BTEC Higher National Diploma (HND) in Business ESBM

(RQF)
Unit 03: Human Resource Management
Unit Level: 04
Assignment Title: Human Resource Management
Student Name:
 Table of Contents
Introduction: 3
LO1 Human resource management's (HRM) contribution to a company's long-term
viability and profitable growth is explored. 4
P1 Outlining the core HRM functions and how they contribute to enduring performance. 4
P2 Analyzing how organisations' dynamic environments have influenced the
development of human resource competencies: 6
M1 Analyzing HRM from many perspectives to improve long-term business success 7
M2 Human resource management (HRM) in the context of today's dynamic corporate
organisations 8
LO2 Human Resource Management's Impact on Recruiting and Retaining Talent and
Skills for Organizational Success 8
P3 Examining current HRM procedures for attracting and retaining top talent in order to
meet organisational goals: 8
M3: Examining the significance of the labour market in light of HRM techniques used for
hiring and retaining employees: 10
LO3 Human resource management (HRM) decision making in the context of
organisational growth: 11
P4 HRM decision making in support of organisational growth: an examination of external
and internal aspects 11
M4 This section explains how internal and external variables affect human resource
management (HRM) decision making and gives examples from real firms to demonstrate
how they contribute to organisational progress. 12
LO4: Implementing Human Resource Management Techniques at Work to Boost Long-
Term Organizational Performance: 13
P5: Human resource management (HRM) strategies implemented in the workplace to
provide measurable, long-term gains in performance: 13
M5 Example of how certain human resource management strategies might boost an
organization's long-term performance: 14
Conclusion: 15
References: 16
Introduction:
Edwin Flippo defines Human Resource Management as the "planning, organising,
directing, and managing of procurement, development, compensation, integration,
maintenance, and separation of human resources to the end that individual,
organisational, and societal activities are realised." Human resource management
(HRM) entails recruiting, hiring, orienting, training, and promoting employees
(Tripodi, 2023). In any organisation or business platform HRM plays a vital role.
This is a position which has the power to engage people, make people, and convince
people to enter in the desired position ( Ke et al. 2023). In every company or
organisation HRM stands for including people, identifying their qualification and
building up their calibre. When a company needs an employee, the requirements are
sent to the HRM and he handles this (Grünwald et al. 2023).
All organisations are produced by HRM as they make the employees more
efficient, expert and innovent. HRM puts a big support on organisations with
effort, knowledge and hard work (Alvesson and Karreman 2001). HRM has a big
contribution behind the prospect of an organisation. They must have to be skilled,
good thinkers and well behaved. The HRM faces new and newer challenges to
raise the fame of a company. They are also honoured for their dedication and
sacrifice. A new employee learns a lot from a Human resource officer. When any
company publishes a job announcement or employee requirement, the HRM
officer handles it. They gather people, recommend and make them ready.
LO1 Human resource management's (HRM) contribution to a
company's long-term viability and profitable growth is explored.

P1 Outlining the core HRM functions and how they contribute to

enduring performance.
HRM is an important position in every company or organisation. They have many
ways to show their performance and success.
Human resource management methods that ensure knowledge is passed on to the
next generation (economic sustainability), aid in environmental management
(environmental sustainability), and boost employee morale and happiness all
contribute to long-term success (social sustainability).

HRM can contribute to organisational sustainability in the following aspects:

● Organisational change (value and behaviour):
It is said that good behaviour can win the heart. That means the importance
of good behaviour. When a HRM officer does good behaviour the employees
get interested in work and feel energetic to join the workplace. A good
image of the company is created. Besides the HRM gets more employees
and ultimately the progress of the organisation is done. In the market place
there are a lot of companies who have hidden competition with each other.
So if a company wants to make a good record and position in the
marketplace, their internal bonding and value should be built properly.
That’s why organisational change is needed. It can be done by business
strategy, policy, ownership, good relation between employees and honesty
also. To make an organisational change, quality development is a must. The
development can be done by good service, proper information, accuracy of
data, record and file arrangement etc. The internal relationship between the
staff should be good also. Organisational value is maintained by a chain
where proper effort, industrial development strategies should be followed.
 Moreover, a good behaviour can evaluate the value of an organisation. So, to
enhance organisational change, behaviour and value is mandatory.

● Workplace systems and institutions (recruitment and awards):

It means the infrastructure of institutions and working environment.
Working policies means the criteria of work in which the progress of an
organisation is involved. There is another important term which is
employment relationship. When the internal bonding is perfect the
community will perform smoothly and entire success will be done.
● Professional development and organisational training:
To make the employees more expert and qualified. HRM makes the
employees expert by giving training, arranging seminars, field work and
tours also. It is said that practice makes a man perfect. So when an employee
does more practice, gathers more work the company will get benefits. And
this could be done by HRM. HRM makes the workers industrial and teaches
formality of corporate world. Their attitude, way of talking, and working
process is developed by the HRM. To create sustainable performance
professional training is indispensable. The HRM makes the requirement
fulfil and keep a strong contribution on sustainable performance.

● Education and raising capabilities:

Education is the root of success. A good education applying in the proper
way catalyse the success of an entire organisation. To enter in the job
environment anyone should have a good knowledge about his position and
duty. Otherwise the employee will lose his position and the main purpose of
the organisation will be hampered.The HRM concentrates on this section.
They evaluate the knowledge of employees, justify their education and train
up according to their capabilities. Expert and educated workers bring the
success and fame of an organisation. So behind this success and prospect
HRM has contributed to create sustainable performance.

● Employee participation and performance:

The HRM keeps eye on employee participation and performance. As they
are doing their duties, making communication with each other. Moreover,
 keeping good relationships with the clients. These are mandatory keys and
HRM has contribution to create sustainable performance by this way.

P2 Analyzing how organisations' dynamic

environments have influenced the development of
human resource competencies:

The HR department still plays a significant role in the growth of the business.
Alterations in business structure might have an impact on employee education and
training.:
● Technical Effects: If we think in a positive way, when the technical issues
change or develop, it acts as a blessing for the employees. Because
technological change makes the work more easier. For example, if the
organisation commits with the fastest equipment like machine, computer
or other modern technologies, the production will increase and economical
benefits will be done also. It will develop the employee’s qualification and
knowledge.
● Skill development: Organisational change develops the skill and
proficiency of workers. For example: Changing of organisation makes the
employee capable of collecting data, analysing these and automation of
data. It is very helpful for gathering a large amount of data.
● Employee establishment: The organisational changes make the employee
more proficient and industrial. Because all working methods are done by
modern technology. For this the employees can show their excellence in the
workplace. It is enhancing the employee’s position in the organisation.
● Management enhancement: When an organisation goes under changes, the
management of the area also seems more decent as the arrangement of
files and records is placed in a proper way. So there's no chance of losing
information.

On the other hand, if the organisation changes its nature in negative way, as like
the establishment and management is not maintained properly, it will hamper the
skills of employees and reduce resources. End of the day the human resources will
fall in danger and organisational progress will also be hampered.

M1 Analyzing HRM from many perspectives to improve long-

term business success

Sustainable performance is the interaction between the performance of

organisations in their business, and (environmental, economic, social)
performance.
Behind the sustainable organisational performance, HRM has many areas to create
sustainable organisational performance:
This article analyses the sustainable human resource management (HRM) systems
of businesses across nations on the assumption that a company's institutional
setting effects its approach to sustainability and its HRM. Different social models
exist in Europe depending on the extent of social protection in each country,
despite the presence of a supranational government. This article creates an index
for comparing the sustainability of HRM across the four major European
economies with the most pronounced institutional differences: Germany, Spain,
Sweden, and the United Kingdom. The index is built using a formative measuring
technique that shows the extent to which sustainable HRM is being implemented
in 106 companies across western Europe. The score shows substantial variations
across enterprises in the four nations and between liberal and coordinated market
economies, calling attention to the need of considering the effect of the national
institutional environment on the long-term viability of HRM practises inside
businesses.
● Training and Development: Enhancing the employees skills and capacity of
working.
● Planning: Proper planning and implementation make results a
successful organisation.
● Management of performance: Look at performance and manage these in
the proper way so that it can create sustainable organisational performance.
● Leadership: Proper leadership and applying to employees. Good leadership
 can run an organisation properly and make the next leader also.

M2 Human resource management (HRM) in the context of

today's dynamic corporate organisations

A good HRM is the key to prospering an organisation. To manage an organisation,

HRM needs to be more proficient.
HRM can be examined by digitalization. With automation of software HRm can
also be examined. The development of a production system is crucial for
businesses that aim to achieve highly competitive levels. The literature provides
several case studies on the implementation of lean roadmaps. However, the maps
tend to overlook the OL process and HRM practises since they focus on the
technical aspects of lean change. This article provides a framework for analysing
how HRM, practises, and OL variables influence a company's lean adoption. The
research integrates HRM and OL ideas into lean implementation roadmaps,
allowing for a maturity analysis of OL dimensions across levels of
contextualization and the suggestion of enhancements to HRM practise. An
automobile parts manufacturing case study is used to illustrate the suggested
strategy.

LO2 Human Resource Management's Impact on Recruiting

and Retaining Talent and Skills for Organizational Success

P3 Examining current HRM procedures for attracting and

retaining top talent in order to meet organisational goals:
Talented workers are seen as crucial to today's firms' ability to differentiate
themselves, achieve success, and evolve sustainably in the face of a highly
competitive and ever-changing business environment. Increasing skills gaps and a
dearth of qualified applicants highlight the importance of talent management in
today's businesses. The field of talent management is a recent one, having only been
established in the 1990s. Human resource management encompasses a wide variety
of activities, including those related to talent acquisition, development, and
compensation. Cappelli argues that talent management is just a question of planning
forward for future human capital requirements. Attracting, identifying, developing,
engaging, retaining, and placing high-potential employees is what talent
management is all about. Talent management may improve workplace performance,
learning, employer brand, and diversity management. Its main objective is to help
the company's smartest and most skilled workers improve professionally.With a
talent gap existing between the number of available workers and the number of
available jobs, companies need to go to great lengths to keep their best employees.
Human resource management strategies not only have an impact on the retention
and organisational commitment of brilliant individuals, but there is also a
relationship between these two factors. According to the work embeddedness
theory, employees who have a strong sense of belonging to their companies are less
inclined to leave their positions. Therefore, the purpose of our research was to
develop a set of human resource management strategies that may be valuable for
both academics and practitioners, and which place a premium on talented people
and increased dedication.
M3: Examining the significance of the labour market in light of
HRM techniques used for hiring and retaining employees:

Planning, staffing, appraisal, compensation, and development are the five subfields
of Human Resource management identified by Terpstra and Rozell. Human
resource practises integrated into the plan can boost the organisation's efficiency
and competitiveness. During times of organisational change, HR must investigate,
propose, and execute plans to keep valuable employees from leaving. Employees
may receive alternative advantages or incentives, such as extended time off, more
flexible work hours, or on-site possibilities, as a result of a reorganisation brought
on by declining earnings, even when salary increases are improbable.

Exit Interview − A stable employment situation is essential for everyone's present

and future wellbeing. This ensures that no one ever quits without providing a valid
reason. If an employee decides he or she no longer wants to work for the company
and hands in a resignation, it is the obligation of human resources to conduct an
instant exit interview to determine the cause for the resignation. An employee may
decide to quit their current position for a variety of reasons, including
dissatisfaction with their immediate superior, a negative work environment, a lack
of opportunities for advancement, a lower wage, etc.

Finding the Reason for Leaving −It is crucial to understand why a worker is
leaving the company so that similar departures can be prevented in the future.
Recruiting the ideal applicant and then retraining him is a time-consuming procedure.
Do research about the applicant's previous work experience. Management must do
everything possible to keep hold of people who are both talented and vital to the
company's success.

Hiring the Right Resource − The HR representative's job is to fill the vacant
position with a qualified individual. The right individual in the wrong job will get
bored with it and start seeking for other opportunities. Ensure that everyone has
been assigned work that plays to his or her strengths and interests.
Employee Motivation − The HR department is responsible for organising
workplace motivating events. Plan a range of in-house and external seminars
designed to teach staff members new skills and expand their knowledge base. Insist
that they take part in extracurricular activities that will help them grow as people.
Get them talking to one another to break the ice and make everyone feel more at
ease.

Reward the Performers − Human resources needs to introduce new incentive

programmes to further inspire high achievers. Employees will feel valued by the
company and will work harder to achieve success. Employees that demonstrate
promise should be recognised with monetary rewards, enticing benefits, and
certificates of achievement.

Job Rotation − Evaluations of performance are required. Human resources and

team managers need to keep tabs on employees to find out if they are satisfied with
their jobs. When a job stops challenging or rewarding its workers, that's when they
start looking for something new. As a retention strategy, job rotation might be
useful.

LO3 Human resource management (HRM) decision making in

the context of organisational growth:

P4 HRM decision making in support of organisational growth:

an examination of external and internal aspects
In general, an organization's HRM strategy and practises may be significantly
impacted by external variables. The economy, politics, and the legal and
regulatory framework are all examples of external factors that might affect human
resource management.
External Factors:
Government Policies, Technological Advancements, Environment of Business.
And Internal Factors: Company Policies and Strategies, Culture of the
Organisation, Quality, and Skills Required in the Human Resources, etc

Internal Factors:
Corporate objectives of cost minimisation results in the need for organisational
structure. Staff bonding and internal relationship Financial statement etc.

M4 This section explains how internal and external variables

affect human resource management (HRM) decision making
and gives examples from real firms to demonstrate how they
contribute to organisational progress.

HRM decision making is influence by external and internal factors such as:

● Economic status; The economic condition affects HRM decisions. For

example: Salary, employee recruitment, implementation, cost analysis etc
● Rules and regulations: If the rules and regulations are not maintained,
the decision making will be hampered.
● Technical Issue: Modern technology impacts on organisation as usual
the HRM also.
● Labour market and trends: making a decision of offering higher salaries
to the labourers can be a good decision of HRM.
● Leadership philosophy: Leadership action and application method can
make a good decision.
LO4: Implementing Human Resource Management Techniques
at Work to Boost Long-Term Organizational Performance:

P5: Human resource management (HRM) strategies

implemented in the workplace to provide measurable, long-term
gains in performance:
The primary objective of this task is to get insight into HRM's practical
implementation inside the company. Human resources are in charge of finding and
keeping employees for a business. Human resource management at XYZ limited has
been used as an illustration of its value to the company. Given organization's
operations have grown, necessitating a reorganisation. The report would depict the
organization's need for human resources and include several HRM topics. As
business expands, the company must hire more competent people to keep up with
demand, introduce greater agility to operations, and satisfy the requirement for HND
specialists in business. The goal of this course is to teach you how to manage your
human resources effectively (HRM). Human resource management's primary
objective is to secure and keep a pool of qualified workers.
Human Resource Management (HRM) refers to the activities and employees that
assist an organisation in achieving its stated operational goals by providing a
motivated, well-trained workforce that understands the business, its role within the
organisation, and its ability to contribute to the organisation.
M5 Example of how certain human resource management
strategies might boost an organization's long-term
performance:
Human resource efficacy and employee loyalty to the company's objective are
particularly vital in the service industry, which depends significantly on human
labour. As of 2015 (Paşaolu), Performance and productivity of workers is one of the
main variables determining the success of banking organisations, which are
positioned within the service sector, and people are one of the most significant and
changeable resources. Reference: (Hanaysha, et al., 2016). Many authors have
assessed organisational commitment and provided varied descriptions of it in the
literature. However, respected academics define organisational commitment as an
employee's dedication to the company for the long term, including their willingness
to work hard to protect the organization's mission and achieve its goals. Meyer and
Allen's research provides a comprehensive evaluation of HRM methods and their
implications on organisational commitment, particularly emotional engagement
(1997). Improvements in employee engagement are attributed to human resource
management (HRM) techniques such employee selection, education, appraisal,
compensation, and benefits. This research demonstrates that if management can
keep its employees committed to the institution, they can keep them there, and this,
in turn, will attract talented individuals from the outside to work there. An increase
in the number of research trying to examine the connections between HR practises
and organisational commitment has been triggered by the desire to gain a
competitive edge by tying the workforce to the organisation and attracting skilled
personnel. Training, information exchange, and incentives are only a few of the
many crucial aspects prescribed by the aforementioned research. Existing research
confirms a positive correlation between organisational dedication and HR policies
and procedures. Systematic analyses of the relationship between HRM and loyalty
to the company also find a favourable link between the two. Human resource
policies do seem to increase employee dedication to the company, and this is
supported by the social exchange hypothesis. This theory proposes that
organisations and their staff engage in a social exchange relationship, wherein
workers owe a debt of gratitude to their employers for the advantages they have
received. According to research (Gould-Williams, Davies, 2005)
Conclusion:
This detailed examination has provided us with a good grasp of Human Resource
Management (HRM). Human resource management (HRM) is no different from
any other component of an organisation in that it must adapt to a shifting business
climate and societal norms via the development of new strategies, policies, and
practises. As a means of enhancing the credibility and legitimacy of the HRM
function and their own role within organisations, human resource (HR)
professionals frequently attempt to position themselves as organisational business
partners who actively support organisational strategy and swiftly respond to ever-
changing business realities. Generations.

Human resource management (HRM) is important to the efficient running of any

business. Practitioners from throughout the world have created a multitude of best
practise guidelines for successful corporate social responsibility and sustainability
(CSR/S) involvement, endorsed by their various professional bodies (e.g., Society
for Human Resource Management [SHRM], Chartered Institute of Personnel and
Development [CIPD], Australian Human Resource Institute [AHRI]). as follows:
(Lengnick-Hall and Aguinis, 2012)
References:

Strategic Approach to Human Resource Management, Deb T, Atlantic Publishers & Dist, 2006

Importing human resource management into today's management process, Fita E, European Journal of Humanities and
Social Sciences, 2018

Improvement of Productivity and Employee Performance Through an Efficient Human Resource Management
Practices, Ngwenya L, Aigbavboa C, Advances in Human Factors, Business Management, Training and Education,
2017

Human Resource Management: Teaches HRM strategies and theories that any manager not just those in HR needs
to know about recruiting, selecting, training, and compensating people, Ansari H, Hasanraza Ansari, 2021

Using social exchange theory to predict the effects of hrm practice on employee outcomes, Gould-Williams J, Davies F,
Publ. Manag. Rev., 2005