MHR 2
Table Of Content:
1. Executive Summery
1.1 Guest’s model of HRM.
1.2 Difference between Storey’s definitions of HRM, Personnel & IR practices.
1.3 The implications for line managers and employees of developing a strategic approach to HRM
2.1 How a model of flexibility might be applied in practice.
2.2 The types of flexibility which may be developed by an organization
2.3 The use of flexible working practices from both the employee and the employer perspective:
2.4 The impact that changes in the labour market have had on flexible working practices:
3.1 The forms of discrimination that can take place in the workplace:
3.2 the practical implications of equal opportunities legislation for an organization
3.3 The approaches to managing equal opportunities and managing diversity
4.1 Different methods of performance management
4.2 The approaches to the practice of managing employee welfare in a selected organization:
4.3 The implications of health and safety legislation on human resources practices
4.4 Evaluation of the impact of one topical issue on human resources practices.
5. Conclusion.
1. Executive Summary:
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers. HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.
1.1 Guest’s model of HRM:
David Guest's (1989, 1997) model of HRM has 6 dimensions of
1. Executive Summery
1.1 Guest’s model of HRM.
1.2 Difference between Storey’s definitions of HRM, Personnel & IR practices.
1.3 The implications for line managers and employees of developing a strategic approach to HRM
2.1 How a model of flexibility might be applied in practice.
2.2 The types of flexibility which may be developed by an organization
2.3 The use of flexible working practices from both the employee and the employer perspective:
2.4 The impact that changes in the labour market have had on flexible working practices:
3.1 The forms of discrimination that can take place in the workplace:
3.2 the practical implications of equal opportunities legislation for an organization
3.3 The approaches to managing equal opportunities and managing diversity
4.1 Different methods of performance management
4.2 The approaches to the practice of managing employee welfare in a selected organization:
4.3 The implications of health and safety legislation on human resources practices
4.4 Evaluation of the impact of one topical issue on human resources practices.
5. Conclusion.
1. Executive Summary:
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers. HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.
1.1 Guest’s model of HRM:
David Guest's (1989, 1997) model of HRM has 6 dimensions of