UNIT 9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES

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
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
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:
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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