HUMAN RESOURCE MANAGEMENT

Human Resource Management

Table of Contents

STRATEGIC IMPORTANCE OF CURRENT FUTURE AND ANTICIPATED HR REQUIREMENTS3

HR PLANNING AND IMPACT OF STRATEGIC PLANS5

LEGAL REQUIREMENT AND HR PLAN8

PROCESS OF RECRUITMENT AND SELECTION9

ORGANIZATIONAL CULTURE AND RECRUITMENT AND RETENTION12

GRIEVANCE SITUATION16

STEPS IN DISMISSAL AND DISCIPLINARY ISSUES18

Standard Procedure18

Stage 1: Statement of Grounds for Action and Invitation to Meeting18

Stage 2: Meeting18

Stage 3: Appeal19

Modified Procedure19

Stage 1: Statement of Grounds for Action20

Stage 2: Appeal20

ROLE OF ACAS , EMPLOYEE TRIBUNALS AND EXTERNAL AGENCIES INVOLVEMENT IN GRIEVANCE DISCIPLINE AND DISMISSAL20

Human Resource Management

Strategic importance of current future and Anticipated HR requirements

Many traditional HR theorists and practitioners have cast the role of HR as that of an "employee advocate" or someone who helps employees when they have conflicts with their managers. In sharp contrast, others (especially those who advocate a performance culture) accept this notion as the antithesis of being strategic. While neither position is totally "right or wrong", the "employee advocate" position has some inherent weaknesses. Some of them include: Assuming that employees need an advocate categorizes them as second-class citizens that are not capable of defending themselves. In addition, advocating for them might actually make them weaker, which could eventually make them less capable of making decisions, advocating their own position and pushing their ideas within the company Making HR an employee advocate creates an "us against them" situation, when in fact increasing productivity requires both managers and employees to work together as a team. Providing employees with too many "third party" options might actually hurt direct employee/ management relationships because instead of talking face-to-face they get in the habit of bringing in a third-party (Legge 2004 pp.112 ).

In most countries, unions are by law advocates for the employee. Whether you have a union or not, advocating for employees could be construed as usurping an employee's right to representation. HR managers are paid by management and the business not by employees so HR might not even appear credible to employees. HR professionals are paid by the corporation to represent the company's interests. Because HR's strategic role is defined as increasing workforce productivity the HR department must assume the role of "asset manager" for what in most cases is the most expensive corporate asset. Any focus on workforce productivity and profitability can get blurred when HR considered the employee perspective because quite frequently, employee self-interest is not consistent with increasing productivity and profit. Whether we like it or not, HR's job is to help get employees to do things that they wouldn't do "naturally". If employees naturally produced at the highest level possible, we wouldn't need performance pay, incentives, rules, training and numerous other tools that help manage talent. It may sound a little "dehumanizing" on the surface, but the primary job is to increase the workforce's output using all the management tools available to us. (Beardwelll  Claydon  2007 pp.112-119 )

HR Planning and impact of Strategic Plans

A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully ...