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Do you think that legislation is useful in ensuring that there are equal opportunities for all in employment?

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Recruitment & Selection 1. Do you think that legislation is useful in ensuring that there are equal opportunities for all in employment? There has been a gradual reduction in discrimination through the last century, legislation past by the government in numerous acts have acted to reduce discrimination in the work place. The Equal pay Act 1970, The Sex Discrimination Act 1975 and the Race Relation Act 1976 are the main legislation that reduce discrimination. The Equal Pay Act 1970 ensured that men and women get the same terms and conditions for working a comparable job. Previous to this there were many employers paying women less for doing the same amount of work as a man. The Sex discrimination Act 1975, made it illegal to discriminate in employment on the grounds of sex and martial status. This act also brought to light direct discrimination; where someone is treated less favourably than a member of the opposite sex; and indirect discrimination; where a particular requirement apparently treats everyone equally but has a disproportionate effect on a particular group; the required must also not be justifiable (Bratton & Jones 1994). The Race Relations Act 1976 made it unlawful for employers to discriminate on grounds of race, colour, nationality and ethnic or national background. This was in an effort to reduce racism especially in the work place. These pieces of legislation are in an attempt to provide 'equal opportunities'. Employer should only make decisions based upon the person's ability to do the job. Though the government tries to ensure equal opportunities by giving out legislation that is encouraging, equal opportunities relies on good working practice. This is highlighted in job analysis where a person specification must not be more favourable to men than women. Advertising must not discriminate on grounds of sex or martial status, 'sales person' as appose to 'salesman'. Interviews and selection must not ask discriminating questions such as whether a woman intends to have children. ...read more.


It is important for managers to look at the pay differences in their own staff to see whether they aren't being treated fairly; not being paid enough for the work they do compared to another employee. If the employee's feel there is not enough pay rises to accept extra work they will not. If there is not sufficient differentiation between stages of the chain of command they will not be so keen to advance upon it. Also if employees of McDonalds employees learn that Burger King is relatively paying an extra pound per hour more, they will try to defect to Burger King. (Armstrong & Murlis 1998) 4. What changes has the development of HRM brought to management of reward systems? Are these changes beneficial to employer and employee? Armstrong & Murlis (1998) claim that Reward Management philosophy evolved in accord with many aspects of HRM philosophy. This is emphasised by treating people as assets to be invested in, this is HRM philosophy being incorporated by rewards management. By rewarding people; putting money in; this should get greater productivity; getting more out. Demonstrated by gaining employees commitment to the objectives and values of the organisation. Through strategic integration by incorporating HR issues into strategic plans and ensuring that the various aspects of HRM cohere and are mutually supportive. Lastly HRM has enabled employees to fulfil their full potential and to deliver their maximum contribution to the achievement of organisational goals. These changes really benefit both the employee and the employer, the employee gets more out of rewards management, while the employer recognises the employee as an asset. HRM tries to bring the goals of employers and employees closer together, by involving the employee more with the business increasing his loyalty while getting more out for he employer (Armstrong & Murlis 1998). Restructuring of Work 1. Why might the structure or design of work be important for the individual worker and for the organisation? ...read more.


HRM is 'resource centred'; the main aim is to plan, monitor and control rather than mediation as in personnel. HRM is directed mainly at management needs for human resources to be provided and deployed. The underlying theme is that human resource management is much like any other aspect of management and an integral part. This means that it should not be separated, and only handled by specialists (Mullins, 1999) In a Personnel management organisation there can be tension between managers and workers, despite the personnel management intervening. The worker seeks to maximise his wages and rewards, while the employer wants to reduce costs, as they are a drain on profits. In a HRM organisation the employee should feel more involved and therefore be aware of the consequences. HRM also allows a more flexible workforce, which can be deployed more cost effectively than an inflexible one. 4. How, if at all, has the HRM allowed managers to increase organisational efficiency? If managers get better motivate their staff then they will work more efficiently and productivity will rise. Alternatively they might produce a higher quality piece of work. Storey (1999) says that it has become widely accepted that motivation is beneficial to the organisation. If human resource management encourages motivation of employees, if this is successful then efficiency will rise. However a definite link between a satisfied workforce and improved performance has never been proven. There is no reason for a workforce to be satisfied if it isn't relevant to organisational efficiency or effectiveness other than for human reasons. HRM managers who train their staff get a much more flexible workforce allowing them to be deployed in the best way to reduce costs. HRM managers are much more likely to train their employees as a workforce gaining skills which can be used in a greater cross-section of the business. If last minute orders come-in it is much easier for HRM managers to deal with as they are more flexible than Personnel in contrast who couldn't make last minute alterations. This makes HRM a much more effective and efficient style of management. ...read more.

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