Managing Human Resources

3866 words 16 pages
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Managing Human Resources

Task | Table of contents | Page | Introduction | 04 | Task 01 | 1.1 Explain Guest’s model of HRM as applicable to the above company. | 05 | | 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices in the above context. | 05 | | 1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM in a company like Unilever. | 06 | Task 02 | 2.1 Explain in Unilever, how a model of flexibility might be applied in practice. | 07 | | 2.2 Discuss the types of flexibility which may be developed by the organization Unilever. | 07 | | 2.3 Assess the use of flexible working practices from both the
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(Kogan Page, 2009) Soft HRM focuses on employee training, development, commitment and participation. It is used to define HR functions meant to build up motivation, quality and commitment of employees; on the other hand, hard HRM concentrates typically on strategy where human resources are used to attain organisational goals. It is also linked with cost manage and head count strategies, particularly in business processes similar to downsizing, lowering the wages, shortening comfort breaks. (hrnutshell.com)

1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM in a company like Unilever.

HRM strategy of Unilever Company corresponds with the execution of the strategy. HRM strategies are frequently implemented without a clear direction, or are not implemented at all. This can guide to major differences between the developed HRM strategy and the actual implementation. Two critical aspects for HRM, which is used by the line managers & employees of Unilever Company, will successful in the presence of HRM practices and the success of HRM implementation. The company has attempted to prove a connection between HRM and firm performance by investigating the HRM practices while the achievement of HRM implementation has established little thought so far. (Kogan Page, 2009) The presence of well developed HRM practices is vital for the Unilever performance but it is not sufficient to be competitive;

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