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The Implications Of Health And Safety Legislation On Human Resources

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Table of Contents
INTRODUCTION 3
1.1: EXPLAIN GUEST’S MODEL OF HRM 3
1.2 COMPARE THE DIFFERENCE BETWEEN STROEY’S DEFINITIONS OF HRM, PERSONNEL AND IR PRACTICES 4
1.3 ASSESS THE IMPLICATIONS FOR LINE MANAGERS AND EMPLOYEES OF DEVELOPING A STRATEGIC APPROACH TO HRM 5
2.1 EXPLAIN HOW A MODEL OF FLEXIBILITY MIGHT BE APPLIED IN PRACTICE 5
2.2 DISCUSS THE TYPES OF FLEXIBILITY WHICH MAY BE DEVELOPED BY AN ORGANIZATION 6
2.3 ASSESS THE USE OF FLEXIBLE WORKING PRACTICE FROM BOTH THE EMPLOYEE AND THE EMPLOYER PERSPECTIVE 6
2.4 DISCUSS THE IMPACT THAT CHANGES IN THE LABOUR MARKET HAVE HAD ON FLEXIBLE WORKING PRACTICES 7
3.1 EXPLAIN THE FORM OF DISCRIMINATION THAT CAN TAKE PLACE IN THE WORKPLACE 7
3.2 DISCUSS THE PRACTICAL IMPLICATION OF EQUAL …show more content…

1.1: Explain Guest’s model of HRM

Human resource management is a function used by various organizations to enable them to maximize employee’s performance and it focuses on policies and different systems.

Guest’s HRM model has six dimensions of analysis; HRM strategy, HRM practices, HRM outcomes, Behavior outcomes, Performance outcomes, and financial outcomes. These dimensions are based on the assumption that the HRM is typically unlike the traditional personnel management.

Figure 1 shows Guest’s model that shows the flow of all of the dimensions.

The idea behind Guest’s model was to produce high quality services and products by producing high quality employees. “High quality employees” states the need for a skillful workforce who is flexible and committed to their organization. Behavioral outcome focuses on the relationships between HRM and performance of the employees.

Based on the case study of Lloyd’s TSB it is clear that Guest’s model can be easily applicable to the organization as it has put in place a variety of human resource management policies to make sure the employees are motivated and committed to give a high level of performance to their organization and its customers.
1.2 Compare the difference between Stroey’s definitions of HRM, personnel and IR practices

John Storey (1995) argued that by using a combining a selection of culture,

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