UNIT 3 HUMAN RESOURCE MANAGEMENT

UNIT 3 HUMAN RESOURCE MANAGEMENT

INTRODUCTION

The report aims to provide information on the different elements of human resource management in the business. It has been determined in the study that there are different aspects like roles and responsibilities of managers and influence of the legislation along with the functions of the human resource management in an organization (Aust et al., 2020). The study will also cover the recruitment and selection process for addressing the performance and monitoring of the legal and regulatory framework of the employment cessation. It has also discussed on the scope and nature of the HRM with the ways to ensure the employee's safety and attaining the goals for the job profile at Argos Limited, retailers in the UK (Van De Voorde et al., 2012).

Overview of Argos limited

Argos Limited are retailers in the UK and Ireland which have acquired the supermarket chain, Sainsbury, since 2016. The company was established in 1972 to provide the services to their 29 million customers with the support of 883 retail shops (Argos, 2020). The company has been serving its customers with 30000 employees and generating the net operating income and revenue of £83.1 million and £4.1 billion respectively (Argos, 2020).

PART 1

Explanation and assessment on the purpose of the HR function and Key roles and responsibilities of the HR function at Argos Limited

Human Resource Management is demonstrated as the process through which organization can recruit, select and induct their employees to raise the performance in the market (Storey, 2016). It can also help in ensuring about employee's safety and welfare of the health measures in the compliance with labour laws in the organization.

The main function of HRM

The key function of the HR is to handle all the schedules that are being assigned and remark the team members to follow the same. HR is also responsible for handling issues that are subjected to the various duties and responsibilities that are handover to the employees (Van De Voorde et al., 2012). The key target functions involve the following aspects at Argos limited. They are:

• Supporting and training team members and leaders

• To multi-task the services on time

• Working independently

The Argos limited wants to build an emotional connect with the customers through which campaign and better leverage in the relationship have been grown with the audience sentiments and attaining the brand change practices (Shipton et al., 2012).

Best Fit Vs Best Practice

The Best Practice approach provides a competitive advantage to the Argos limited regardless of the organizational settings. It also provides a close connection between HR practices and organizational performance through which association with the high commitments and management has occurred (Hameed et al., 2020). It has raised the quality and productivity of the employees in the organization. On the other hand, Best Fit has provided the HRM policies of the Argos through which stage of development and internal structure and market trends and nature has been examined. It can help in enabling the Argos to create a potential market presence (Hameed et al., 2020).

Hard and soft models of HRM

With the support of the hard model of HRM, the employees are seen as a resource to the organization. They are responsible for providing better results related to organizational functioning (Dhamija, 2012). Conversely, the soft models, the employees are considered as a primary resource which can provide a competitive advantage to the business. This requires extra motivation and rewards within the organization to attain the desired goals of the business.

Approaches to workforce planning

Workforce planning is the process through which identification and addressing of gaps between workforce have a remark on the human capital needs (Furtmueller et al., 2011). It has enabled the Argos Limited to align the workforce requirement by identifying the gap and implementing the reduction strategies for better functioning of the Argos in the market. This can help in overcoming the barriers that are remark on the accomplishment of the strategic workforce goals (Pilbeam and Corbridge, 2010).

Labour market

The labour market for the Argos limited is creating a threat as the sales for the businesses are rapidly raising. It has been accounted that the Argos sales grew by 8% to £4.2 billion comparatives to the last fiscal year (Pilbeam and Corbridge, 2010). It has represented on the ways to enhance the performance and attaining the complimentary retail brands with the effective strength to their customer propositions.

For Argos, the political aspects cover the terrestrial planning change in the UK government. The relation of the inflation rate has a direct impact on the consumers buying preferences which fluctuates with the changing pace of time (Tangthong et al., 2014). It has been represented that the inflation rate for the Argos limited is 5.2% and targets to achieve 2%. They are also contributing to the employment measures but due to COVID-19 the redundancy rates have gone worse and turning down the business financial growth (Hameed et al., 2020).

This has also examined on the advent of the shopping behaviour of the people and remark on the technical stuff through which mobilizing the services and reducing the dependency on the human possible ways are addressed by the Argos limited. The legal and regulatory frameworks for the Argos limited have remarked on the National minimum wage rate act 1998 where the adults over 21 years are paid to around £4.50 per hour (Argos, 2020). This has directed the HR to address good policies in the business govern through the extensive use of technology for the records.

Recruitment

The recruitment measures can be carried out in the following ways at Argos limited. They are:

Internal recruitment: This provides the information related to the business outlooks for the vacancy and selection of a candidate from the existing workforce (Lievens and Chapman, 2010).

Strength and weaknesses: The internal recruitment method would provide cheaper and time-efficient practices while it limits the number of potential applicants. It can also provide the inside to the business and operations through promoting the business opportunities for motivating the business (Lievens and Chapman, 2010).

External recruitment: It can outlook on the ways where a suitable applicant is selected for a particular position.

Strength and weaknesses: The recruitment through this process provides new people with new ideas and also offering a wider range of the experiences and selection parameters (Furtmueller et al., 2011). But it can also take time and is expensive to advertise and interview the candidate.

Selection methods

Print media advertising, web-based job boards and employment agency support are few methods that help in the selection of the candidate in the organization. For Argos Limited, the interview and psychometric assessment are the effective methods for selecting the right candidate (Furtmueller et al., 2011). This can provide the successful selection of the candidate through numerical reasoning test, personality questionnaire and integrating on the systems of the organization. The psychometric test would provide a robust statistic on the feedback from their regional manager before rolling out the candidate.

Onboarding and induction

The induction process frequently called new hire orientation or employee onboarding. It begins to provide the possible advantage and disadvantage of the business. The principal areas are employee retention and employee sense of inclusiveness.

EFFECTIVENESS OF HRM IN ARGOS LIMITED

Development and training

Employee training and development at Argos limited is considered as important aspects of management. It covers the performance and aims to enhance the productivity of employees (Tangthong et al., 2014). Training represents polishing of the skills through which the employees can attain the goals while development is considered as an organized activity where the organization might grow and learn through self-assessment act.

For Argos Limited, the technical training and team training along with safety training is the most extensive areas through which they attain their goals. The technical training provides the employees of Argos to work efficiently with the stored data in software. While team training provides ways to empower the decisions of the teams in the organization (Lamba and Choudhary, 2013).

Job and workplace design

Reward System

At Argos limited, the extrinsic rewards are commonly addressed by the pay raises, bonuses and benefits to their employees. While intrinsic rewards are psychological rewards which have included such things, which has added to the personal achievement and growth of the professional with the sense of pleasure and accomplishment (Timming, 2011). This can provide a clear relationship with the motivational theory where individual behaviour would influence the other person thoughts.

Flexible organization of Argos limited

Numerical flexibility provides the adjustment to the quantity of the labour that is involved to meet the fluctuation in demand for the business. The structural flexibility method would remark on the system which response to the variability in the environment of the Argos Limited (Timming, 2011). The Hand’s shamrock model has provided the organizational structure where three parts would provide the essential executives and workers pattern to meet the quantifying ability and system practices which practically respond to the business. It can also recognize the organizational way to offer a limited vacancy to the people (Taamneh et al., 2018).

Performance management

The performance management at Argos limited has been undertaken by 360-degree performance metrics, feedback from the administrator. This can help in consistently supervising and evaluating the performance of the Argos (Kadiresan et al., 2015). It has enabled the ways to improve the new working conditions with the quicker and versatile pace of the employees.

Internal and external factors that affect the Argos limited HRM decision-making

Employee relations

For Argos Limited, the industrial relations concerning the contracts must be developed to establish a healthy relationship between employer and employee. This can provide the ways where the maintenance of the positive employee relations and open communication along with the recognition and investment in the employees has been subjected (Lievens and Chapman, 2010).

Employee relations and the law

At Argos, the privacy and security laws are considered as extremely important as it can help in providing personal information on the ways to secure the individual practices. It can display online advertising which is based on the rights that are set out in the notice for the business (Hameed et al., 2020). The third-party involved in the business process has provided personal information on the behalf of the European Economic Area. This can attain the rights of personal information and setting out the exercise with different parameters. The employee contracts are made based on personality confidentiality and providing equal rights and opportunity to address the areas of decision-making and attaining the employment legislation (Shipton et al., 2012). They have also provided the performance of a contract and insurance along with the prevention of fraud and consent for specific purposes.

Trade union and workplace representation

Under this, the role of the trade union at Argos limited has provided the largest trade union over 430000 members in retail, warehousing and distribution areas (Argos, 2020). It has helped the people to overcome the problem at the work and attaining the local and national level practices by addressing to the views. The employee needs to understand that unite employees have a common interest and secure development in the member's conditions of employment and rates of the payment through negotiation with the employers and governments (Shipton et al., 2012).

PART 2

Design job specification

Job title: Human Resource Manager Job Location: London Job Field: Human Resource Department Posting: 02-01-2021 End Date: 02-02-2021 Job Type: Regular/ Full Time Argos Limited has a unique multinational channel where the recognized choice of retailers has provided value and convenience. It has provided 1000 stores throughout the UK and Republic of Ireland. The company has focused on providing our customers with the best value for money through the most convenient shopping experience. Roles and Responsibilities: Developing and implementing strategies and initiatives aligned with the overall business strategy Developing and monitoring of the overall HR strategies at the Argos Conducting employee onboarding and training and development initiatives Nurturing a positive environment for working Ensuring compliance with labour regulations Organizing the office layout and order necessary equipment’s Updating and maintaining office policies as necessary Relevant Experience Bachelor’s degree for 4 years of Human resource management 5+ years of experience of HR roles Bachelors in Technology: Human Resource management Key Skills Performance management Supporting diversity Laws against sexual harassment Communication processes

CV of student

Maxine Curry Human Resource Manager
AREAS OF EXPERTISE	PERSONAL SUMMARY
HR budgets HR functions Staff absenteeism Employee Relations Project Management Team meetings	The human resource profile has provided the track record of identifying and hiring with the best talent. This has experience of working and recruitment with multiple European countries. It has enabled with the aspects of the busy HR department and carrying out the company. Right now, the company would adhere to the right candidate with the immediate start to be offered
	WORK EXPERIENCE Company name: Phoenix AZ (2013-2019) HUMAN RESOURCES MANAGER
PROFESSIONAL French Speaker First Aider	Duties: Internal transfers and external employees in SAP Structured and organized approach with safety bulletins and meeting minutes Assist in the delivery of the Argos limited Create documents, reports and presentation and update information boards Perform daily and weekly inspections Work safely and within the guidelines of the employee handbook
EDUCATION	Florida Atlantic University Bachelor’s Degree in Human Resource
SKILLS	Knowledge and experience for the highly desirable Ability to define and solve logical problems for highly technical applications Strong communication skills with both technical and non-technical clients Ability to select, adapt and effectively address the variety of the programming methods

Documentation of preparatory notes for an interview

The purpose of the interview to see the applicants with which requirements of the jobs where the personal qualities and expression might be attained (Storey, 2016). The interviewers may be prepared with the following steps like

• Writing down the questions that can be asked with the job-related responsibilities

• Asking behavioural questions and outlining the interview structure for the candidate

• Extending professional courtesies

• Watching non-verbal signals and keeping all questions job-related (Aust et al., 2020)

Job offers

Argos Limited, Avebury 489-499, Avebury Boulevard Central Milton Keynes MK9 2NW 21st January 2021 Dear Applicants, In response to your recent letter, we are extremely delighted with details as they matched with the job profile. It has anticipated the initial salary of £38,458 per year. It has responded with the immediate joining from 4th February 2021. It is requested on the punctual and maintains the office decorum. For any other queries, feel free to contact Sincerely, Mr Atterson Human Resource Department Argos Limited

Evaluation of process and rationale of HR practice

Human resource policies of Argos Limited provides a vital structure for the consistent and fair process through which employment legislation can be attained (Van De Voorde et al., 2012). It has also provided with transparency in how the recruitment process will be managed. It can represent the behaviour where the costs can be addressed in the business.

CONCLUSION

The report has evaluated the various aspects of the HRM. It has somehow raised the performance and enrich on the ways to meet the human resource practices. The organization has provided ways to attain different techniques where performance measurement has been attained. It can multiply the rules and regulation through which the CV and legal regulations can be attained.

REFERENCES

Argos, (2020). Shape the Future of Argos. (Online available https://argos.careers/role-areas/finance/, last accessed on 4^th February 2021)

Aust, I., Matthews, B., and Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM?. Human Resource Management Review, 30(3), 100705.

Dhamija, P. (2012). E-recruitment: a roadmap towards e-human resource management. Researchers World, 3(3), 33.

Furtmueller, E., Wilderom, C., and Tate, M. (2011). Managing recruitment and selection in the digital age: e-HRM and resumes. Human Systems Management, 30(4), 243-259.

Hameed, Z., Khan, I. U., Islam, T., Sheikh, Z., and Naeem, R. M. (2020). Do green HRM practices influence employees' environmental performance?. International Journal of Manpower.

Kadiresan, V., Selamat, M. H., Selladurai, S., Ramendran, C. S., and Mohamed, R. K. M. H. (2015). Performance appraisal and training and development of human resource management practices (HRM) on organizational commitment and turnover intention. Asian Social Science, 11(24), 162.

Lamba, S., and Choudhary, N. (2013). Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research and Technology, 2(4), 407-423.

Lievens, F., and Chapman, D. (2010). Recruitment and selection. The SAGE handbook of human resource management, 135-154.

Pilbeam, S., and Corbridge, M. (2010). People resourcing and talent planning: HRM in practice. Prentice-Hall.

Shipton, H., Budhwar, P. S., and Crawshaw, J. (2012). HRM, organizational capacity for change, and performance: A global perspective. Thunderbird International Business Review, 54(6), 777-790.

Storey, J. (2016). Human resource management. Edward Elgar Publishing Limited.

Taamneh, A., Alsaad, A. K., and Elrehail, H. (2018). HRM practices and the multifaceted nature of organization performance. EuroMed Journal of Business.

Tangthong, S., Trimetsoontorn, J., and Rojniruntikul, N. (2014). HRM Practices and Employee Retention in Thailand—A. International Journal of Trade, Economics and Finance, 5(2), 162-166.

Timming, A. R. (2011). What do tattoo artists know about HRM? Recruitment and selection in the body art sector. Employee Relations.

Van De Voorde, K., Paauwe, J., and Van Veldhoven, M. (2012). Employee well?being and the HRM–organizational performance relationship: a review of quantitative studies. International Journal of Management Reviews, 14(4), 391-407.