HUMAN RESOURCE MANAGEMENT

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Table of Contents
Introduction......................................................................................................................................3

Company Overview.........................................................................................................................3

A description of objective and the major duties and responsibilities of HR in Arla Food UK...4

Effective analysis for the employer and the employee of Arla Foods UK concerning the
benefits and limitations of various HRM activities.....................................................................5

An overview of the method of preparing and hiring, procurement, growth and preparation,
success improvement and award programs for Arla Foods UK..................................................6

Demonstration of the advantages to maximize corporate value, profit, productivity and

competitiveness in various HRM practices.................................................................................7

Review and assessment of employee collaboration quality and employee involvement, and
remarks on the implementation of flexible organization, flexible working practices and
'employer of choice'.....................................................................................................................8

Identification of the main fields within which a company can work, assessment and
examination the effect on decision-making concerning employment legislation.......................9

Conclusion, Evaluation, and Recommendation.............................................................................11

References......................................................................................................................................13

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Introduction
To do business, any company, small or large, needs a wide range of resources. Capital consists of
assets, valuables or commodities used to produce revenue for a corporation. A retail shop, for
instance, uses registers and inventories while a consultancy company may use its equipment or
houses. Both businesses have one thing in common, regardless of the industry: they must have
employees working for their money. This is what we will concentrate on in the entire text:
creating money by using human resources and abilities. This report would explore the roles and
responsibilities of the Human Resource Department of Arla Foods UK (Thacker, 2012).

Company Overview
Arla Foods UK offers a wide range of fresh dairy products to the top retailers and consumers in
the foodservice sector, including Cravendale, Anchor, Lurpak and Castello. The largest provider
of butter and slicing and cheese in this region, Arla, UK, is not only the leading dairy firm by its
milk collection. The firm has about 3 billion litres of consolidated daily stock and sales of over 2
billion £annually. Every day, Arla delivers 4,000 items, including 2, 500 farmer-owners, to
stores and regional fulfilment centres across the country. A team of about 3,500 people in the UK
are based in our dairies, fulfilment centres and headquarters behind this leading company (Arla
Foods UK, 2020).

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A description of objective and the major duties and responsibilities of HR in
Arla Food UK
Human Resource Management (HRM) is an employability mechanism, which prepares,
compensates, establishes policy and maintains employees' strategies. As a region, HRM has
experienced several changes in the past 20 years and has played an ever more critical role in
organizations today. In the past HRM meant payroll collection, giving workers birthday presents,
planning business events and checking that paperwork were duly filled out — in brief, more of
an operational role than a functional one that is important for the organization's progress
(Perrewé, 2011).

Figure 1: Major duties and responsibilities of HR in Arla Food UK (Thacker, 2012).

Each corporation has policies that ensure stability and sustainability in the business. The
verbiage behind these measures is one of the activities of HRM. HRM, administrators and

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supervisors are interested in the development of policies in Arla Foods UK. For example, the
HRM practitioners are likely to consider the need for a policy or policy improvement, pursue
policy advice, formulate the policy and then advise the staff about the policy. It is necessary to
remember that HR divisions of this company are not and are not expected to act alone. Both the
other units of the company must be interested (Thacker, 2012).

Experts in HRM in Arla Foods UK must assess that pay is appropriate, meets industry
expectations and is sufficiently high to attract individuals to work for the company. Anything
that the employee gets to work requires benefits. Furthermore, HRM workers of this company
ensure that the wage is equal to that paid by those individuals who work out similar work. It
includes the creation of payment systems to take account of the number of years of experience,
education and other related facets of the company. People of the HR department in Arla Foods
UK need to know all the laws concerning the workplace precisely. An HRM specialist may
collaborate with some the HRM retention classes, which requires attracting and empowering
workers to remain with the organisation. In terms of job productivity, the pay is a significant
factor, but there are also other considerations (Perrewé, 2011).

When they've invested time hiring new people, they’re not only training to do the job but also
learning to create and learn new talents. This increases Arla Foods UK's productivity. Education
is also a key factor in the morale of workers. Workers are more secure with their jobs, which
leads to better retention of employees. People with personal development issues in this company
need to know all the laws concerning the workplace. An HRM specialist can work with some of
the laws, including segregation, health care regulations, minimum wage coverage, workers'
protection legislation, labour legislation, and others. The regulatory climate of HRM is
constantly evolving, so HRM must always be conscious of the developments that exist and notify
the management company as a whole of these developments (Morley and Collings, 2004). They
shall not discuss these laws in each chapter instead of introducing a chapter based on HRM rules.
In Arla Foods UK, wellbeing is a significant factor. Much new legislation is developed to ensure
the protection of workers by establishing federal or state requirements. The conditions for
protection on the job will also be influenced by employment and terms of the employer. The
human resources officers in this company must be mindful of the guidelines for job safety to
ensure that the company complies with all federal to union expectations. Job safety can include

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environmental risks, standards for heating and cooling, the use of "no smell" areas, and privacy
protection.

Effective analysis for the employer and the employee of Arla Foods UK
concerning the benefits and limitations of various HRM activities
The Arla Foods UK HRM Division makes it easier to find information for those in need. In this
company, exchanging knowledge is an important activity. This is an environment in which even
multinational firms fail. The exchange of knowledge is so critical for two reasons. First of all,
transparent dialogue on policies, investments and purchases promote a tradition of trust in
people. The corporation also needs workers. It dissuades listening and unpleasant casual
communication as an added consequence. Secondly, they need to know about what is happening
in the market if they want the employees to share their thoughts. Knowledge about the
corporation often is what workers frequently discuss as relevant in attitudinal polls and have the
potential to participate and to impact decisions that impact their daily lives (Thacker, 2012).

Arla Foods UK employers prioritize the development of a balanced and equitable organisation.
This best practice in HR is built on Japanese management's inclusive principles. While we have
already seen that certain workers are important for the performance of the group, it should not be
conveyed in such a manner. Both workers are and should be regarded as valued members of this
company. This is reflected in Japanese organisations through mutual collaborations, corporate
clothes, equal illness and vacation privileges. Such an inclusive culture in Arla Foods United
Kingdom demonstrates that everyone needs equal respect and will contribute to the exchange of
ideas (Perrewé, 2011).

The equal and efficiency reward scheme is one of the most praiseworthy HRM practices in Arla
Foods UK. The most impressive human capital management technique is contingent pay. It's all
about incentives and advantages. They first want to make up for them over average if they recruit
the best candidates. They are the employees who give the business the most benefit so that they
are held and treated equally. This is an illustration that highlights how the best practices work
together, in this case, flexible employment, contingent remuneration and job protection, to have
more benefit than them (Thacker, 2012). There are also a few possible drawbacks of paying
people over the norm. For example, bad employees are discouraged from leaving. But an above-

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average salary is a must if they regularly hire international-class performers. This type of
payment can take the form of financial (basic) compensation and benefits to employees.
Secondly, they use multiple forms of commitment that workers make and incorporate individual
benefits. There are advantages linked to success (Perrewé, 2011). The employees of Arla Foods
UK are motivated to optimize the benefits by balancing the organisation's success with
individual incentives. It also provides the employee with a sense of control. They are still
obsessed, for example, about benefit-sharing, equity ownership and stock options. There are
perfect ways to generate employee enthusiasm with the long-term future of the organization and
maintain high talent. Compensation is a gateway to the effective recruitment of assets (Morley
and Collings, 2004).

An overview of the method of preparing and hiring, procurement, growth and

preparation, success improvement and award programs for Arla Foods
UK

Figure 2: Improvement of HRM in Arla Foods UK Jones and Martain, 2013).

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We all understand the importance of cooperation to accomplish targets. For any organization to
achieve growth, high-performance teams are important. In Arla Foods UK, all the teams have
meaning because they are individuals who feel differently but function for a shared purpose.
They are invaluable. To attain the goal, various concepts are produced. Those thoughts are then
analyzed and merged to make them the best. The best organizations are socially and cognitively
complex. This means team members will create new ideas by being familiar with them and
exploring them (Perrewé, 2011). One of Arla Foods UK HR's main roles is to build and grow
high-performance teams. A common method for team development and co-operation is the
Belbin Position team inventory. Specific personality tests are most frequently used to help people
understand the thought and actions of other team members. Understanding these systems is one
of the managers' key duties in Arla Foods UK. This is so many management classes rely on it.
There are numerous tools for coordination of employees like applications for collaboration, input
tools, scheduling tools for projects and other apps for setting goals and targets. This can help
connect more effectively and support teams (Thacker, 2012).

Selective recruiting is the second-best strategy for the HR of Arla Foods UK. It encourages the
company to bring value to its workers. They don't hire anybody; they want people to fit for their
job. Firms do everything in their power to attract remarkable candidates, as they generate value
for the company. Data reveals that the gap between average and high-performer results can be as
high as 400%. This refers to numerous businesses and occupations such as academics,
entertainers and sportspeople (Morley and Collings, 2004). Therefore, it is necessary to get the
right people to create a competitive edge for Arla Foods UK. Several common interviewing
methods in today's modern world can be used to make the correct decision. Growing numbers of
companies are holding a close watch on how good they recruit in this area. Structured,
unstructured interviews, IQ tests, personality evaluations, job tests, peer examination and
reference reviews are widely used screening tools. These tests (pre-employment) are used to
identify three primary candidate attributes by the HRM of Arla Foods UK (Jones and Martain,
2013).

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Demonstration of the advantages to maximize corporate value, profit,
productivity and competitiveness in various HRM practices
Providing security to employees helps Arla Foods UK to increase employee retention and
encourages the employees to work hard so that they can increase the profits and productivity of
this company. The first best practice for human resources in this company is ensuring security
and protection at work. Life cannot be forecast and the job is a reliable element, which most
people consider as very significant. The biggest explanation of why people go to work is that
they have a boss that can care for them and their families (Morley and Collings, 2004). There is a
formal contract (work for money) and an informal contract between the employee and the
employers. They make a certain amount of extra effort and it helps them to consider whether
they would look after them well. Job protection encourages people to come home to take care of
themselves and their families. This security principle is vital and underpins nearly all of HR's
operations in Arla Foods UK. If the protection of this position is compromised, such as when
consolidation happens or where there is a layoff, the company is automatically impacted. The
protection of jobs also supports businesses as it allows them to keep their workers. For one, the
company pays the price while workers are laid-off. They also invested in these employees'
collection, preparation and development. The method is complex. If the company doesn't keep its
employees, it will leave and function most often with the competition (Jones and Martain, 2013).

Arla Foods UK spends heavily on its workers' preparation time and budget. It allows them to
boost efficiency and profitability in particular. They must continue to stay the frontiers by hiring
the best candidates. This is much more important today as technology is rising at an exponential
pace. It's here that learn and grow. Training has become a means of staying creative, fast-
growing and competitive advantage for Arla Foods UK. Employers are increasingly engaging in
educational models unique to their expertise (Ivancevich and Konopaske, 2013). The volume of
on-demand courses has risen exponentially, according to the recent Lifelong Learning survey of
the Economist. Via the internet, everyone is linked and every time, anywhere, can learn
everything. Besides standardized schooling, schooling on the job often plays a significant part
for Arla Foods UK in the quest of increasing profits and productivity. There is a growing
emphasis on feedback, instruction and peer learning. The next generation of employers

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constantly finds resources for growth and finds them a means to succeed in their career. The fact
that these programs are not presented is linked to higher turnover (Jones and Martain, 2013).

Review and assessment of employee collaboration quality and employee

involvement, and remarks on the implementation of flexible organization,
flexible working practices and 'employer of choice'
In Arla Foods UK, the employee involvement creates a feeling of the bond between the
employee and the boss, which in turn reduces profits and helps attract and grow talent. This
extends to both activities and celebrations, instruction, R&R services, intranets, polls, feedback,
etc. are all activities which encourage the employer to work with and vice versa. The HR role for
management of ties between workers and the employer is employee relationships. Settlement of
conflicts with an employer, boss, labour force, agency or another employee can be considered
(Ivancevich and Konopaske, 2013). The agent of the employee partnership can serve as a
mediator or define the laws and regulations regulating the conflict and an attempt to settle the
dispute to both parties' satisfaction. Employee relationship in Arla Foods UK also includes
administrative disputes, firing, dispute settlement, absenteeism, abuse, behavioural practices,
health conditions, and security issues in the workplace. Employee welfare encompasses work
environment control, the development of social peace by health care, labour relations and illness
protection, employees and their families accidents and unemployment. It's linked implicitly to
labour relations, so it's a big aspect of workplace relations (Jones and Martain, 2013).

Arla Foods UK motivates its employees with a flexible organizational framework to improve
their creativity and productivity. For this cause, they define flexible organizational culture as a
foundation for encouraging independence within the organisation, involvement of workers, the
capacity to create self-managed staffs, ingenuity and imagination. Their organizational culture is
versatile and discrete. Flexible culture can respond with information, imagination and ingenuity
to a pleasant society, while rigid society can be described as an unfriendly culture, in particular
the hierarchy, which relates to competitive rigidity. This stems from a corporate culture that
contrasts with a company's priorities if a business stresses innovation and imagination
(Ivancevich and Konopaske, 2013).

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Identification of the main fields within which a company can work,
assessment and examination the effect on decision-making concerning
employment legislation

Figure 3: Employment legislations in HRM and decision-making (Felgate, 2020).

The management of human resources in the UK can be problematic if a business does not
conform to the regulations in the UK or follows the policy of a corporation. British HR and
labour law can be complicated and gradual and unfading improvements. This is how labour law
is established through actions reached in the job tribunal and federal policy. The decision of the
UK to leave the EU will lead to major amendments to labour law (Felgate, 2020). It is important,
in addition to ensuring that Arla Foods UK complies with regulation, to help the business handle
its most valuable resource-workers-in all its facets of human capital (Dertouzos and Garber,
2006). The tone of every company is set by HR policies and procedures which have a major
impact on staff recruitment, loyalty and retention. The HRM of Arla Foods UK help the
company in the following ways to manage the employees and these steps are also maintained in
the decision-making process of the stakeholders of this company.

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 Ensure proper checks are in place before workers are hired
 Aid in drawing up job descriptions, technical requirements and ads
 Digital Platform Advice
 Shortlist, interview and collection service support
 Assembling of letters of the conditional job request and work contracts
 Implementing in UK regulation of work contracts
 Recommendation and execution of advantages packets (Dickmann, Brewster and Sparrow,
2008)
 Counselling on the UK and the contrast between these and your territories
 Regulation and processes include staff manuals design and execution
 System for maintenance and consolidation.
 Purchases and fusions
 Help you in situations of difficulties, such as disputes and punishment (Felgate, 2020).

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Conclusion, Evaluation, and Recommendation
Recruiting the best candidates is just a tiny part of the job. Once a business has attracted
expertise, management processes and experience are required to promote employee capabilities
and optimize investment returns on human resources. For a highly technological production
facility, the form of structure required would be somewhat different from that of a college or
hospital or retail customer (Dickmann, Brewster and Sparrow, 2008). HR of Arla Foods UK thus
has the challenge of identifying suitable systems for many working conditions. HR should not
only be mindful of the organization, coordination, and instruction of workers, but also should be
mindful that cultural and social transition is increasingly changing the workplace environment,
more than every period in the history of the job sector. HRM of Arla must consider how cultural,
technical and other significant developments in culture, including future workers, affect business
longer than ever. It means the chaos and reinvention begin, as HR seeks new methods of activity
(Dertouzos and Garber, 2006). The emergence of expert systems and Artificial Intelligence could
contribute, for example, to a fundamental shift in job practice by shifting human resources into
activities that intelligent systems cannot execute, rationalizing jobs and ultimately reducing the
workforce. These developments ultimately impact critical legal and social problems, which
demand more and more strategic analysis and execution as technology revolutionizes the
workplace of Arla Foods UK. There is no question that workers have become profoundly
difficult and stressful in the field of work, as a result of a growing rate of technical progress in
the historical production process (DeNisi and Griffin, 2019). Roles are becoming highly complex
and involve an individual who is willing to retrain numerous times in a lifetime. That is why the
task of HR, known only as of the 'embarking and firing department,' has grown from a peripheral
sector to a central management pillar for every organization of the 21st century, which is held at
a leading position in its chosen market. This is also why corporations now strive to fulfil all of
the company's HR goals. Success needs nothing less than understanding that the workers of an
organization are the centre of our sustainable industry today as they strive to obtain preparation,
connectivity and company service systems (Dertouzos and Garber, 2006).

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References
Arla Foods UK, 2020. Arla UK - Strength Comes From Within. [online] Available at:
<https://www.arlafoods.co.uk/> [Accessed 14 September 2020].

DeNisi, A. and Griffin, R., 2019. HR. Mason, OH: Cengage.

Dertouzos, J. and Garber, S., 2006. Human Resource Management And Army Recruiting. Santa
Monica, CA: RAND.

Dickmann, M., Brewster, C. and Sparrow, P., 2008. International Human Resource

Management. London: Routledge.

Felgate, Y., 2020. Human resource management moral competencies. SA Journal of Human
Resource Management, 18.

Ivancevich, J. and Konopaske, R., 2013. Human Resource Management. New York: McGraw-
Hill Irwin.

Jones, R. and Martain, S., 2013. HRM Fundamentals. Nollamara, W.A.: HRVET.

Morley, M. and Collings, D., 2004. Contemporary Databases And New Directions In HRM In
MNCs. Bradford, England: Emerald Group Pub.

Perrewé, P., 2011. The role of personality in human resource management. Human Resource
Management Review, 21(4), p.257.

Thacker, R., 2012. Introduction to the special issue on Human Resource Management
certification. Human Resource Management Review, 22(4), p.245.

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