Table of Contents
1.1 The Guest’s model of Human Resource Management
Application of Guest Model in Tesco.
1.2 The differences between Storey’s definitions of Human Resource Management and Personnel
1.3 The implications for line managers and employees of developing a strategic approach to Human Resource Management
2.1 Explaining how a model of flexibility might be applied in practice.
2.2 The types of flexibility that 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 labor market have had on flexible working practices in Tesco
3.1 Forms of Discrimination that can take place in the workplace of Tesco.
3.2 Discuss the practical implications of equal opportunities legislation for an organization.
3.3 Compare the approaches to managing equal opportunities and managing diversity.
4.1 Different approaches to performance management
Performance management approach used by Tesco.
4.2 Approaches to the practice of managing employee welfare in Tesco.
4.3 Implications of health and safety legislation on human resources practice.
4.4 The impact of employee benefits on the human resource strategy in Tesco.
Managing human resources refers to the process of managing people in the workplace. According to Askegren (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 Tesco. 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 manager s or staff of improving a deliberate way to HRM. In the second task, a form of flexibleness may be used in perform is explained. It also describes the kinds of flexibleness 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. 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 equal facilities legislation for a company. Additionally, comparing the ways of running equal 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 Tesco. Further, the inferences of health, as well as security regulation on HRM in Tesco, are described. Lastly, the force of individual current matter on HR practices in Tesco is explained.
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1.1 Explain the Guest’s model of Human Resource Management and applied to Tesco
Guest’s model of human resource management that has been improved by Professor David Guest is known as the efficient form of evaluating HRM in business. The results of this form are divided into four main aims:
Strategic integration: This form ensures the assimilation of human resource management into deliberate development, where the strategies are consistent or line manager s utilize human resource practices at place or works. For example, the success of Tesco as the leading retailer in the UK is considered the successful integration of technologies and strategies in the operation to build up stronger relationships with the staff.
Commitment: Staffs are bounce to the places of work or dedicated to giving superior act at the place of work. For example, Tesco has gained improved staff retention, 65%, which is the outcome of the great staff commitment in the workplace.
Flexibility: ensures flexible managerial arrangement or several-skilling practical flexibleness. For example, Tesco has provided several flexible opportunities in workplaces, such as double payment on the weekend, bank holiday, location flexibility, to attract talent.
Quality: ensures elevated superiority or flexible labor forces to make sure elevated superiority of goods or duties. For example, Tesco has ensured quality staff and training programs which have ensured quality customer service that increased the Tesco market share and revenue.
The Guest’s model of HRM submits that it is an organization to subsist on different practices applied in HRM (Mondy and Gowan, 2015) ). The form highlights the consistent series of six apparatus that is HR practices, HR strategy, financial outcomes, HR outcomes, Performance outcomes, and Behavioral outcomes……………….