Task 1.c.

Significance of HRM models:

There are different types of HRM models among them, two important models are the Harvard Framework model and Guest`s model. The Guest`s model was developed by David Guest which has 6 dimensions.

Guest Model : David Guest developed the hrm model against the traditional personnel management model of hrm. The six dimensions of this model are the HRM strategy, practices, outcomes, behaviour outcomes, performance outcomes, financial outcomes. This model assumes that the HRM practice is distinct from the traditional practice of personnel management. The Guests model is idealistic in the sense that the fundamental elements of HRM approach have a direct relationship with valued business consequences. It links the employee behaviour and commitment into the goals of strategic management. Further, the relationship between the employee and the organisation is considered as one and unique. The most important significance of this model is that HR values are unitarist and individualistic which implies that there is no differences of interest between the management and employees. It also implies that the linkage between the individual and organisation is more preferable to the linkage between group and representative systems. Another significance of the Guest Model is that it believes in achieving superior individual and organisational performances if an integrated set of HRM practices are applied with a view to achieve high performance goals, then it will result in high performance of the individual and the organisation. Harvard framework model: This approach also is popular in UK. It includes different stakeholder interests and a broad range of contextual influences on managements choice of HR strategy. It allows multiple level of analysis. This is a seminal model of HRM generated by the Harvard Business School. According to this model, the employees are treated as resources, but fundamentally different from other resources in the management aspect as they cannot be managed in the same way as other resources are managed. `The Harvard approach recognizes an element of mutuality in all businesses, a concept with parallels in Japanese people management, as we observed earlier. Employees are significant stakeholders in an organization. They have their own needs and concerns along with other groups such as shareholders and customers.' i The

Harvard model of HRM deals with four policy areas which are human resource flows, reward systems, employee influence and work systems. Human resource flows deals with recruitment, selection placement, promotion, appraisal and assessment, promotion, termination etc. The reward system includes pay systems, motivating etc. Employee influence includes delegated levels of authority, responsibility and power. Work systems include definition or design of work and alignment of people.ii These in turn leads to the four C`s` or human resource policies which are commitment, congruence, competence and cost effectiveness. Task. 2. A. HR planning and development methods in Uel.

Planning is inevitable in any strategy and human resource planning also is not an exception. Planning provides a direction to the strategy. It helps in the organisation of things, controlling, and leading in the management functions. It helps to fulfil the strategy with accuracy, speed and avoid waste of time, money and energy and also helps to face threats. Human resource planning is defined as the process of systematically reviewing human resource requirements to ensure that the required number of employees, with required skills, is available when they are needed. Human resource planning is followed by strategic planning of the organisation. The HR planning process includes different steps; determining the mission of the organisation, scanning the organisational environment, setting strategic goals, formulating a strategic plan. It includes forecasting the availability of employees, determining the number and type of employees required. The major HR planning and development methods in the Uel are the recruitment and selection, staff development and academic training and professional training for the staff.

a) Recruitment and selection :

The HR planning results in the recruitment and

selection process of the right candidate for the organisation. The organisation under present study, the University of East London has its own recruitment and selection process which is carried out by its HR department. Its strategic objective is to provide an effective recruitment service to attract high quality staff. It requires that once a post and appointment panels have been approved by the staffing group, the job advertisement will be published in the media within ten working days and the pack of job applications should be posted to the applicants within 4 working days. The

application forms received are to be sorted and sent to relevant department within 2 working days .Then the applications shortlisted by the relevant departments should be invited for interview within 2 working days. Finally the contract of employment is to be posted to the successful applicants within 6 working days. The organisation intends to fill its staff vacancies on high quality marketing and advertising both in the print media and with specialist employment agencies. It also analyses response to advertisements and exit poll data. It aims to implement the HERA framework scheme in job evaluation and analysis.

Staff development and academic training:

The University of East London tries to

maintain its quality through improving the quality of its service by way of providing up-to-date training for its staff, especially the academic staff. It provides project management skill training, training programmes for career researchers in accordance with the requirement of UK Research Fellowships. The Uel also train its staff for the ECDL. University of East London has developed certain methods for providing career development for their staff both technical and academic. Uel Connect is such a programme which provides staff development through distance e-learning .It includes the Application of Learning Technology(ALT) which is a short course aimed at developing the knowledge and skills related to the profession of the staff .This is an accredited course. The Learning Technology Developers also develop courses of short term regarding the use of technology in learning. These courses are provided free for the staff. It includes programmes like Uel Plus which teaches how to create and submit online assignments, student interaction though web, use of turnitin software which detects plagiarism several podcasts etc. Uel also has an e-learning lab intended to allow staff to use e-learning tools in a supported learning environment. University of East London provides personalised and customised development support to its staff. Uel Connect provides different types of consultancy services to both small groups and individuals. The Learning Enhancement Opportunities provides help in using innovative steps in learning. If any academic staffs are to use any new e-learning methods in their projects, they are provided full support from the Learning Enhancement Opportunities.

b) Professional development training for staff:

Among the specialised professional

development training programmes, Uel conducts qualifications and membership for those staff who are interested in earning them. One among them is the European Computer Driving License (ECDL). It aims to develop the basic Computer Applications skills of the staff and also to enhance their professional skills. It is a flexible course which can be completed within a span of three years. It teaches the key skills of computing, the general computer applications, word processing, spreadsheets, databases presentation etc. The course is available to all staff since 2005. Another professional qualification that is provided by the Uel for its staff as a part of their career development is the National Vocational Qualifications (NVQ). These are nationally recognised qualifications for those are in employment .Many of the staffs in Uel are getting trained for different levels of NVQ. Another course provided for staff development is the PG Certificate in Learning and Teaching which is very mandatory for new academic staff with less than two years teaching experience. It also provides PG Diploma and Masters Degree in Learning and Teaching. As a part of developing its staff`s skill, University of East London also provide professional membership of certain professional bodies. The Association of University Administrators (AUA) which is a professional association of the university managers and administrators provides professional development and keep the members informed of the current issues involved in higher education for all the staff members. It conducts annual conferences for networking activities among members and share best practices in a friendly and a social atmosphere through personal development workshops. AUA conducts a range of courses for Continuing Professional Development Award. The HEA provides membership and associateship to all staff that are at the beginning of their career.

Task 2.b. Analysis of the planning and development method in University of East London in attaining its organisational objectives.

The Uel HR planning and development methods are a great success. It is primarily based upon the HERA guidelines.

a)

Analysis of recruitment method: Uel has around 82% staff recruited in the first

advertisement itself. The grading of the Uel by the RAE also helped to carry its brand among the job applicants. Its HR Services Management Team meets every fortnight to hold the meeting for the purpose of HR planning and also by way of coaching sessions, partnerships and regular staff developments events. The job advertisement of Uel has enormous response from overseas also. The job designing and recruitment and selection method of Uel is another remarkable step as it is a systematic process conducted with the coordination of all departments including the academic schools, financial and administrative department. There is a systematic procedure for job designing, job approval, determining the desired and mandatory qualifications for recruiting a candidate. The job advertisement are also given due emphasising both print and electronic media. The HR management policy of University of East London is in accordance with the HERA. b) Analysis of staff development and academic training: The provision of academic skills, teaching skills training to the academic staff are of great help for developing the teaching skills of the academic staff and for those researchers who are under training. The Uel plus and blackboard learning system are highly appreciated among the staff. The e-library skills development and training is a notable development which ensures quality and speed for providing excellent academic services. This helps the Uel to achieve its organisational goals of providing better academic excellence to its students and also promoting research by enabling the students all the facilities of e-learning through the dedicated teaching and library staff. c) Analysis of staff professional development methods: The ECDL training is also

a great success in the University of East London. The success of its systematic planning and development process in the HR management helped the Uel to achieve its institutional goals. The emphasis given for staff training and development especially, providing course for the skill development of the staff and also enabling them to earn the professional membership of professional bodies is a great advantage of the Uel staff planning and development. The training in IT skills and especially facilities for using IT methods for training and development purpose and also to improve the quality in learning by the academic staff is another notable fact that is advantageous for the quality in the human power planning of the staff.

i ii

http://www.HRMguide.co.uk/introduction_to_HRM/harvard-map.htm (accessed on May 16, 2009) http://www.HRMguide.co.uk/introduction_to_HRM/harvard-map.htm (accessed on May 16, 2009)

References
http://www.uel.ac.uk/HRservices/hera/index.htm (accessed on May 19,2009)
http://www.HRMguide.co.uk/introduction_to_HRM/harvard-map.htm (accessed on May 16, 2009) http://www.HRMguide.co.uk/introduction_to_HRM/harvard-map.htm (accessed on May 16, 2009)