Essays on The Role and Remit of the Human Resource Management Function Assignment

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The paper "The Role and Remit of the Human Resource Management Function" Is a perfect example of a Management Assignment. Human Resource Management is a substantial unit in a company and particularly in the United Kingdom. With the absence of this department important functions such as preparation, consolidation, staffing, leading and controlling cannot be put to control easily (Andersson, 2000). Some of the upcoming issues in the world of human resource management in the United Kingdom include the rising in the rates of unemployment, the rise in the numbers of old people still involved in employment and an upsurge in employee turnover.

Others include self-employment as opposed to seeking employment from a business firm, the economic recession that is forcing every business organization to spend wisely and the fact that a majority of people are opting to invest (Andersson, 2000). Human Resource Management looks into such issues and plays an important role in putting together the framework that a business organization requires in order to operate. Before proceeding, we should comprehend the functions of this department. Human resource management is a process of scheduling, challenging, and teaching, assessing and rewarding employees and conforming to their health and safety, labor relations and fairness concerns (Downes, 2005).

In the United Kingdom, the emphasis is put on the professionalism of these people. Roles of human resource management Strategy refers to a plan in the long-term sense that is implemented by harmonizing the core strengths and weaknesses of the company with the external prospects and aims to ensure a competitive advantage (Downes, 2005). In order to form a strategy, HRM establishes all the functions. These functions include job scrutiny, recruitment, employee assortment, and analysis, teaching the employees, performance assessment, labor affairs, and employee safety and health. All the issues that pertain to the formulation of strategies should be in accordance with the laws that are stipulated in the United Kingdom constitution (Downes, 2005).

For example, all employees are entitled to protective wear such as protective goggles, footwear, and dressing. The employer provides protective wear at all times unless stated otherwise. Job analysis is carried out by the HRM in order to categorize and describe in detail the necessities required of a certain job (Foss, 2008).

Emphasis should be based on job analysis rather than the person. In the UK, information regarding this process is composed of interviews and questionnaires. The main agenda behind employment analysis is to grow awareness on the kinds of training, assortment criteria, and reimbursement and performance appraisal for that specific job (Foss, 2008). Job analysis in the UK gathers information on capacities such as responsibilities, work environment, tools and equipment, association with people and necessities of the line of job. Recruitment of employees involves a complete set of steps.

In the UK HRM recruits employees through the following steps. The law allows for these steps and therefore every business organization is mandated to follow them. First, decisions regarding what positions have to be filled should are made through personnel planning and foretelling. Secondly, a number of candidates viable for the occupation of the position are then built by engaging internal and exterior candidates (Downes, 2005). The candidates then fill up application forms. This exercise is followed closely by a preliminary screening interview. Taking charge of the interview are candidates from internal and external sectors.

In order to select suitably, the compensations and shortcomings of internal and external candidates are carried out.

Bibliography

Andersson, U. B 2000, Subsidiary Absorptive Capacity, MNC Headquarters’. London: Working Paper.

Downes, M. T 2005, Knowledge Transfer through Expatriation: the U-curve approach to. Journal of Managerial Issues, 131-149.

Foss, N 2008, Internal Disaggregation in Oticon: An Organizational Economics Interpretation of the, London: LINK Working Paper.

Gupta, A 2004, Knowledge Flows within MNCs, Strategic Management Journal, 40-52.

Mahnke, L. K 2000, Knowledge Strategies, Firm Types and Complementarity in Human. Newyork: CBS Working Paper.

Simonin, B 2006, Transfer of Marketing Know. Journal of International Management, 463-490.

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