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Explain how HRM contributes to an organisation’s objectives

Explain how HRM contributes to an organisation’s objectives

Explain how HRM contributes to an organisation’s objectives

People and Organisations: LO 2; Human Resource Management: LO 3

 

Task 1:

 Compare and contrast different organisational structures and culture, and their impact on the organisation.

 Explain the factors which influence individual behaviour at work.

 Explain how HRM contributes to an organisation’s objectives.

 Analyse the impact of legislation on HRM in the UK today.

 

 

 

Types of organisation: Approaches to structuring organisations; issues of centralisation versus decentralisation; span of control and the relationship between the organisation and its key stakeholders.

An introduction to culture: The development of organisational culture through the assimilation of shared norms, values and beliefs. Use of cultural typologies to classify the culture of organisations.

Role of personality: Types and traits.

HRM tasks: recruitment, payroll administration; employee motivation; reward management; employment termination; training and development; performance management (planning, monitoring, recording, implementing); employee relations; working in partnership with functional areas to achieve organizational objectives.

Identifying human resource requirements to meet functional area objectives: recruitment; motivation; performance management and appraisal; development; discipline and grievance handling.

Impact of UK and EU legislation related to employment: employment law; contract and tort; equalities legislation (Equalities Act 2010; 9 protected characteristics); data protection and privacy legislation; copyright legislation; employment disputes and tribunals.

Task 2:

 Describe the stages in recruitment and selection of staff in the selected organisation. Construct a new strategy for the organisation.

 Explain the ways organisations motivate workers.

 Analyse the link between motivational theories, job evaluation and rewards.

 

 

 

 

 

Approaches to management and leadership: Brief overview of the historical development of management and leadership, scientific management, bureaucracy, human relations and approaches, systems approach, contingency approach, managerial roles and functions, power, authority, responsibility and delegation.

Motivational theory: Process and content led theories and their application to organisational settings: Maslow, Herzberg, McGregor, expectancy and personality theories.

Recruitment policies and procedures: Job analysis, job descriptions; person specification; recruitment methods; interviews; assessment centres; tests (psychological, psychometric, aptitude, practical); CVs; letters of application; references.

 

Motivation: Theories of motivation (e.g. F Taylor, E Mayo, A Maslow, F Herzberg, D McGregor, D McClelland, V Vroom); relationship between motivation theories and reward; employee involvement techniques.

Reward management: Job evaluation; factors determining pay; reward systems; pay; performance-related pay; pension schemes; profit sharing, etc.

 

 

 

Task 3:

 Compare the effectiveness of different leadership and management styles in different organisations.

 Evaluate the impact of employment-related legislation on employment termination arrangements by analysing termination procedures used by your selected organisation.

 

 

 

Leadership and management style’s impact on organisational performance: Reward and incentives, extrinsic and intrinsic rewards, etc.

Monitoring: Probation; appraisal; feedback; performance indicators and SMART targets (sales, growth, financial, waiting times, pass rates, punctuality, attendance); benchmarking.

Employment legislation affecting termination: Discrimination and equality legislation; contractual notice terms; discipline and capability procedures; appeals; employment tribunals.

Management of exit: Procedures (retirement, resignation, dismissal, redundancy); exit interviews; legal and regulatory framework; counselling; training.

 

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