Human Resourse Essay

Introduction 1. The Definition and Discrimination of HRM and PM 1.1 The Definition of Human Resource Management  Human Resource Management (HRM) is the function within an organization achieved  the best from their highly motivated people and it is new management techniques to  ensure the effective use of human talent to accomplish organizational goals.   Human Resource Management is the process of recruitment, selection of employee,  providing proper orientation and induction, providing proper training and the  developing skills, assessment of employee (performance of appraisal), providing  proper compensation and benefits, motivating, maintaining proper relations with  labour and with trade unions, maintaining employees safety, welfare and health by  complying with labour laws of concern state or country.   (http://www.whatishumanresource.com/human-resource-management) 1.2 The Definition of Personal Management  Personal Management (PM) is includes the functions that Human Resources staff  perform relative to the organization’s employees and include recruiting, hiring,  compensation and benefits, new employee orientation, training, and performance  appraisal systems. The management of the people in working organizations. It is also frequently called  personnel management, industrial relations, employee relations, manpower  management, and personnel administration. It represents a major subcategory of  general management, focusing exclusively on the management of human resources, as  distinguished from financial or material resources. The term may be used to refer to  selected specific functions or activities assigned to specialized personnel officers or  departments. It is also used to identify the entire scope of management policies and  programs in the recruitment, allocation, leadership, and direction of employees. (http://dictionary.reference.com/browse/personnel+management) 1.3 The difference between Personal Management and Human Resource  Management. Human Resource Management Driven by employer needs for   competitive advantage in the marketplace. Operates within competitive markets and  a change agenda Is a distinctive approach to managing  people, with a strong strategic purpose Adopts a unitary frame of reference to  organisation and people management Manages employees individually rather  than collectively Personnel Management Driven by employer needs to treat people fairly in organisation. Operates in relatively stable market  conditions Is a traditional approach to managing  people, with a strong administrative  purpose Is long term, with a strategic time  perspective  Is short time, with an ad hoc perspective Adopts a pluralist frame of reference to  organisation and people management Negotiates with trade unions where they  are recognized 2. The four major stages of the evolution of Personal and Human  Resource Management. 2.1 Social Justice 2.1.1 Explain the Social Justice The origin of personnel management lies in the 19th Century, deriving from the work  of social reformers such as Lord Shaftesbury and Robert Owen. Their criticism of the  free enterprise system and the hardship created by the exploitation of workers by  factory owners led to the appointment of the first personnel managers. In the late 19th  and early 20th centuries, some large employers began to appoint welfare officers to  manage new initiatives designed to make life less harsh for their employees. The  results were higher productivity, improved retention of the workforce and a bigger  pool of applicants for each job.  2.1.2 Robert Owen (14 May 1771-17 November 1858)  The Industrial Revolution provided the impetus for developing various management  theories and principles. Preclassical theorists like Robert Owen made some initial  contributions that eventually led to the identification of management as an important  field of inquiry. This led to the emergence of approaches to management: classical,  behavioral, quantitative and modern. The classical management approach had three  major branches: scientific management, administrative theory and bureaucratic  management. Scientific management emphasized the scientific study of work methods  to improve worker efficiency. Bureaucratic management dealt with the characteristics  of an ideal organization, which operates on a rational basis. Administrative theory  explored principles that could be used by managers to coordinate the internal  activities of organizations. The behavioral approach emerged primarily as an outcome  of the Hawthorne studies. Mary Parker Follet, Elton Mayo and his associates,  Abraham Maslow, Douglas McGregor and Chris Argyris were the major contributors  to this school.   (http://www.icmrindia.org/courseware/Introduction%20to%20Management/Evolution  %20of%20Management%20Chap2.htm) 2.1.3 Cadbury Cadbury Schweppes employs more than 50,000 people and has manufacturing  operations in more than 35 countries. It is the world’s third largest soft drinks  company and holds either the top or second position in the market share of 24 of the  world’s top 50 confectionery markets. This illustrates that the large Quaker company  has its value in the market where it is important for HR to manage their employee’s  performances, working culture and management in an efficient and positive way.  Resource based model, the SHRM role becomes one of the creating systems and  procedures that focus not on external relationships but on how staff and their abilities  are used. The resource-based model recognizes that many aspects of capability can be  formally defined in skill terms and allows the integration of the intangible aspects of  work alongside other more visible areas such as patents, trademarks and other  intellectual. The core competencies inclu de many things such as aspects change of the  management, capability of staff, strategic development capability and speed of  response. (http://www.ukessays.com/essays/business-strategy/cadbury-strategy.php#ixzz2xjamqFC) 2.2 Human Bureaucracy 2.2.1 Explain the Human Bureaucracy Marked the beginning of a move away from a sole focus on welfare  towards meeting various other organisational objectives. The  fostering of social relationships in the workplace and employee  morale thus became equally important objectives for personnel  managers seeking to raise productivity levels. 2.2.2 Henri fayol (1841-1925) Fayol’s â€Å"14 Principles† was one of the earliest theories of management to be created,  and remains one of the most comprehensive. He’s considered to be among the most  influential contributors to the modern concept of management, even though people  don’t refer to â€Å"The 14 Principles† often today. In 1916, two years before he stepped  down as director, he published his â€Å"14 Principles of Management† in the book  Ã¢â‚¬Å"Administration Industrielle et Generale.† Henri Fayol’s â€Å"14 Principles of  Management† have been a significant influence on modern management theory. His  practical list of principles helped early 20th century managers learn how to organize  and interact with their employees in a productive way. Although the 14 Principles  aren’t widely used today, they can still offer guidance for today’s managers. Many of  the principles are now considered to be common se nse, but at the time they were  revolutionary concepts for organizational management. ï ¼Ë†http://www.mindtools.com/pages/article/henri-fayol.htmï ¼â€° 2.3 Consent by Negotiation 2.3.1 Explain the Consent by Negotiation The elements of hard bargaining or win-lose bargaining were illuminate how to set  aggressive target, start high, concede slowly and employ threats, bluffs, and  commitments to positions without triggering an impasse from 1950s to 1960s. 2.3.2 Collective Bargaining Process The process of negotiating the terms of employment between an employer and a  group of workers. The terms of employment are likely to include items such as  conditions of employment, working conditions and other workplace rules, base pay,  overtime pay, work hours, shift length, work holidays, sick leave, vacation time,  retirement benefits and health care benefits. In the United States, collective bargaining  takes place between labor union leaders and the management of the company that  employs that union’s workers. The result of collective bargaining is called a collective  bargaining agreement, and it establishes rules of employment for a set number of  years. The cost of this employee representation is paid by union members in the form  of dues. The collective bargaining process may involve antagonistic labor strikes or  employee lockouts if the two sides are having trouble reaching an agreement. (http://www.investopedia.com/terms/c/collective-bargaining.asp) 2.4 Organisation and Integration 2.4.1 Explain the Organisation and Integration At the late 19th and early 20th century, there are some social problems in British, which  is social injustice and Rich-poor gap. So British make some legislation on the basis of  economic situation, political democracy, the international environment and social  thoughts. 2.4.2 Race Relations Act 1976 The Race Relations Act 1976 applies to discrimination on the grounds of colour, race,  nationality and ethnic and national origins. It applies in Great Britain but not in  Northern Ireland. Religious discrimination is not explicitly covered in Britain but  separate legislation covers this in Northern Ireland. â€Å"Ethnic origin†, however, has  been interpreted broadly to cover groups with a common or presumed common  identity such as Jews or Sikhs. There are important exceptions to the legislation  which, for example, allow discrimination on grounds of nationality to preserve  immigration controls. Both direct and indirect discrimination are covered by the  legislation which applies to all stages of employment: arrangements made for  deciding who is offered a job; the terms on which the job is offered; opportunities for  promotion, training and transfer; the benefits and services granted to employees; and  in job termination or other unfavourable treatme nt of employees. The Act provides for  a few, specific exemptions where it may be a genuine occupational qualification  (GOQ) to be a member of a particular race, ethnic group, etc. (http://www.eurofound.europa.eu/emire/UNITED%20KINGDOM/RACERELATIONSACT1976RRA-EN.htm) 2.4.3 Disability Discrimination Act 1995 The Disability Discrimination Act (DDA) 1995 aims to end the discrimination that  faces many people with disabilities. This Act has been significantly extended,  including by the Disability Discrimination (NI) Order 2006 (DDO). It now gives  people with disabilities rights in the areas of: employment, education access to goods,  facilities and services, including larger private clubs and transport service buying or  renting land or property, including making it easier for people with disabilities to rent  property and for tenants to make disability-related adaptations functions of public  bodies, for example issuing of licenses. (http://www.nidirect.gov.uk/the-disability-discrimination-act-dda) 3. References http://www.whatishumanresource.com/human-resource-management http://dictionary.reference.com/browse/personnel+management http://www.icmrindia.org/courseware/Introduction%20to%20Management/Evolution%20of%20Management%20Chap2.htm http://www.mindtools.com/pages/article/henri-fayol.htm http://www.nidirect.gov.uk/the-disability-discrimination-act-dda http://www.eurofound.europa.eu/emire/UNITED%20KINGDOM/RACERELATIONSACT1976RRA-EN.htm  http://www.investopedia.com/terms/c/collective-bargaining.asp http://www.ukessays.com/essays/business-strategy/cadbury-strategy.php#ixzz2xjamqFC http://www.uniassignment.com/essay-samples/management/cadburys-approach-to-managing-its-human-resources-management-essay.php http://www.ukessays.com/essays/management/study-on-strategic-human-resource-management-at-cadburys-management-essay.php http://www.studymode.com/essays/Henri-Fayol-Five-Functions-Of-222700.html