Unit 3 Organization and Behaviour Assignment Help Online

Introduction

Unit 3 Organization and Behaviour Assignment Help Online

The process of human resource management involves both the employment of people and their overall development.

The success of a company depends on the efficient management of its people resources. The phrase sets itself apart from personnel management.

We are addressing the employee development concerns in the Unit 3 Organization and Behaviour Assignment as we analyse the human resource components of Harrods. According to Harrods, employee satisfaction is crucial to the attainment of company goals since they serve as the company’s public face. As a result, it has promised to comply with the requests and complaints of the workers.

This assignment focuses primarily on the HRM models used by Harrods, flexibility practises in Harrods, employer and employee benefits during flexibility practises, application of managing diversity and equal opportunities on Harrods, performance measurement methods and forms of discrimination used by Harrods, and other HRM issues based on a review of Harrods and a case study.

Unit 3 Organization and Behaviour Assignment Help Online

1.1: Explanation of how the Guests model of HRM is adopted at Harrods:

The entire Guest Model of HRM is founded on commitment and emphasises taking a proactive approach to human resource management while concentrating on the unique needs of the employees. As a traditional business, Harrods has the most refined system for managing human resources and making the greatest use of them.

From a certain angle, the HRM procedure used by Harrods is already congruent with the Guest model of HRM. Let’s examine the pairing of the Guest model with Harrods:

Guest compared strategic management to human resource management, noting that Harrods likewise plans to use human resource management as a tool to increase the company’s performance and skill at all costs (Guest, 1987). Harrods use a variety of interaction techniques for this.

Task2

2.1: How a model of flexibility might be applied in practice

The ability of a company to alter its internal business processes in order to quickly and effectively react to changes in the external environment is referred to as flexibility in business.

The business operations are evolving daily due to the broad range of consumer requests and needs, which is the basis for the flexibility. One of the business’s functions is human resource management, which enables the production and delivery of high-quality goods to clients. In today’s business world, the management of human resources is crucial to corporate success and competitiveness (Ehrenberg, R G and Smith, R S, 1994). Human resource management employs a variety of flexibility model types. The most prevalent types are pay flexibility, functional flexibility, and numerical flexibility.

2.2: Types of flexibility which may be developed by Harrods

The ability of a company to modify the number of personnel is referred to as numerical flexibility. This could involve hiring seasonal, temporary, and part-time workers under short- or long-term contracts.

Functional flexibility focuses on a company’s capacity to alter the amount and kind of workers it uses to carry out a wide range of jobs, allowing workers to migrate from one task to another.

Unit 3 Organization and Behaviour Assignment Help Online

The ability of a company to alter its wage practises in order to increase profit for the company is referred to as wage flexibility (Fowler, A 1990). Flexibility can come in both short and long forms. Demand fluctuations are best met through short-term flexibility. Only rigidity can improve performance within the corporation.

Even if the Harrods employ a variety of flexibility models, they must combine them in order to maximise flexibility’s efficacy. For instance, the HH model emphasises high functional and low numerical flexibility, while the LH model concentrates on high functional and low numerical flexibility.

Harrods’ versatility in terms of function

Functional adaptability is congruent with Harrods’ HRM plan and workload. Functional flexibility is genuinely intended to increase business productivity and cut costs. Functional flexibility among occupational categories also supports multitasking, dual skills, etc (Lioyd, 2007). Harrods may then use this adaptability technique to enhance itself ultimately.

2.4: Impact on labor market due to flexible working practices may be faced by Harrods:

Harrods may experience a significant shift in the labour market as a result of the use of flexibility techniques. The amount of labour migration, which drives workers to move between countries, skills and training, the ability to hire and fire workers, information, and the amount of part-time and temporary work are all factors that affect the labour market. If workers receive a greater proportion of part-time work despite having full-time jobs, the labour market will become more flexible.

The economy and the flexible working environment are substantially impacted by the changing labour market, which has both positive and bad effects. Flexible working refers to how an organisation alters its working procedures to enhance how the organisation runs.

Task 3

3.1: Forms of discrimination that can take place:

Discrimination during promotion:

Harrods is capable of enforcing discrimination in the workplace. Harrods may discriminate when promoting someone to a new position based on seniority or experience. It may favour experience or seniority, but it must. Harrods can therefore avoid this problem. For instance, the business must be aware of the laws and regulations relating to workplace discrimination when advertising Harrods.

Although Harrods asserts that it guarantees employee satisfaction by fostering a positive work environment and inspiring people in a variety of methods, when making decisions in a crisis situation, it disregards the employees’ opinions. Line managers occasionally have solid ideas, but they are disregarded while senior managers make decisions despite having bad ideas (Huselid & Becker, 2011).

Recommendations

Although experts estimate that human engineering skills account for 85% of an organization’s success, managing human resources is not a simple undertaking for a business.

A human resource manager must balance work and personal life while managing human resources, which presents problems related to work cultures, ethics, and values.

When assessing employee performance in an organisation, human resource managers need to pay special attention. They ought to correctly implement the various models of flexibility in order to boost production.

Conclusion

The tasks a manager completes for their team members are the emphasis of managing human resources. Without good human resource management, an organisation cannot create a productive workplace, which is the foundation for raising the organization’s productivity.

Managing human resources enables a business to carry out a number of tasks with effectiveness, including hiring and training staff, evaluating performance, resolving conflicts, building public relations, and maintaining a safe and healthy workplace for workers.

By coaching, counselling, and offering both financial and non-financial support to its staff, Harrods truly aims to create an integrated workforce. Nepotism is not tolerated by Harrods when it comes to hiring new employees or making decisions that will ensure their efficacy and productivity.

References

Budd, J. W., & Bhave, D. (2010). The Employment Relationship. In A. Wilkinson, T. Redman, S. Snell, & N. Bacon (Eds.), The SAGE Handbook of Human Resource Management (pp. 51-70). Los Angeles: SAGE.

Boxall, P., & Macky, K. (2009). Research and Theory on High-Performance Work Systems: Progressing the High-Involvement Stream. Human Resource Management Journal, 19(1), 3-23.

Huselid, M. A., & Becker, B. E. (2011). Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management. Journal of Management, 37(2), 421-428.

Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and Contradictions in HRM and Performance Research. Human Resource Management Journal, 15(3), 67-94.