Managing Human

Resource and Laws and

legislations
Student ID: 21420599
Name: Rohan Kurup
Submitted to: Sneha Thakkar
Word count: 2040
Executive summary
Most of the organization in this competitive world have a particular HR segment to perform
the task of staff organization and work-related actions. The HRM data includes the recruitment
process, the supervision of staff, the maintenance of high performance through the
advancement of executives with service, achieving organization objectives and retaining an
identity of productive personnel, mostly under the HRM systems. HRM also guarantees the
health and monitoring of the business within the workplace and measures the efficiency of its
workers to enhance their core strength as well. The effectiveness of a company depends mainly
on the way the HR manager handles the various labour market situations. HR operations
sometimes need to be changed to overcome these issues and to improve the organization. This
report covers about the performance management and the use of managing performance in the
organization. There are various laws which needed to be followed by the employees, the laws
followed in UK and Indian along with their differences.

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Table of Contents

1. Introduction..................................................................................................... 3
2. Learning and development ............................................................................. 3
2.1 The main functions and objectives of learning and development. .............. 3

2.2 Steps taken while designing learning and development strategies. ............. 4

2.3Learning and development strategies and practices. .................................... 5

3. Performance management .............................................................................. 6

3.1 The contribution of performance management and the role of motivation

and how HR uses it?.............................................................................................. 6

3.2 Connecting learning and development with managing performance. ......... 7

4. Current employee legislation ....................................................................... 7

4.1 Comparison of the UK law with the Indian law for the employees ............ 7

5. Conclusion ...................................................................................................... 8
6. Bibliography ................................................................................................ 9

7. Appendices ................................................................................................ 10

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 1. Introduction

The last assessment we discussed about the functions of the human resource management, the
purpose of HR that why it is important in an organization and the models of human resource,
staffing and selecting process and understanding of effective and ethical recruitment and
selection process. According to Sparrow (2018) “Human resource planning (HRP) discusses
and explores the consequences of its HR management issues, including restructuring,
decentralizing, transformation, internationalisation or innovation. Therefore, HRP needs a
systematic approach in the sense of a critical financial issue to attract, pick, create, lead and
inspire staff. Human capital is a qualitative or intangible commodity not on the balance sheet
of an organization. Management of human capital is a concept that recognizes that it is the
intangible asset which creates value in a company.
Training and development refer to the transfer of a person's particular skills, ability and
knowledge. It enhances the learning opportunities designed to help the workforce grow and
improve their current and future success by growing the mindset of an employee. Performance
management is a continual interaction process that occurs all year round between the manager
and the worker to help meeting the company's strategic goals. The interaction process consists
in the description of objectives, targets, elimination of priorities, feedback and performance
evaluation. The field of handling human resources is significantly influenced and affected by
federal and provincial laws. Also, all aspects of human resources management – hiring,
selection, growth and payment – are subject to regulations and laws.

2. Learning and development

Learning and development (L&D) is a professional/organizational system that is used both by

the owners and employees to provide it with all the people and resources needed for continued
success. The main purpose is to develop both organizations and persons expertise, abilities and
behaviours. It consists of a variety of strategies and methods usually related to an overall
objective and methodology of a company associated with long term business goals. This is
usually organized across a company to promote overall political priorities as of the level of
business, teams and individuals. This mainly focuses on the on the outcome of improvement
of people and organizational capabilities. The procedure of learning and development is
varying, adjusting and increasing to meet and overcome challenges and the changes.

2.1 The main functions and objectives of learning and development.

The learning and development invest in the areas linked in the lowest line in the business.
Today's high-performance companies progressively recognize the necessity for their strategic
advantage for using best learning and development methods. Learning and development are an
important aspect for every company in order to maximize and grow the overall value and
growth potential of its employees. According to Richard Beckhard (2014) the scope and the

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performance of employee learning and development are also defining the identity of a company
and the respective employees. Career development and growth is an ever more desirable or
indeed essential necessity for most of these staff. In the modern business world, in which
personnel and expertise are lacking in all sectors, businesses face strong local and global
demand for quality employees. The main functions of learning and development are as follows:
 Help in the identification of workplace deficiencies
 Employee efficiency enhancement
 Duty efficiency continuity
 Ensuring employee satisfaction
 Improved productivity
 Superior quality of services and products
 Decreased costs
 Reduction in supervision
A working environment that is improved and attracts more employees, as well as improved
productivity and results, will encourage each employee who consistently makes improvements
in learning and development. The main aim of learning and development in the growth of an
enterprise. The objectives of learning and development are as follows.
 The learning and development help in education and growth which aims to maximize
the use of human resource.
 It rises the output of the staffs.
 It creates a good commercial aspect.
 It calculates the intellect of group work, group personality, and inter-group associations.
 It improves the healthiness and security of the association thus preventing
undesirability.

2.2 Steps taken while designing learning and development strategies.

Increasing the output of the existing product or the new product, on the both counts the
employee needs to know about the new manufacturing stream and implemented and their
internal performance improves. There are many steps while designing the learning and
development strategies with makes the company and the employees run in a better way which
are as follows:

 Setting the learning target

This provides the course of the system and acts as a standard for measuring success. If
your staff will effectively execute the duties for which they were learning, training will
be considered as successful. The business goals should be attainable. It must be
applicable to the learning. It must also be assessable.

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  Learning Program Strategy
The learning program strategy should me made in such a way that the priority should
be give to the staff and not according to the HR needs. Creating the subject matter
around the learning objective. Introduction of as many practical sessions as available
for the organizational needs. Designing of an interactive programs and Q&A sessions.
Breaking of meetings into smaller parts. Ensuring the proper flow and connectivity
between the employees.

 Adopting of learning principles

The learning program must take into consideration, its specific learning characteristics.

 Learning Program Development

Creating of training and learning materials like presentations, posters, charts and other
materials.
 Learning Program Implementation
There should be scheduled training activities as per the training materials and
training resources.

 Evaluation of learning Program

Employees feedbacks to be taken to that how informative and helpful it was.
Employees assessments to know that how much they have understand and
database calculation taking place of job evaluation of the learning activity.

2.3Learning and development strategies and practices.

The combination of staff is influenced by an ever more stable market climate,

growing competition as well as the technological revolution. The move to such a
data-based global marketplace ensures that a diverse workplace is more essential
than it has ever been: research suggests that a very major market share of
government organizations is driven on inviolable properties, including skilled
workers, excellent leadership and experts. The value of the learning and
development(L&D) role has been enhanced through these developments. One of
the main L&D activities would be to handle personnel growth – and to do it in
such a manner that some core business goals are met. L&D have main five areas
in strategic roles (refer appendices 1).

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 3. Performance management

Performance management is a continual and year-round contact mechanism between a boss

and an individual to facilitate the fulfilment of the organisation's strategical goals. Performance
management consists of several tasks which will contribute prioritization if handled critically.
An effective performance management system provides the framework for both of the person's
attempts to achieve the expectations of the organization. The process of an effective
performance management, the employees can save while and effort as long as it takes interval
to organize and execute. According to Armstrong (2009) "Performance Management is a
systemic method to improve the efficiency of people and groups in organisations." This could
be very attractive idea because it can motivate you and the person to excel in organising.
Strategic HRMs all HR personnel should always be readable and appropriate.

3.1 The contribution of performance management and the role of

motivation and how HR uses it?

Strategic HRMs all HR personnel should always be readable and appropriate. When people
overcome their discomfort of a few of the words used in connection to the technique, it could
be quite available to everyone. The contribution of the managing performance is as follows

 Organization mission or vision statement

It is an overview of the objective, significance or operation of the establishment.
Normally, this is brief that it could be better to produce ads in the situation of a generate
greater firm.
 Strategic Goals
These are just the expected outcomes of a fixed-term project, in some of these case
huge goals, in other smaller goals. A case in point of a strategical objective could be
for the ad firm "to become London's most successful and extremely intellectual
publicity department over the next five years."
 Strategic plans
The way to achieve policy objectives. Choices which are completed here are extremely
significant. For an ad firm, it could be that the company, since there are major concerns
over overall budgeting strategies, feels it needed to invested in the production dept. or
concentrate on new corporate practices.
There are four stages of the managing performance cycle (refer appendices 2). When a
company has a large HR operation, the HR chief or HR Manager frequently directs the
operation, normally in close collaboration with some or several higher management team
members.

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 3.2 Connecting learning and development with managing performance.

A large majority of simulated users worldwide brings different viewpoints on how to assess
performance and reliability. Many options to improve ability to learn and quality are necessary
to address these problems. Recognize different types of learning styles, talents and incentives
for staff to improve. Staff should be able to use what they learn to work so that the systems
match the future needs of the staff and the interests of the establishment. When HR is in charge
of the operation, it is essential that somehow the method of managing performance is seen and
not just as an HR policy, however as a company project.

4. Current employee legislation

The legislation was been adopted by or in the course of being passed by a government
or any other ruling body. Before an element of the legislation is passed into laws, it
could be appealed to it as bills and generally called "legislation," while being viewed as
a link between and others. Legislations have many objectives such as governing,
allowing, prohibiting, distributing (funds), penalizing, granting, imposing or limiting.
There are various laws followed world wide which are as follows:
 Public Act 19-4 An Act Increasing the Minimum Wage
 Public Act 19-25 An Act Concerning Paid Family and Medical Leave
 Health and Safety at Work Act 1974
 Equal pay act 1970
 Employee equality regulation 2003
 Race relation act 1976

4.1 Comparison of the UK law with the Indian law for the employees

The outcomes are provided by two simultaneous polls of aligned Indian and British
companies. The courts are not permitted to dispute the legitimacy of the UK Parliament's
legislation. Like a natural law on the property, the British Parliament will change the
Constitution by itself. It can make legitimate and enforce illegal things illegal. In India, as per
the Payment of Wages Acts there should be no delay in paying the employees. When
recruiting is completed, the company will ensure that the staff are supplied with the
appropriate days and periods of time according to the arrangement, including preparation. But
according to the UK laws the staff have the right to an employment contract that provides the
basis of the partnership with the staff. The Employment Rights Act 1996 requires staff should
be provided with the most. According to the Indian government the Workmen Compensation
Act,1923 is that this act provides supports financially to the staff members families when the

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staff member is injured, disabled or met with an incident. But according to the British laws,
some adjustments to the contract include the worker's and the organization's approval.

5. Conclusion

From this report we can conclude that a business firm has to have a well organized HRM. In
order to run a firm’s staff. The HR department monitors employee efficiency and addresses
the organizational problem. On the other hand, the HR Manager uses essential methods in
order to cope with the changing employment market and to seek an alternative way to
continue with the career. HR helps the company to achieve the target role by executing a
company plan. The managing performance of the work of employees which will create a
boost in the company in the market and with the highest job satisfaction of the staff. The
employment law including amendments to laws, new regulations and legal proceedings. The
laws and legislations are necessary for the employees to maintain the balance in the
organization and for the uplifting and enhancing of the firm’s goals. The employment law is
constantly moving and this is ensuring the workforce in the organization.

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 6. Bibliography

Ashdown, L. (2014). Performance Management. 1st ed. London: Kogan Page Ltd., p.216.
Brewster, C., (2016) International human resource management. Fourth ed. London:
London: Chartered Institute of Personnel and Development, 2016.
Budhwar, P. (2011). A Comparative Study of legislation in Britain and India. International
Journal of Human Resource Management - INT J HUM RESOUR MANAG., 4(2), pp.104-137.
Harrison, R. (2004). Learning & development. 5th ed. London: Chartered Institute of Personnel
and Development, pp.242-245.
Hook, C., (2015) Introducing human resource management. Seventh ed. Harlow: Pearson,
2015.
Hook, C., and Foot, M. (2011) Introducing Human Resource Management 6th ed. UK:
Pearson Education UK.
Hr.berkeley.edu. (2019). Phase III: Review | Human Resources. [online] Available at:
https://hr.berkeley.edu/hr-network/central-guide-managing-hr/managing-hr/managing-
successfully/performance-management/review [Accessed 15 Dec. 2019].
Kozlowski, S. and Salas, E. (2012). Learning, training, and development in organizations. 1st
ed. New York: Routledge, pp.301-324.
Main. (2019). Connecting Learning and Development With Performance. [online] Available
at: https://www.td.org/insights/connecting-learning-and-development-with-performance
[Accessed 12 Dec. 2019].
Mayo, A. (2012). Human Resources or Human Capital? 1st ed. Farnham: Gower, pp.1-4.
Role of Training & Development in an Organizational Development. (2014). Role of Training
& Development in an Organizational Development, 4(2), pp.213-220.
Stredwick, J. (2005). Introduction to human resource management. 3rd ed. London: Taylor &
Francis Ltd, pp.44 - 46.
Tarique, I., Briscoe, D. and Schuler, R. (2016). International human resource management.
1st ed. New York, NY: Routledge, pp.238-346.
Taylor, S. (2008). People resourcing. 3rd ed. London: Chartered Institute of Personnel and
Development, pp.467-485.
Tickell, R. (2014). Learning & development. 1st ed. London: Kogan Page Ltd, pp.3-213.

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 7. Appendices

Attract and
retain
talent

Develop Motivate
people and engage
capabilities employees
Learning and
talent
development

Create a
Build an
values-
employeer
based
brand
culture

Appendices 1

Planning Action

Review Monitor

Appendices 2

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