UNIT
9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES
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LO1 Understand human resource
management
Human resource management: concept
of human resource management (HRM) eg planning and forecasting, recruitment
process, contracts of employment, deployment and monitoring of employees,
training and development, budget monitoring, relationships; role and purpose of
HRM, soft HRM, hard HRM Human resource planning: planning eg the creation of
the human resource plan, analysing demand and supply, internal and external
factors influencing human resource planning, human resource planning in a
changing environment
LO2
Understand the effect of employee relations and employment law on service
industries businesses
Employee relations: unionisation eg
structure, culture, collective bargaining, negotiation, consultation; employee
participation, involvement and conflict management, empowerment; grievance
procedures, disciplinary procedures Employment law: employment legislation eg
Employment Relations Act, Employment Rights Act; equal opportunities; contracts
of employment including termination eg resignations,redundancy procedure, ill
health retirements, retirement, dismissal, maternity and paternity rights,
parental leave; tribunals, Advisory, Conciliation and Arbitration Service(ACAS)
LO3 Understand the recruitment and selection process
LO3 Understand the recruitment and selection process
Recruitment: effects eg factors
affecting the labour market, organisational needs analysis, job analysis, job
design, organisational needs, job descriptions, person specifications, methods
of recruitment advertising Selection: process eg selection methods and
practices, barriers to effective selection, evaluating recruitment and
selection processes, application form design, applicant information packs,
shortlisting, interview methods, interviewing skills
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LO4
Understand training and development in service industries businesses
Training and development: effects eg
link between induction programmes and training, the role and need for training,
training versus development debate, types of training and development
activities, training needs analysis, use of appraisals and target setting,
benefits of training and development, barriers and attitudes to training,
competency-based training, evaluation of training against overall
organisational objectives
UNIT 9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES
UNIT 9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES
Learning outcomes and assessment
criteria
Learning outcomes
On successful completion of this
unit a learner will:
LO1
Understand human resource management
Assessment criteria for pass
The learner can:
1.1 analyse the role and purpose of
human resource management in a selected service industry
1.2 justify a human resources plan
based on an analysis of supply and demand for a selected service industry
business
LO2
Understand the effect of employee relations and employment law on service
industries businesses
2.1 assess the current state of
employment relations in a selected service industry
2.2 discuss how employment law
affects the management of human resources in a selected service industry
business
LO3
Understand the recruitment and selection process
3.1 discuss a job description and
person specification for a selected service industry job
3.2
compare the selection process of different service industries businesses
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LO4 Understand training and
development in service industries businesses
4.1 assess the contribution of
training and development activities to the effective operation of a selected
service industry business
UNIT
9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES
Guidance
Links
This unit links with Unit 10: Work-based Experience. This unit maps to the following Management NVQ units:
Links
This unit links with Unit 10: Work-based Experience. This unit maps to the following Management NVQ units:
B8: Ensure compliance with legal,
regulatory, ethical and social requirements
B11: Promote diversity in your area
of responsibility
D3: Recruit, select and keep
colleagues
D7: Provide learning opportunities
for colleagues.
Essential requirements
This unit is best delivered as a
stand-alone unit, as much of the information needed is specific and technical,
although learners must be encouraged to bring their own experiences of
employment into the classroom. A practical approach must be adopted, where
learners are encouraged to seek their own evidence from businesses with which
they are in contact. Note that an independent approach is vital for learners to
achieve the higher grade. Where examples are given from the business, learners
must be coached to identify both practical issues, eg levels of staff sickness
and theoretical issues such as models for motivating staff. Many large
businesses are able to provide case studies that include organisational
structures and many of these can be downloaded from the internet.
Employer engagement and vocational
contexts
Given that learners need to gather
information that may be sensitive for many businesses, tutors must ensure that
contacts are made well in advance with businesses that are prepared to
cooperate, to give learners the best opportunity to carry out their research.
The centre’s own personnel manager (or equivalent) or a representative from the
local authority would be a good guest speaker to give learners a background in
human resource management practices.
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