Table of Contents
- 1 Explain the guest model of HRM.
1.2 Compares the differences between Storey’s definitions of HRM, Personnel and IR practices
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 to McDonald’s.
2.2 Types of flexibility that may be developed by McDonald.
2.3 Use of flexible working practices from both the employee and the employer perspective of McDonald
2.4 The impact of changes in the labor market on flexible working practices at McDonald’s.
3.1 Forms of Discrimination that can take place in the workplace of McDonald.
3.2 Practical implications of equal opportunities legislation practiced in McDonald’s.
3.3 Compare the approaches to managing equal opportunities and managing diversity.
4.1 Different methods of performance management adopted by McDonald.
4.2 Approaches to the practice of managing employee welfare in McDonald’s.
4.3 Implications of health and safety legislation on human resources practice.
4.4 Impact of e-learning on human resources practices at McDonald’s.
Managing human resources (MHR) is defined as the activities of companies to improve staff performance. In addition, the aim of the MHR is to gain organizational objectives (Mullins, 2014). This paper focuses on a number of activities of managing human resources. This writing is classified into four main tasks. In the first task, this writing will emphasize several perspectives of HRM. The second task in this writing will concentrate on the topical issues of human resources management or managing human resources. The third task also focuses on a number of topical issues of human resource management. The fourth task outlines the significance and importance of health and well-being in workplaces. Finally, this writing will conclude the findings.
1. 1 Explain Guests model of HRM
David Guest, the head of the management center of King College, London developed this model of HRM. According to this model, HRM is different from conventional personal management. This model focuses on the key HRM elements such as employee commitment has a significant relationship with business success. This model is based on four key outcomes which are expanded within four policy destinations.
Strategic integration: Assuring that: (i) Human resource management is completely compact with strategic business planning; (ii) Policies are compatible; and (iii) human resource practices are conducted by line managers in their daily activities. For example, the success of McDonald’s as the leading food retailer in the UK is considered the successful integration of technologies and strategies in the operation to build up stronger relationships with the staff.
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Commitment: Assuring the workers (i) to realize obedience with the business and; (ii) are committed and promised to excellent performance through their attitude and behaviors. For example, McDonald’s has gained improved staff retention, 67%, which is the outcome of the great staff commitment in the workplace
Flexibility: Assuring (i) an adaptable and flexible business structure; and (ii) functional flexibilities considering multi-skilling and various efficiencies. For example, McDonald’s has provided several flexible opportunities in workplaces, such as double payment on the weekend, bank holiday, location flexibility, to attract talent.
Quality: ensure quality products and services with quality staff and skills. For example, McDonald’s has ensured quality staff and training programs which have ensured quality customer service that increased the market share and revenue.
This model focused on the rational order of six elements e.g. HR strategy, HR practices, HR outcomes, Behavioral outcomes, Performance outcomes, and financial outcomes. According to this model to start HR management it must have particular strategies that need definite contemplation and when it is fulfilled, outcomes will be established. Behavioral, contribution and economic concerns are involved with these outcomes. Seeing conversely, workers’ contributions are built on economic outcomes those trends to the consequence of process-oriented workers’ conduct. The behavioral outcomes are achieved from workers’ commitment, attributes, and facility. Further in trends HR practices influence it. HR practices require several HR strategies. And the techniques of organizations constantly classify HR strategies (Neha, 2016).