Devansh Sharma.

SY BBA 14.
Human Resource Management.
Assignment 1.
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Q1) Write the difference between Personnel Management and Human Resource
Management. Write examples of 2 organizations.
Answer:-

1) Human Resource Management:-

Definition :- Personnel Management is the part of management process which is primarily

concerned with human constituents of the organization.

Scope:- Personnel management is a part of Human Resource Management and has a limited scope.
It views HR as labours and utilises them for the benefit of the organization.

Job Designing :- Job Designing takes place under division labour in personnel management

Decision Making :- Decision making is relatively slow in personnel management

Payment/Compensation :- Job evaluation forms the basis of pay or remuneration made under
personnel management.

2) Personnel Management –

Definition :- Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as human resources (HR).

Scope :- Human Resource Management is a broad concept and has a ever widening scope.

Job Designing :- It is the teamwork of Human Resource Management.

Decision Making :- Decision making is relatively faster in Human Resource Management.

Payment Compensation :- In human resource management, remuneration is performance based.

Example of HR Policy of Coca Cola:-

1) Job Analysis and Design- Coca cola company’s HR department checks its own job description
and job analysis in which they get the information about the employees work activities,
human behaviour, performance standard, job context and human requirements and also
other information related to his conduct. HR department of coca cola use this information
for recruiting, selection, compensation performance appraisal, and training and employee
relationship.

2) Planning and Forecasting- The process of deciding what all positions should be filled by the
firm, and how to fill them. Coca Cola HR department involves in company strategic planning
and they also make sufficient planning for hiring new employees in the future. Coca cola
 forecasts for the expected employees needs in the organisation. It’s basically done on the
change of technology and increasing in productivity. After planning, this report is sent to the
head office for the approval. If the approval is given from the head office, the recruitment
process is started

3) Recruitment Process- Coke’s recruitment process is well established 1st of all the company
gives ads in newspapers, company website, institutions etc. Once the company receives an
application form from the candidate with required document and CV, he will be called for
the interview.

4) Selection Process- The selection process will vary depending on the position the applicant is
applying for, as one process can’t fit all the different roles we have here at CCE. However, in
most cases a combination of any of the following tools will be used- A) Interview. B) Group
exercises. C) Presentations. D) Psychometric tests. F) Group discussion.

5) Performance Appraisal- ‘Coca cola’s performance appraisal is annually done’ says HR

manager WAQAR MAHMOOD, the further tells that we appraise the employee on their
performance on achieving the goals of the organisation. We set goals at the beginning of
the year and the employees are given goals to achieve, if the employee meets the goals then
we appraise him/her.

Example of Personnel Management Policy of Adidas:-

1) Focus on talent management and employee engagement- Adidas believes that its people
make a significant contribution to its productivity. Their performance has a significant
impact on brand equity, consumer satisfaction and financial performance. The People
Strategy it has formulated for better management of its human resources has four pillars –
attraction and retention of right talent, role model leadership, diversity and inclusion and
the creation of a unique corporate culture.

2) Other methods of employee motivation- Adidas has implemented several more programs to
motivate its employees as well. One of them is the employee stock purchase plan that was
extended to Greater China, Taiwan and the Hong Kong in 2017. By end 2017, 45% of its
entire employee population was eligible to take part in the program and around 3600
participated. In the near future, Adidas also plans to extend this plan to more countries.
However, ADIDAS’ effort in various areas to empower its employees have not gone
unrecognised. The top employer institute has awarded its offices at the Netherlands, Spain
and China for providing their people with an exceptional work environment.

3) Role Model Leadership- Role Model leadership is an important pillar of Adidas’ people
strategy. In 2017, it also made significant progress in this area when two new leadership
groups were created including the core leadership group and the extended leadership
group. A third leadership group is also in the making at Adidas called the High potential
Leadership group. The Core leadership group at adidas has created the first framework for
global leadership in an effort to drive clarity and accountability.

4) Gender Balance and a Creative Environment- There are several more initiatives undertaken
by Adidas that are focused at bringing diverse perspectives on board as well as creating
 climate of inclusion emanate to make a difference. For example the Big Deal Gender
Intelligence training that it provided to its 387 executives within the course of an year. The
focus of the program is to develop a gender inclusive company culture and includes a one
day workshop that provides fundamental knowledge and skills in this area. The brand is
investing in having a stronger female team on board and using data and analytics to make
better plans for creating a gender balance. Gender equity is also critical to having an
inclusive climate and culture.

5) Tracking HR Progress- However, the list does not end here because Adidas has given its
employees more facilities to make work more interesting, engaging and convenient. It also
started a ‘People Overview’ app in 2017 that provides an online portal to the Adidas
employees which they can use to access and manage their most important personal and
work data like salary, career and team information or even their HR applications. The benefit
is that by having access to the People One View the employees do not have go to their HR
partner to manage their most important personal data. In 2017, Adidas added two new
modules to the platform which is going to let its HR partners and senior leaders have access
to important information and matrices. This also lets the HR people have sufficient time to
collaborate with the line managers for better people management.

Q2) Analyse how legal and regulatory framework affects framework impact of HRM.
Answer- 1) Federal Laws:-

Federal laws cover the whole scope of employment, from the employee’s hiring up to termination.
The U.S. Department of Labour administers major statutes and regulations affecting business and
workers. The laws prescribe standards for wages and hours, safety and health, health benefits,
retirement, workers’ compensation and working conditions. They outline basic provisions and
requirements, which employers or employees are covered, employee rights, record keeping, reporting
and penalties for noncompliance. There are also specific laws pertaining to employers with federal
contracts.

2) State Laws:-

Human resources management involves complying with state laws governing different aspects of
employment such as family and medical leave, posting requirements, employer notice prior to
termination, safety and security, wage and hours, and workers’ compensation. Employees may also
have rights under state common law, including privacy and contract rights. Many local governments
have their own employment-related laws, which cover a wider range than federal or state laws.

3) International Laws:-

Increasing globalization has seen large organizations doing business internationally or setting up
operations overseas. Ensuring legal and regulatory compliance can be very challenging in a foreign
environment where laws and business practices may be different. Companies must take note of local
laws impacting not only how their business is run, but also how their employees are managed. This
includes management of employees on travel or international assignments and employees hired
locally.

4) Application:-
Human resources professionals must take note of ordinances and implementing regulations, and
precedents set by federal and state courts and rulings of administrative agencies. They can refer to
online resources of federal, state and local government agencies to assist them with compliance. Aside
from the Department of Labour and state agencies, HR professionals may also refer to other federal
agencies enforcing employment-related laws such as the Equal Employment Opportunity Commission
and the National Labour Relations Board.

Q3) Explain the roles and responsibilities of line managers and how it supports HR function.

 Answer- A line manager oversees other employees and operations of a business while
reporting to a higher-ranking manager. The "line manager" term is often used interchangeably
with "direct manager." The line or direct manager plays an important role in the operation of
many businesses, supervising and managing workers on a daily basis and acting as a liaison
between employees and upper management.

 Responsibilities of Line Managers:-

A line manager is responsible for managing employees and resources to achieve specific functional or
organizational goals. Some of these include:

1) Recruiting and hiring talent to fill team positions

2) Providing training and support to new hires

3) Cross-training employees to ensure job rotation and minimize assignment coverage gaps

4) Providing coaching and performance feedback to all team members

5) Communicating and ensuring understanding of functional or departmental goals

6) Monitoring individual and team metrics and performance versus targets

7) Identifying the need for corrective actions

8) Ensuring quality standards for all processes

9) Evaluating overall team and individual performance and delivering performance reviews

10) Engaging and coordinating with other line managers across the organization

 How line managers support HR function-

1) Department Staffing- The human resource department’s main function is to support the
workforce needs of the organization. HR and line managers should communicate regularly and
frequently to determine the skills and qualifications required for seamless operation of department
functions. Whenever there’s a vacancy in a line manager’s department, an HR recruiter or
employment specialist and the line manager review the job description for accuracy and
completeness. During the recruitment and selection process, HR advises line managers on how to
identify qualified candidates and existing department staff capabilities.

2) Workforce Strategy- Strategic planning between HR and line managers involves reviewing
projections concerning future business demands to determine whether to train current employees
to prepare them for promotion or to recruit candidates with higher level skills to augment the
current employee knowledge base. By working together on immediate and future staffing needs, HR
and line management benefit from reduced cost per hire and turnover. In addition, the organization
benefits from appropriate succession planning and adequate staffing.

3) Performance Management- Training and development is an HR function that prepares line

managers for a number of leadership tasks. One such task is conducting employee performance
appraisals. Human resources trainers develop learning objectives based on line managers’
understanding of the organization’s coaching philosophy. Leadership training topics include how to
provide employees with constructive feedback and how to conduct fair and unbiased assessments of
employee performance. HR and line managers should therefore work together to ensure the
organization maintains a consistent approach to performance management. Inconsistencies within
an organization’s performance management system negatively impact employee job satisfaction,
which is another reason HR and line managers should work collaboratively.

4) Conflict Resolution - Workplace conflict is inevitable whenever department employees represent

different cultures, work styles and personalities. When conflicts arise, line managers typically seek
the advice of HR in resolving issues between employees or issues between employees and their
managers. If there is already dissention between HR and line management, it can be difficult for
human resources to determine what underlies the conflict and how to resolve it. A positive working
relationship between HR and line management facilitates easier handling of workplace
investigations and mediating differences between staff. When HR and line management work
together, it’s easier for HR to investigate workplace issues because the human resource staff may
have greater confidence that line managers document their employment actions and decisions
appropriately and according to company policy.