Managing Human Resources

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Managing Human Resources

Task | Table of contents | Page | Introduction | 04 | Task 01 | 1.1 Explain Guest’s model of HRM as applicable to the above company. | 05 | | 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices in the above context. | 05 | | 1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM in a company like Unilever. | 06 | Task 02 | 2.1 Explain in Unilever, how a model of flexibility might be applied in practice. | 07 | | 2.2 Discuss the types of flexibility which may be developed by the organization Unilever. | 07 | | 2.3 Assess the use of flexible working practices
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(Kogan Page, 2009) Guest has recognized that the concept of promise is 'messy' and that the relationship between promise and high performance is hard to set up. It also employs a 'flow' approach, seeing strategy foundation practice, leading to a variety of preferred outcomes which is used in the Unilever Company. This model which is used in Unilever Company is tying employee behavior and commitment into the goals of strategic management and tepid on the value of trade unions. The employee relationship is viewed as one between the person and the organization. (hrmguide.co.uk)

1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices in the above context.
There are three major organizational properties: human resources, financial resources and technological resources. HRM is an individual approach to service management which seeks to attain competitive advantage during the strategic deployment of an extremely committed and capable workforce, using a selection of cultural, structural and personnel techniques. (Storey, 1995). From this definition HRM is a mixture of people-oriented management practices that views employees as assets, not costs; and its major aim is to make and maintain a skilful and dedicated workforce to grow competitive advantage. The differences in the
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