------------------------27
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1. OVERVIEW OF OUR COMPANY JOHN KEELLS HOLDINGS.
John & Co.” united with two London-founded broking companies to shape the private limited company of
“E. John, Thompson, White & Co. Ltd.”.Our name “John Keells” which is at present similar with Sri
Lankan enterprise leadership, came into state following the attainment of another Colombo broking
company, “Keell & Waldock Ltd”, in 1960, the resulting entity being named John Keell Thompson White
Ltd. The parent firm, now known as John Keells PLC (once John Keells Limited), became a public quoted
company in1974. (Keells, 2018)
John Keells Holdings PLC is a holding company that manages a portfolio of holdings consisting of a range
of business operations. The Company’s segments are Transportation, Leisure, Property, Consumer Foods
and retail, financial Services, Information Technology and Others. The transportation segment offers
transportation related services. The leisure segment encompasses over two five star city hotels in Colombo
and approximately eight resort hotels in Sri Lanka and over three resorts in Maldives under the Cinnamon
Hotels and Resorts brand. The property segment concentrates on development and sale of residential
apartments. The consumer foods and retail segment operates in over two categories namely manufacturing
and retailing. The financial services segment offers financial solutions. The information technology
segment comprises from business process outsourcing, software services and information integration to
office automation. The others segment includes plantation services sector. (Editorial,R. ,2018)
Today, we have identified several significant investments with the potential to drive future growth and we
are confident that we can leverage on our strong points to serve our stakeholders by delivering consistent
value, as we work towards the success we anticipate in the years that lie ahead.(Keells, 2018)
 OUR VISION
To be internationally recognised as the best Produce Broker in the World.(Johnkeellstea, 2018)
 OUR MISSION
To retain the pre-eminent position as Sri Lanka’s leading Tea and Rubber broker; To uphold the
traditions and ethics of the Tea and Rubber trades; To ensure superior customer service through a
dedicated and motivated workforce. (Johnkeellstea, 2018)
 VALUES
 Experience.
 Trust.
 Caring.
 Innovation.
 Integrity.
(Johnkeellstea, 2018)
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2. HUMAN RESOURCE MANAGEMENT.
Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an
organization’s employees. HRM is often referred to simply as human resources (HR). A company or
organization’s HR department is usually responsible for creating, putting into effect and overseeing policies
governing workers and the relationship of the organization with its employees. (SearchHRSoftware, 2018).
HRM is really employee management with an emphasis on those employees as assets of the business. In this
context, employees are sometimes referred to as human capital. As with other business assets, the goal is to
make effective use of employees, reducing risk and maximizing return on investment (ROI).
(SearchHRSoftware, 2018).
In John Keells, the group of human resource management framework is designed in a manner that enables
high accessibility by any employee to every level of management. Constant dialogue and facilitation are also
maintained ranging from work related issues to matters pertaining to general interest that could affect
employees and their families. The Group follows an open door policy for its employees and this is promoted
at all levels of the Group. (Keells, 2018).
The success of our Company depends on the commitment, motivation and skills of our employees. The main
human resource risks are the shortage of experienced and qualified personnel. The company attempts to
mitigate this risk by encouraging continuous education, providing relevant training and development
opportunities, and fostering a culture where all employees, regardless of rank, can actively contribute to the
business. During the year a formal succession plan for senior level staff was also developed. (Cdn.cse.lk.,
2019).
According to John Keells, Human resources are an appreciating asset bringing continuing returns and
constitute the catalyst for world class performance. Being in predominantly service based industries,
productivity, efficiency, customer focus, and skills are of vital importance in obtaining a competitive
advantage. The Group is committed to being “More than just a Workplace” while the foundation of its HR
philosophy is to be an equal opportunity employer. The Group has in place policies with regard to human
resources covering all aspects of employment. (Keells, 2018).
1. All Group companies adhere to all relevant local labour laws and regulations. (Keells, 2018).
2. The Group does not discriminate its employees on the basis of gender, race, nationality, age, social
origin, disability, religion,or any other basis. (Keells, 2018).
3. The group recognizes the right of employees and provides forums, support groups and policies to
address their concerns and resolve issues and conflicts in a fair and transparent manner. (Keells, 2018).
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2.1 THE PURPOSE AND KEY ROLES AND RESPONSIBILITIES OF THE
FUNCTIONS OF HRM.
Figure 1 : HRM Functions and Responsibilities.

Source Author’s work adopted from Business doc box, 2018.
2.2 HRM FUNCTIONS.
Human Resources management has an important role to play in equipping organizations to meet the
challenges of an expanding and increasingly competitive sector. Increase in staff numbers, contractual
diversification and changes in demographic profile which compel the HR managers to reconfigure the role
and significance of human resource management.(Shodhganga,inflibnet, 2018).
The functions are responsive to current staffing needs, but can be proactive in reshaping organizational
objectives. All the functions of HRM are correlated with the core objectives of HRM. For example personal
objectives are sought to be realized through functions like remuneration, assessment, etc.
(Shodhganga,inflibnet, 2018).
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Figure 2 :HR Functions.
Source Author’s work adopted from Shodhganga.inflibnet, 2018
Functions Of HRM includes:

2.2.1 Managerial functions.
A. Planning.
One of the primary function where number & type of employees needed to accomplish organizational goals
are determined. Research forms core HRM planning which also helps management to collect, analyze and
identify current plus future needs within the organization.
B. Organizing.
Organization of task is another important step. Task is allocated to every member as per their skills And
activities are integrated towards a common goal. (Medium, 2016).
C. Leading.
This includes activating employees at different levels and making them contribute maximum towards
organizational goals. Tapping maximum potentialities of an employee via constant motivation and command
is a prime focus. (Medium, 2016).
D. Controlling.
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Post planning, organizing and leading, performance of an employee is checked, verified and compared
with goals. If actual performance is found deviated from the plan, control measures are taken. (Medium,
2016).
2.2.2 Operative Functions.
Figure 3 : Functions of HRM.

Source Author’s work adopted from Google, 2018.
A. TASKS
 RECRUITMENT & SELECTION.
The recruitment process is an important part of human resource management (HRM). It isn’t done without
proper strategic planning. Recruitment is defined as a process that provides the organization with a pool of
qualified job candidates from which to choose. Before companies recruit, they must implement proper
staffing plans and forecasting to determine how many people they will need. The basis of the forecast will
be the annual budget of the organization and the short-term to long-term plans of the organization—for
example, the possibility of expansion. In addition to this, the organizational life cycle will be a factor.
(Open.lib.umn.edu,2018).
Selection is the process of picking or choosing the right candidate, who is most suitable for a vacant job
position in an organization. In other words, selection can also be explained as the process of interviewing the
candidates and evaluating their qualities, which are required for a specific job and then choosing the suitable
candidate for the position. (www.tutorialspoint, 2018).
The policies at John Keells ensure that employees feel comfortable and consider the company more than just
a workplace. The recruitment policy makes sure that the employee hiring procedures are methodical and
ethical whilst the unbiased recruitment is reflected through the policy of equal opportunity. All the people
related decisions are made by committees ans not by individuals to eliminate any sort of discrimination. As a
result John Keells has been able to provide a favourable working environment for all the employees in a
unique culture build with inclusive and trust (John Keells Group 2012). (Perera, 2016).
 PAYROLL ADMINISTRATION.
Payroll refers to the process by which employees receive their salary. Functions involve balancing and
17
reconciling payroll data and depositing and reporting taxes. The payroll department takes care of wage
deductions, record keeping and verifying the reliability of pay data. The payroll department delivers payroll
checks, maintains compliance with tax laws, records paperwork for new hires and edits existing employee
files. Payroll professionals are also responsible for calculating reimbursements, bonuses, overtime and
holiday pay. (Smallbusiness.chron, 2018).
Figure 4 : HR Payroll.
Source Author’s work adopted from Google,2018.
 MOTIVATION.
Figure 5 : Motivation.
Motivation is the inner drive that directs a person’s behaviour towards goals. Motivation can be defined as a
process which energizes, directs and sustains human behaviour. In HRM the term refers to person’s desire to
Do the best possible job or to exert the maximum effort to perform assigned tasks. An important feature of
motivation is that it is a behaviour directed towards goal. (NEOEnglish, 2011).
Maslow’s Need Hierarchy.
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Abraham Maslow organized five major types of human needs into a hierarchy, as shown in Figure. The need
hierarchy illustrates Maslow’s conception of people satisfying their needs in a specified order, from bottom
to top. The needs, in ascending order, are: (NEOEnglish, 2011).
1. Physiological (food, water and shelter.)
2. Safety or security (protection against threat and deprivation)
3. Social (friendship, affection, belonging and love)
4. Ego (independence, achievement, freedom, status, recognition, and self-esteem)
5. Self-actualization (realizing one’s full potential; becoming everything one is capable of being)
According to Maslow, people are motivated to satisfy the lower needs before they try to satisfy the higher
need. Also, once a need is satisfied it is no longer a powerful motivator. Maslow’s hierarchy, however, is a
simplistic and not altogether accurate theory of human motivation. (NEOEnglish, 2011)
Figure 6 : Maslow’s Hierarchy of Needs.

Source Author’s work adopted from Google,2018.
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 REWARDS MANAGEMENT.
“Employees may see compensation as a return in exchange between their employer and themselves, as an
entitlement for being an employee of the company, or as a reward for a job well done”. (Hrmguide.co.uk.,
2018).
Compensation and reward system plays vital role in a business organization. Since, among four M’s i.e
Men, Material, Machine and Money, Men has been most important factor, it is impossible to imagine a
business process without Men. Land, Labor, Capital and Organization are four major factors of production.
(Human Resources Management, 2010).
Every factor contributes to the process of production/business. It expects return from the business process
such as Rent is the return expected by the Landlord similarly Capitalist expects Interest and Organizers i.e
Entrepreneur expects profits. The labour expects wages from the process. (Human Resource Management,
2010).
It is evident that other factors are in-human factors and as such labour plays vital role in bringing about the
process of production/business in motion. The others factors being human, has expectations, emotions,
ambitions ans egos. Labour therefore expects to have fair share in the business/production process. (Human
Resources Management, 2010).
Figure 7 : Reward management.

 EMPLOYEE TERMINATION.
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Termination means removal of employee from employment by his employer mainly on the following
grounds,(Hrmpractice, 2018).
 Due to the expiration of employment contract period between employee and his employer.
 Due to the Ill-health of the employee.(Hrmpractice, 2018).
Being terminated for any of the items listed below may constitute wrongful termination:
Discrimination: The employer cannot terminate employment by his employer mainly on the following
grounds,(Hrmpractice, 2018).
Retaliation: An employer cannot fire an employee because the employee filed a claim of discrimination or
is participating in an investigation for discrimination. In the United States, this “retaliation” is forbidden
under civil rights law.(Hrmpractice, 2018).
Employee’s Refusal to Commit an Illegal Act: An employer is not permitted to fire an employee because
the employee refuses to commit an act that is illegal.(Hrmpractice, 2018).
Employer Not Following Own Termination Procedures: Often, the employee handbook or company
policy outlines a procedure that must be followed before an employee is terminated. If the employer fires an
employee without following this procedure, the employee may have a claim for wrongful termination.
(Hrmpractice, 2018).
B. TRAINING AND DEVELOPEMENT.

Training is a planned effort to facilitate the learning of job-related skills, knowledge and behavior by
employees.Development is the acquisition of knowledge, skills and behaviors that improve an employee’s
ability to meet changes in job requirements.The following considerations need to be taken into account when
an HR professional tries to assess the training and development needs of the employees of an organization:
(Managementstudyguide, 2018).
Spontaneous, unplanned training or Systematic, planned

Focus on currenttraining
job
skills or future job skills
Train few employees or Individual orientation

Train all employees or Group orientation
Figure 8 : Training & Development.

Source Author’s work adopted from Managementstudyguide, 201
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C. PERFORMANCE MANAGEMENT.
Performance Management is the process of reviewing an employee’s performance during the preceding year
or cycle and deciding where he or she stands as far as their peers in the same band are concerned.
The appraisal
performance management cycle
starts can be or
a month half-yearly orthe
two before yearly depending
appraisal cycleupon
ends.the policies of the
In be
cle can thebased
sameon
vein,
theitcalendar
can be half-yearly
year or theas well. year i.e.it can run from January to December of
financial
Figure 9 : Performance Management.

Source Author’s work adopted from Managementstudyguide, 2018.
It has been found that the performance management process as it exists in many organizations leaves a lot to
be desired. In fact, surveys and studies have found that the majority of employee’s who quit organizations
do so because of differences over their ratings. In other words, attrition is in many cases a direct
consequence of the way in which the performance management process is managed. This happens because
personal biases and prejudices affect the process, in many cases, if the manager and the employee do not see
eye to eye on many issues, the appraisal and the ratings are the place where this difference of opinion comes
out into the open. (Managementstudyguide, 2018).
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D. EMPLOYEE RELATIONS.
Employee relations include Labor Law and Relations, working environment, employee health and
safety, employee- employee conflict management, employee- employer conflict management, quality of
work life, workers compensation, employee wellness and assistance programs, counseling for occupational
stress. All these are critical to employee retention apart from the money or remuneration which is only a
hygiene factor. Employee retention is a nuisance in organizations, especially in industries that are hugely
competitive in nature. Though there are myriad factors that motivate an individual to stick to or leave an
organization, but few such as stated above are certainly under our control. (Managementstudyguide, 2018).
HRM in Industrial Relations is a highly sensitive area. It needs careful interactions with labor or
employee unions, addressing their grievances and settling the disputes effectively in order to maintain peace
and harmony in the organization. It is the art and science of understanding the employment (union-
management) relations, joint consultation, disciplinary procedures, solving problems with mutual efforts,
understanding human behavior and maintaining work relations, collective bargaining and settlement of
disputes.The main aim is to safeguard the interest of employees by securing the highest level of
understanding to the extent that does not leave a negative impact on organization. It is about establishing,
growing and promoting industrial democracy to safeguard the interests of both employees and management.
The HR units of John Keells are designed in a manner that enables high accessibility by any employee
to every level of management. Constant dialogue and facilitation are also maintained, relating to work-
related issues as well as matters pertaining to general interest that could affect employees and their families.
Therefore, the Group follows open-door policies for its employees and key stakeholders and this is promoted
at all levels of the Group. (Cdn.cse.lk., 2019).
E. WORKING IN PARTNERSHIP WITH FUNCTIONAL AREAS.
F. INVOLVEMENT OF LINE MANAGERS .
I. Line Managers
A line manager is a person who directly manages other employees and operations of a business while
reporting to a higher ranking manager. The line manager term is often used interchangeably with “direct
manager”. (The Balance Careers, 2018).
Responsibilities of the Line Manager
The line (or direct) manager plays an important role in the operation of many businesses. The individual is
responsible for managing employees and resources in pursuit of achieving specific functional or
organizational goals. Some of the responsibilities of the typical line manager include: (The Balance Careers,
2018).
 Recruiting and hiring talent to fill team positions
 Providing training and support to new hires
 Cross-training employees to ensure job rotation and minimize assignment coverage gaps
 Providing coaching and performance feedback to all team members
 Communicating and ensuring understanding of functional or departmental goals
 Monitoring individual and team metrics and performance versus targets
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 Identifying the need for corrective actions
 Ensuring quality standards for all processes
 Evaluating overall team and individual performance and delivering the performance reviews
 Engaging with other line managers across the organization
 Providing reports on productivity and other performance indicators to management
Importance of the Line Manager
Based on the responsibility listing above, it is clear that the role of line manager plays an important part in
the overall organizational performance. A good manager is actively involved with his/her team members
providing support, offering encouragement and delivering positive and constructive feedback on a daily
basis. Line Managers directly influence employee satisfaction and engagement, and as a result,
organizational productivity and even customer satisfaction. (The Balance Careers, 2018).
While senior management is involved in developing and approving a firm’s strategy. The hard work of
implementing the strategy takes place at lower of the organization. Line managers are critical cogs in
ensuring that new programs are implemented in a timely and effective manner. They are well positioned to
identify problems with the strategy execution programs and the input of the line manager is essential for
organizational learning. (The Balance Careers, 2018).
Talent development is a key priority for any organization, and line managers wield large control over the
identification, development, and promotion of talented professionals on their teams. Often, the next
generation of line managers emerges from these teams. (The Balance Careers, 2018).
II. Staff Mangers.

Authorized to assist and advise line managers in accomplishing these basic goals. HR managers are
generally staff managers. (Vulms.vu.edu.pk., 2018).
Responsibility of Staff Managers

Staff Mangers assist advise line managers in accomplishing these basic goals. They do, however, need
to work in partnership with each other to be successful. Some examples of the HR responsibilities of staff
managers include assistance in hiring, training, evaluating, rewarding, counseling,promoting, and firing of
employees, and the administering of various benefits programs. (Vulms.vu.edu.pk., 2018).
G. ETHICAL ISSUES.
Of all the organisational issues or problems, ethical issues are the most difficult ones to handle or deal with.
Issues arise in employment, remuneration and benefits, industrial relations and health and safety.
The employees of John Keells Holdings can report to the Chairman through a communication link named
‘Chairman Direct’ , concerns about unethical behaviour and any violation of group values. Employees
reporting such incidents are guaranteed complete confidentially and such complaints are investigated and
addressed via a select committee under the direction of the Chairman. (Cdn.cse.lk., 2019).
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Employee Responsibility.Cash & Compensation Plan. Performance Appraisal. Privacy Issues.
ETHICAL ISSUES IN HRM
Restructuring &
Race & Disability. Safety & Health. Employment Issues.
Layoffs.
Figure 10 : Ethical Issues in HRM.

Source Author’s work adopted from Managementstudyguide, 2018.
H. EQUALITY OF OPPORTUNITY.
Equal employment opportunity is an important concept for employers, employees, and job applicants. Equal
Employment opportunity is an employment practise where employers do not engage in employment
activities that are prohibited by law. It is illegal for employers to discriminate against an applicant or its
always a big problem out here employee on the basis of: (Study, 2018).
 Race.
 Age.
 Colour.
 Sex.
 Religion.
 National Origin. (Study, 2018).
John Keells is committed to being “More than just a Workplace” while the foundation of its HR philosophy
is to be an equal opportunity employer. The Group has in place policies with regard to human resources
covering all aspects of employment. (Keells, 2019).
 All Group companies adhere to all relevant local labour laws and regulations. (Keells, 2019).
 The Group does not discriminate its employees on the basis of gender, race, nationality, age, social
origin, disability, religion, or any other basis. (Keells, 2019).
 The Group recognises the rights of employees and provides forums, supports groups and policies to
address their concerns and resolve issues and conflicts in a fair and transparent manner. (Keells, 2019).
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3. WORKFORCE PLANNING, RECRUITMENT AND SELECTION,
DEVELOPEMENT AND TRAINING, PERFORMANCE MANAGEMENT AND
REWARDS SYSTEMS.
3.1. WORKFORCE PLANNING.
Workforce Planning is the process of analyzing, forecasting, and planning workforce supply and demand,
assessing gaps, and determining target talent management interventions to ensure that an organization has
the right people -with the right skills in the right places at the right time - to fulfill its mandate and strategic
objectives. (Office of Human Resources, 2017).
Figure 11 : Workforce planning.

Source Author’s work adopted from Pinterest, 2018.
3.1.1 Phases of workforce planning.
1. Strategic Direction.
Understand key mission goals and future objectives set by organization leadership and how the workforce
needs to be aligned to achieve them. (Office of Human Resources, 2017).
2. Supply Analysis.
Understand the current workforce and how it is projected to change over time, due to attrition and other
trends. (Office of Human Resources, 2017).
3. Demand Analysis.
Understand the organization’s current and future workforce requirements. (Office of Human Resources,
2017).
4. Gap Analysis.
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Understand the gaps between workforce demand and supply and to define top priority gaps with the greatest
impact on organizational performance. (Office of Human Resources, 2017).
5. Solution Implementation.
The appropriate workforce interventions and activities to close identified workforce gaps and enable your
organization to meet its strategic goals. (Office of Human Resources, 2017).
6. Monitoring Progress.
Monitor the performance of solutions and their impact on the gaps they were designed to address, and to
continuously improve the solutions to maximize their effectiveness. (Office of Human Resources, 2017).
3.1.2. Five Steps of Workforce Planning.
1) Set Strategic Planning.

At this point, gather all the relevant information for your workforce planning process. Request your
agency’s strategic plan for the time you plan to explore. You might ask your executive team to provide you
with an annual and business plan. This should feature the projected needs for how to carry out goals,
including the number of employees required. Discuss factors with project leaders regarding the duration of
engagement with new employees. Determine overall on boarding goals. (Mitrefinch, 2017).
2) Analyze Your Current Workplace Profile.

This step allows you to take a deeper look at the current staff. Set out to identify where frequent under
staffing might occur in your organization. Understand the reason for larger turnover rates in one department
over another. You may unearth strategic requirements that lie at the root of these issues. (Mitrefinch, 2017).
3) Develop An Action Plan.

Identify strategies to help close any gaps you learn in the first two steps. Consider investing in real-time
reporting software to help track employee productivity accurately. You might discover that this is a specific
issue within your organization, for example. Restructuring and outsourcing can provide prudent solutions.
However, most problems can be isolated to certain teams. This can be remedied in the form of additional
recruitment, in-depth training, and technological investments. (Mitrefinch, 2017).
4) Implement Your Action Plan.

This step requires working with different departments and teams to bring your workforce efficiency plan to
life. Discuss your allotted budget with your accounting team or financial analyst. Communicate and market
new positions available to the desired parties. You will need to coordinate with your executive team, IT
staff, and middle management. This is to ensure things keep running smoothly at this point. (Mitrefinch,
2017).
5) Monitor, Evaluate, And Revise Your Plan

Monitor the implementation of your plan to determine its effectiveness, as well as any weaknesses. This step
allows you to make adjustments to improve the results of your workforce planning project. (Mitrefinch,
2017).
3.1.3 Benefits of Workforce Planning.

27
The workforce planning model offers your HR team many advantages, including:
 A sharper collective eye toward identifying future staffing requirements and possible risks of staffing
shortages.
 A streamlined recruitment strategy that accounts for realistic time frames and costs.
 The specific skills obtained from repeated application of the recruitment process and various training
courses can help your HR team plan ahead for new jobs. (Mitrefinch, 2017).
3.2 RECRUITMENT AND SELECTION.
During the recruitment and selection process the JKH Group employs stringent checks to ensure the
minimum age requirements are met. This also applies to the sectors such as Leisure and Consumer Foods
which have a high degree of seasonal outsourced demand. In the process of recruiting, equal opportunity is
considered well when advertising for vacancies. (Keells, 2019).
All new recruits At JKH are also educated on human rights practices through a module conducted by the
Group’s Learning & Development division and are informed of remedial actions and disciplinary action that
would result from any contravention of the Group’s Code of Conduct. (Keells, 2019).
3.3 TRAINING AND DEVELOPEMENT.
Training may be described as an endeavour aimed to improve or develop additional competency or skills in
an employee on the job one currently holds in order to increase the performance or productivity. Technically
training involves change in attitude, skills or knowledge of a person with the resultant improvement in the
behaviour. For training to be effective it has to be a planned activity conducted after a thorough need
analysis and target at certain competencies, most important it is to be conducted after a learning atmosphere.
Most of the time training is confused with development, both are different in certain aspects yet components
of the same system. Development implies opportunities created to help employees grow. It is more of long
term or futuristic in nature as opposed to training, which focus on the current job. It also is not limited to the
job avenues in the current organization but many focus other development aspects also. The major
difference between training and development therefore is that while training focuses often on the current
employee needs or competency gaps, development concerns itself with preparing people for future
assignments and responsibilities. (Managementstudyguide, 2018).
The group places great emphasis on capacity and skill building. The employees are provided training John
Keells roof competency development, sector and technical competency development and also management
and leadership development to address current and future competency requirements. The group’s learning
and development philosophy and practices are flexible and dynamic, accommodating lifelong learning
crucial to building a sustainable competitive advantage.
With regard to career development, the group carries out programs such as leadership development
programs, management development programmes, and development centers. Young forums are carried out
with the intention of developing management skills in executive and above levels through interactions in a
real life setting, with the business leaders of the group. These programs are done with reputed international
28
and local institutes such as NUS, Harvard and PIM. At a group level, learning and development on roof
competencies of employees is driven by the group human resources division, while the development of
behavioral competencies of the staff is delegated to the business units under the overarching group policy.
Hotels, consumer foods & retail and the insurance businesses have dedicated learning and development
teams that work with their employees constantly while supervisors at floor level are empowered to teach and
coach employees on an ongoing basis.
Figure 12 : Process of Training.

3.4 PERFORMANCE MANAGEMENT.
Performance Management is the term used to describe the process set by an organisation to ensure all
employees are aware of the level of performance expected of them in that role, as well as any individual
objectives they will need to achieve to achieve overall organisational objectives. (Hrinz.org.nz., 2019).
The sole purpose of a performance management system is to assess and ensure that the employee is carrying
out their duties which they are employed to do in an effective and satisfactory manner, which is contributing
to the overall business objectives. (Hrinz.org.nz., 2019).
According to JKH, performance management system is the heart of many supporting human resource
management processes such as learning and development, career development, talent management,
succession planning, compensation/benefits and rewards/recognition. (Keells, 2019).
Decisions relating to performance management in JKH are made in a manner that ensures all people related
decisions are made by committees and not by individuals, and are based on the strategic requirements of
each business unit. Employee career development and training requirements, amongst others are identified
through the annual performance management cycle carried out for all the staff in employment by JKH.
(Keells, 2019).
3.5 REWARDS SYSTEM.
At JKH all employees of the group undergo regular appraisals to receive feedback on their performance. The
group performance management policy requires biannual formal feedback to be provided to the executive
29
cadre and to all other at least once a year. employee recognition and rewards are carried at a group level
through awards such as the chairman’s awards, innovation awards, CSR award ans sustainability award. In
addition each sector and business unit rewards and recognizes employee performance and values through
schemes such as “Employee of the Year”, “Champion of the Year” and “Bravo”. (Keells, 2019).
The JKH group Compensation policy is as follows;

 Pay for performance - Greater prominence is given to the incentive component of the total target
compensation.
 More than just a workplace - Continuously focuses on creating a sound work environment covering all
aspects of employee satisfaction and engagement. (Keells, 2019).
Compensation comprises of fixed (base) payments, short term incentives and long term incentives. Higher
the authority levels within the group, higher the incentive component as a percentage of total pay. Greater
the decision influencing capability of a role, higher the weight given to organisational performance as
opposed to individual performance. Long term incentives are in the form of Employee Share Options at
JKH. (Keells, 2019).
4. EMPLOYEE RELATIONS AND EMPLOYEE ENGAGEMENT.
The relationship shared among the employees of an organization is known as employee relationship. “The
success and failure of any organization is directly proportional to the labour put by each and every employee
of the organization”. Healthy relation among the employees goes a long way in motivating the employees
and increasing their confidence and morale. An employee must try his level best to adjust with each other
and compromise to his best extent possible. One needs to enter his office with a positive frame of mind and
should not unnecessarily make issues out of small things. (Managementstudyguide, 2019).
Employee engagement refers to a condition where the employees are fully engrossed in their work and are
emotionally attached to their organization. An employee must be dedicated towards his work and should
take it as a challenge. Work should never get monotonous as it would then be a burden for the individual.
As to JKH’s management approach, with efficiency, innovation and productivity being key determinants of
the Group’s success, this is enabled through encouraging a happy, diverse, skilled and healthy workforce,
whilst maintaining cordial employer-employee relations. In achieving this objective the group has in place
policies with regard to human resources covering all aspects of employment, including labour relations,
training, equal opportunity and health and safety of its workforce. Employee career development and
training requirements, amongst others are identified through the annual performance management cycle
carried out for all staff in employment. (Keells, 2019).
The Group recognizes the rights of employees and provides forums, support groups and policies to address
their concerns and resolve issues and conflicts in a fair and transparent manner in addition to the various
engagement methods adopted at business unit level. These engagement methods include processes such as
collective bargaining, joint consultative committees, following and open door policy, institutionalizing an
ombudsperson position, a robust grievance handling procedure, including the addressing of complaints of
sexual harassment direct access to the chairman skip-level meetings at assistant manager and above levels,
innovation teams, CSR volunteerism programs, social media forums and other and other e-communication
channels. (Keells, 2019).
30
During the year 2017 under review, the Group launched a project to implement a state-of-the-art human
resource information platform. Against the backdrop of a constantly changing human resource landscape
and diverse workforce, this platform will further empower evolving employee-centrist practices. It is
expected to bring about a multitude of benefits, including, but not limited to, business efficiency, analytics
and employee engagement. (Keells, 2019).
5. EMPLOYEE LEGISLATION.
Employment legislation is the law that governs employment within the workplace with everyone who
works. Obviously this affects the employer, employees and unions directly. (Hrinz.org.nz., 2019).
According to JKH, the following are used:

 Laws and Regulations of Company Act No.7 of 2007 is used as a mandatory compliance.
 Listing Rules of the Colombo Stock Exchange (CSE) and subsequent revisions to date.
 Code of best practices on Corporate Governance jointly advocated by the Securities and Exchange
Commission of Sri Lanka (SEC) and the Institute of Chartered Accountants of Sri Lanka (CA Sri
Lanka)
 UK Corporate Governance Code (formerly known as the Combined Code of 2010).
(Keells, 2019).
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Higher Nationals

Internal verification of assessment decisions – BTEC (RQF)

Assessor Internal Verifier

Do the assessment criteria awarded

Is the Pass/Merit/Distinction grade awarded

• Identifying opportunities for

• Agreeing actions? Y/N

Does the assessment decision need

Internal Verifier signature Date

Assessor signature Date

Student Name/ID Fathima Ruhee Faizal 12417

Pass, Merit & Distinction P1 P2 M1 M2 D1

Pass, Merit & Distinction P3 P4 M3 D2

Pass, Merit & Distinction P5 P6 M4 D3

Grade: Assessor Signature: Date:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

Feedback: Student to Assessor

Assessor signature Date

Unit Number and Title Unit 03 – Human Resource Management

Academic Year 2018/2019

Assignment Title HR Case Study Review

IV Name & Date

Unit Learning Outcomes:

The case study assessment report should cover the followings;

An overview of the organisation.

Grading Criteria Achieved Feedback

P1 Explain the purpose and the functions of HRM,

P2 Explain the strengths and weaknesses of different

P3 Explain the benefits of different HRM practices

P4 Evaluate the effectiveness of different HRM

P5 Analyse the importance of employee relations in

P6 Identify the key elements of employment

M1 Assess how the functions of HRM can provide

M2 Evaluate the strengths and weaknesses of

M3 Explore the different methods used in HRM

M4 Evaluate the key aspects of employee

D2 Critically evaluate HRM practices and application

D3 Critically evaluate employee relations and the

1.OVERVIEWS OF OUR ORGANIZATION JOHN KEELLS PLC.............................................................13

2. HUMAN RESOURCE MANAGEMENT.................................................................................................14

3. WORKFORCE PLANNING, RECRUITMENT AND SELECTION, DEVELOPEMENT AND

3.2. RECRUITMENT & SELECTION.........................................................................................................28

3.3. TRAINING & DEVELOPEMENT........................................................................................................28

3.4. PERFORMANCE MANAGEMENT.....................................................................................................29

3.5. REWARDS SYSTEM............................................................................................................................29

4. EMPLOYEE RELATIONS AND EMPLOYEE ENGAGEMENT.............................................................30

Figure 1 : HRM Functions and Responsibilities.----------------------------------------------------------------------16

Figure 2 :HR Functions.--------------------------------------------------------------------------------------------------17

Figure 3 : Functions of HRM.-------------------------------------------------------------------------------------------18

Figure 6 : Maslow’s Hierarchy of Needs.------------------------------------------------------------------------------20

Figure 7 : Reward management.-----------------------------------------------------------------------------------------21

Figure 8 : Training & Development.------------------------------------------------------------------------------------22

Figure 9 : Performance Management.----------------------------------------------------------------------------------23

Figure 10 : Ethical Issues in HRM.-------------------------------------------------------------------------------------26

Figure 11 : Workforce planning.----------------------------------------------------------------------------------------27

To be internationally recognised as the best Produce Broker in the World.(Johnkeellstea, 2018)

-Page Kept Intentionally-