1.1 Explain Guest’s model of HRM from the business perspective of UNIQLO.
1.2 Compare the differences between the story’s definitions of HRM and Personnel reflecting the HRM practices at UNIQLO.
1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM
2.1 Explain how a model of flexibility might be applied in the practice of UNIQLO.
2.2 Discuss the types of flexibility which may be developed by an organization.
2.3 Assess the use of flexible working practices from both the employee and the employer perspective
2.4 Discuss the impact that changes in the labor market have had on flexible working practices in UNIQLO
3.1 Explain the forms of discrimination that can take place in the workplace.
3.2 Discuss the practical implications of equal opportunities legislation for UNIQLO.
3.3 Compare the approaches to managing equal opportunities and managing diversity.
4.1 Compare different methods of performance management
4.2 Assess the approaches to the practice of managing employee welfare in UNIQLO.
- Employee Referral Scheme.
4.3 Discuss the implications of health and safety legislation on human resources practices in UNIQLO
4.4 Evaluate the impact of one topical issue on human resources practices in UNIQLO.
Managing Human Resources (MHR) refers to the process of managing people in the workplace. According to Mullins (2015) notes, MHR focuses on employee wants and fulfill their needs to improve their performance in the workplace. MHR offers planned work for every staff focusing on five characters. These are 1. ability diversity, 2. duty individuality, 3. duty importance, 4. independence, as well as 5.response. Human wants or comfortable inspiration assumptions are the base of work-improvement policies general intending administration like medical development activities as well as major tending concern release.
This report is grouped into four main tasks. The first task describes Guest’s Model of Human resource management as appropriate to UNIQLO. in the UK. Further, the differentiation among Storey’s descriptions of human resource management, employees as well as IR performs are described. It also describes evaluating the inferences for line managers s or staff of improving a deliberate way to HRM. In the second task, a form of flexibility may be used in perform is explained. It also describes the kinds of flexibility that may be improved by a company. Further, evaluate the employ of flexible functioning performs from both staff as well as company viewpoint is described.
Our Recommended Resources:
Moreover, the force the changes in the work marketplace have had on flexible functioning performance is explained. The third task explains the form of unfairness that can take place in the job place. It also describes the realistic inferences of equivalent facilities legislation for a company. Additionally, comparing the ways of running equivalent facilities or running variety is described. The fourth task describes several ways of actively managing. It also describes evaluating the ways to the practice of running staff benefits in UNIQLO. Further, the inferences of health, as well as security regulation on HRM in UNIQLO, are described. Lastly, the force of individual current matter on HR practices in UNIQLO is explained.
1.1 Explain Guest’s model of HRM in the business perspective of UNIQLO
The guest model of HRM has been developed by professor Guest of King’s College, London (Guest, 1997). This model is based on four key outcomes and policy goals, which are described in terms of UNIQLO business below:
The study on the UNIQLO case study discloses that its human resource management is totally integrated into the strategic planning. In addition, the human resource policies of UNIQLO are coherent. In UNIQLO s, human resources are practiced by line managers as their every activity (Kainazarova, 2014).
In UNIQLO, employees fell bound to the organizational goals and objectives. In addition, employees are committed to providing high performance through their positive behavior and attitudes following the organizational culture and structure of UNIQLO (Kainazarova, 2014).
UNIQLO has ensured an adaptable organizational structure. The hierarchical structure is giving more flexibility to the employees and line managers in UNIQLO. In addition, UNIQLO has ensured functional flexibility based on multi-skilling, knowledge, and understanding of employees (Kainazarova, 2014).
UNIQLO has qualified and skilled employees. The employees who work for UNIQLO are dedicated and devoted and flexible. Thus, UNIQLO is able to ensure quality in its goods and services. Thus, the majority number of customers of UNIQLO are happy with the quality and integrity of UNIQLO (Kainazarova, 2014)………………