Human Resource Management Is Crucial Commerce Essay Example

Question 2 discusses the benefits of employee authorization, such as promoting employee satisfaction, improving client service, retaining employees, increasing profits, and enhancing motivation. Task 1 inquiry 1 discusses human resource management for M & A ; S organizational and defines human resource management as the process of managing people in the organization.

The text emphasizes the significance of human resource management for M&S organizational aims. Question 2 specifically focuses on this importance for M&S organizational goals.

Human resource management has a vital role in organizational change, especially in reinventing the organization. This context briefly highlights the perspectives of human resource management.


Answer:

Human Resource Management (HRM) is defined as managing people in an organization. HRM encompasses tasks like recruitment, employee retention, compensation and benefits, as well as performance management. Additionally, HRM involves developing and managing knowledge, skills, creativity, talent, and their effective utilization. Training and development are also part of HRM.

The implementation of preparation and development programs in an organization is improving the performance of individuals and the group within the organization. Human resource management focuses on efficiently utilizing employees to achieve two main goals within a company or organization. The first goal is to effectively utilize the talents and skills of each employee to meet the operational objectives of Marks and Spencer. The aims of human resource management for M & S organizational change are derived from their fundamental objectives.

To achieve organisational goals, it is important to employ the right people in the right roles. The main objective of human resource management for M &

A ; S is to provide a competent and willing workforce to the organisation, in order to achieve its primary goals. Therefore, the first priority for M & A ; S as an employer is to guide the organisation towards successfully training and employing competent staff. Additionally, M & A ; S effectively utilizes its human resources according to the specific needs of the organization, which means utilizing the knowledge and skills of employees to achieve organisational goals.

Next, the M&S organisation develops and maintains productive and dignified working relationships among all employees. The employer, M&S, also develops and maintains high morale and friendly relations with the organisation. They help to develop and uphold ethical policies and behavior within and outside of the organisation. Additionally, they ensure that human resources are employed cost-effectively. This means that M&S employers should offer competitive, but not excessive, pay rates, in order to minimize staff turnover and maximize returns on investment in training.

M&S places a strong emphasis on human resource management in order to maintain a good employer and employee relationship, avoid costly industrial disputes, and communicate effectively with employees and M&S representatives. They handle potential issues such as employee dismissal, redundancy, and major changes in the business with sensitivity and comply with employment laws. However, the HR management of M&S is facing challenges due to increased direct contact with clients.

The HR department of M&S plays an important role in the organization. They participate in corporate decision-making related to staffing assessments and future workforce projections based on business demands. Compensation specialists develop realistic compensation structures that make M&S competitive in terms of rewards compared to other businesses in

the industry or companies seeking employees with similar skills. M&S conducts extensive pay and salary surveys to ensure that compensation costs align with the organization's financial position and projected revenue. Benefits specialists also help reduce costs associated with turnover, attrition, and hiring replacements at M.S is important to the organization because they have the skills and expertise required to manage group benefits packages for employees. This is done while staying within the organization's budget and aligning with economic conditions.

The M&A;S organization is conscious of the employee benefits that can attract and retain workers, which helps decrease costs related to turnover, attrition, and hiring replacements. Alongside prioritizing safety, employees also have a duty to provide a safe working environment. Workplace safety specialists are involved in promoting awareness and safe handling of dangerous equipment and hazardous chemicals. In terms of liability, M&A;S employee relations specialists in human resource management strive to minimize the organization's exposure and liability when facing allegations of unfair employment practices. They address and resolve workplace issues that, if ignored, could escalate into legal complications concerning federal and state anti-discrimination and harassment laws.

After preparing and developing, M specialists in organizational preparation and development coordinate new employee orientation, an essential step in building a strong employer-employee relationship. The HR department's preparation and development division also offers training that supports the company's fair employment practices and employee growth to prepare aspiring leaders for supervisory and management roles. In addition, M employee relations specialists in human resource management help the organization achieve high performance, morale, and satisfaction levels throughout the workforce by finding ways to strengthen the employer-employee relationship. When it comes to recruitment, M manages the

employees. Typically, they find the most effective methods for recruiting applications by evaluating which applicant tracking systems best suit the organization's needs. And during selection process, M&S professionals collaborate closely with hiring managers to make well-informed hiring decisions based on the organization's workforce requirements.

M ; A ; S organisation offers counsel to directors who are unfamiliar with HR or standard hiring procedures in order to ensure that the company extends offers to suitable candidates. Question 1 in Decision Undertaking 2 discusses human resource management and the importance of it for M ; A ; S organizational.

Upon the implementation of a flat organizational structure, Question 2 in this project focuses on flexibility, specifically the significance of flexibility in how and when work is completed and how careers are structured. Flexibility can also enhance employee and job satisfaction. Question 2 discusses the advantages and disadvantages of workplace flexibility, with one advantage being improved retention and productivity.

What is M;A;S's theoretical model of workplace flexibility?

Answer: Workplace flexibility is defined as how and when work is done and how careers are organized. It is essential for overall workplace effectiveness. M;A;S uses flexibility as a tool to enhance recruitment and retention, manage workloads, and respond to employee diversity. Studies demonstrate that flexibility can also benefit both employees and employers by allowing adjustments to when, where, and how work is performed to better meet individual and business needs.

Flexibility in work arrangements is crucial for meeting the requirements of individuals and businesses. It enables adjustments to be made regarding the timing, location, and manner in which work is performed. This adaptability not only benefits employers but also leads to improved outcomes.

A prime exemplification of this lies in flexible working hours where the start and end times of a workday can be changed while maintaining the same number of weekly hours worked – for instance, transitioning from 9am to 5pm to 8am to 4pm. Part-time employment typically entails working fewer hours than what is usually required on a weekly basis.

The text discusses different types of employment arrangements, including variable work hours and part-year employment. Variable work hours can involve working two days per week, ten days over four weeks, or a combination of two days one week and three days every second week. These arrangements provide flexibility in adjusting work hours based on job demands, like working more during busy periods and taking time off during quieter times. Part-year employment, also referred to as purchased leave or 48/51, allows employees to take a longer period of leave (e.g., 8 weeks per year) by averaging their 48-week salary across 52 weeks. Examples of such arrangements include parental leave, family/career leave, cultural leave, and career interruptions.

Employers are expanding their leave policies to provide employees with more choices, such as telecommuting. This enables individuals to work from home or outside of the main office either full-time or part-time on a regular or intermittent basis. For certain individuals, this entails occasionally working from home or having specific days each week dedicated to remote work. In certain industries, remote work may involve operating from a different office or at a client's location during specified hours.

Job-sharing is the practice of two individuals sharing one full-time occupation continuously. For instance, they may divide their time between two and a half days each or

alternate between working and taking time off on a weekly or biweekly basis. Another option is phased retirement, where individuals gradually decrease their full-time work commitment over multiple years (for example, from 4 days to 3 days per week) before transitioning into retirement. Job-sharing can also involve becoming an "alumna", i.e.

The text emphasizes the significance of workplace flexibility in today's job market. It mentions that retired employees coming back to work and specialized knowledge are frequently required to handle busy periods or offer specific expertise. The text highlights that workplace flexibility is no longer merely an optional benefit for employers but has become a necessary demand for both job seekers and current employees. However, solely having a flexibility policy is insufficient to meet this demand; for an organization to be considered exemplary, it must not only communicate various flexible work options but also demonstrate genuine dedication in effectively implementing flexibility.

The adoption of workplace flexibility as a business strategy can assist organizations in adapting to changes in the workplace, such as demographic shifts, economic fluctuations, and technological advancements. This adaptability can be achieved by options like permitting employees to work from home part of the week or providing a more comprehensive leave plan.

The advantages of incorporating workplace flexibility include improved employee retention, recruitment, and productivity. It can also boost employee morale and commitment while protecting the company's investment in its workforce. Moreover, it can grant a competitive advantage in challenging labor markets by reducing office space and overhead expenses, enabling better office coverage, and creating a more agile organization.

Employers who embrace flexibility in the workplace typically witness increased productivity and enhanced customer service. They may also

experience improved legal compliance, elevated employee morale, and reduced absenteeism since workers are motivated to surpass expectations due to their belief that their employer is acting ethically.

Although the new National Employment Standards require workplace flexibility, there are drawbacks associated with implementation that vary depending on each unique workplace's approach. The successful implementation of flexible work regulations heavily relies on employee maturity and understanding of their responsibilities.

If M ; A ; S employees are not responsible enough, the company may experience a decline in productivity due to factors such as remote work and limited working hours per day. Therefore, this should be considered when hiring individuals. It is important to ensure that only those who are committed to their jobs and careers are hired if the company values work flexibility. The success or failure of implementing a flexible workplace depends on how well employees embrace it and use the flexibility to increase productivity rather than trying to avoid work.

Because the flexibility in the workplace has been proven to enhance the efficiency of employees, various plans and initiatives are now being implemented by employers.

Decision

Undertaking two inquiries, the first one focuses on flexibility while the second one discusses the advantages and disadvantages of this approach.

Debuts

Question 1 explores equal opportunities in the workplace, which entails treating individuals as unique with diverse skills and abilities. Question 2 addresses the protection of businesses against claims of workplace discrimination.

The majority of women and minorities are found in M ; A ; S. Explain how the management ensures equal opportunities within the workplace.


Answer:

M ; A ; S promotes equal opportunities by treating people as individuals with different abilities and skills, without making judgments

based on stereotypes or discrimination laws. The organization ensures that everyone is treated equally and is not disadvantaged due to biases.

This means that the best candidate for a job or a promotion is the person who earns that position based on qualifications, experience, and knowledge. Equal opportunity, diversity, and inclusion in the workplace may sound simple enough but we all know that it just isn't so. For years, women and minorities were not, and in some cases still are not, treated equally. These characteristics include sex, gender, race, disability, or marital status. Equal opportunity in a workplace context means that all M ; A ; S employees have equal access to the opportunities that are available at work. This means all employees are treated with fairness and respect and are not subject to harassment in the workplace.

M;A;S employers cannot discriminate solely based on ability, experience, or potential, and all employment decisions are made based on an individual's ability to perform a specific job. M&A;S promotes equal opportunities for women in the workplace (officially known as affirmative action). Equal opportunities for women in the workplace involve taking proactive measures to remove past barriers that have hindered women from pursuing certain jobs or advancing to higher positions within organizations. An equal opportunity workplace is one where every individual is treated with dignity and respect, and all individuals have fair access to jobs, opportunities, and careers based on their knowledge, skills, and abilities. All hiring decisions are made solely on merit, considering the best candidate for the job, and emphasizing the value of diversity. Equal opportunity means treating all individuals equally without any discriminatory treatment towards any particular

group.

What advice can you offer to M&A;S regarding protecting their business against workplace discrimination claims?

Answer: M&A;S should base all employment decisions solely on relevant employment characteristics and not consider protected characteristics such as color, religion, sex, race, national origin, pregnancy, or physical disability. In addition to federal anti-discrimination laws, state laws may cover businesses exempt from federal laws or provide additional protection. Let's look at various laws: The Civil Rights Act of 1964 (Title VII) prohibits employment discrimination based on race, sex, religion, or national origin. The Equal Pay Act of 1963 (EPA) protects individuals who are 40 years of age or older; the Civil Rights Act of 1991 provides monetary damages in cases of intentional employment discrimination.

(From allbusiness.com) These types of favoritism include biased patterns based on age, which is a pattern specifically protected by jurisprudence. There are a few rare exceptions when it comes to age discrimination, such as in job advertisements. Employees should receive the same benefits regardless of age, with the only exception being when providing extra benefits to younger workers costs the same as providing reduced benefits to older workers. Spiritual favoritism is also prohibited, as employers are not allowed to discriminate based on an individual's religious beliefs. Businesses are required to reasonably accommodate an employee's religious beliefs, as long as it doesn't have excessive negative effects. Gender discrimination occurs when employers pay different salaries based on gender, even if men and women have the same qualifications, skills, and positions.

The focus is on addressing gender wage disparities and ensuring equality between women and men in the workplace. Furthermore, it is illegal to discriminate against employees based on pregnancy. Employers are

required to handle pregnancy the same way they would handle a temporary illness or other conditions that require special attention. Under US laws, companies are not allowed to subject employees to unfair treatment or blatant discrimination based on this legally protected characteristic.

Additionally, it is against the law for an employer to retaliate against someone who has complained about discrimination or participated in an investigation. Task 3, Inquiry 1 focuses on equal opportunities in the workplace, specifically addressing equal opportunities within the workplace. Task 2 mainly addresses protecting businesses from claims of workplace discrimination. Task 4, Inquiry 1 explores employee empowerment based on M & A ; S organizational practices. Employee empowerment is significant in creating a work environment where employees have the autonomy to make their own decisions in certain situations. Inquiry 2 discusses the advantages of employee empowerment.

What are the most suitable HRM practices to implement based on the scenario mentioned above?

Answer:

Empowering employees is crucial in fostering a work environment where individuals are authorized to make their own decisions in work-related situations.

Determinations can be large or small, with the size and impact left to the employer's discretion. The purpose behind employee authorization is to increase their commitment, improve morale, and enhance the quality of their work life. Ideally, when an employee feels a sense of ownership in an M ; A ; S organization, they will be more productive, loyal, and confident.

Significance

Some employers overlook the fact that their hired hands also have brains. By utilizing the minds of their employees, M ; A ; S organizations can achieve or meet goals and objectives more quickly because there are more people working towards them.

By delegating

duties to your employees, you will have more time to focus on the area of the M ; A ; S organization where attention may be needed more.

Effects

In an employee empowerment M ; A ; S organization, the employee/manager relationship is reversed. Instead of the employee working for the manager, the manager will be catering to the needs of the employees. Managers must ensure that employees have the necessary resources required to make decisions that enable the job to be done. For employee empowerment to be successful, employees must be properly trained and they must also have access to any information related to their additional responsibility.

Types

Employee empowerment can vary from organization to another organization.

Some employers may prefer to have employees who are given more authority, while others may prefer to have empowered teams of employees. For example, an employee who previously only reviewed job applications may now also be responsible for interviewing and hiring employees.

Warning

If the M ; A ; S organization is typically micromanaged, meaning that all decisions and tasks must be directed or overseen by a manager, then employee empowerment may not be the right choice for the M ; A ; S company, unless there are plans for major restructuring. Managers may have difficulty allowing employees to make decisions. If employees are constantly being monitored, they will not feel trusted to take any action.

Misconceptions


If the M ; A ; S organization is usually micromanaged and you would like to continue allowing your employees to have a say in the M ; A ; S organization, then a suggestion box

is a good start. However, you must implement some of the suggestions for employees to take them seriously.


Discuss the organization performance after the implementation of the new HRM practices.


Answer:

Employee empowerment simply means creating a stable working environment where employees can make their own decisions in certain work-related situations. The concept behind employee empowerment aims to motivate employees to improve their quality of work and build morale. Here are some of the benefits of employee empowerment in an organization: it promotes employee satisfaction. Delegating responsibilities to employees is an effective management strategy that helps increase employee satisfaction.

Providing empowerment to your employees instills a sense of belonging and ownership, resulting in increased production efficiency. Employees who receive incentives from higher levels of management believe that they need to possess the necessary authority, knowledge, and control to address customer-related issues or urgent matters. Consequently, they can provide enhanced services to their clients. Recent research indicates that employees feel more valued when given the opportunity to contribute to the decision-making process.

Employee retention is important for companies as it helps attract and keep trustworthy employees for a long period. However, in large organizations, there is a higher risk of losing loyal employees. To address this, it is crucial to give employees the opportunity to participate in decision making. Additionally, employee empowerment is essential for increasing profitability as it helps lower absenteeism and encourages productivity, thus leading to higher profits. Moreover, employee empowerment is also the key factor behind employee motivation, training, and education.

The text highlights the importance of employee empowerment in increasing company profit. However, it also acknowledges that

conflict among employees can arise as a result. Both inquiries discuss the implementation and benefits of employee empowerment in HRM practices. The conclusion and recommendation emphasize the shift towards HRM adding value to the strategic use of employees and the measurable impact of employee programs on business.

Task 1, inquiry 1 refers to the human resource management and objectives for organizational change at M ; S. Inquiry 2 focuses on the importance of human resource management for M ; S and emphasizes its usefulness to the organization.

Task 2, inquiry 1 discusses the practice of workplace flexibility at M ; S, defining it and explaining its significance in the organization. Inquiry 2 explores the advantages and disadvantages of workplace flexibility for organizational change at M ; S.

Task 3, inquiry 1 addresses the presence of predominantly women and minorities at M ; S and explains that the management provides equal opportunities within the workplace. This inquiry highlights equal opportunities in the workplace.

Question 2 advises on protecting the business against workplace discrimination claims at M ; S. This inquiry mainly focuses on the protection of the business against such claims and mentions the use of company laws and different types of discrimination claims.

In undertaking 4, inquiry 1 focuses on the best implementation in the scenario by defining and explaining employee authorization. Inquiry 2, on the other hand, discussed the execution of the new HRM pattern. This inquiry highlights some points that benefit employee authorization.