Think Business
Programme 4: Human Resource Management

Aims

'Think Business' consists of five TV programmes. Each programme comprises a number of short case studies describing the activities of a wide range of real-life successful Scottish organisations including a range of different forms of business from the small-scale sole trader to larger limited companies. A Scottish charity and a workers' co-operative are also represented.

The five programmes use the real case studies to focus on particular areas of interest. These areas are described in each programme's title.

Programme 4 Human Resource Management: emphasises the importance of managing the human resource and ensuring the right people are employed. The way in which three Scottish organisations manage aspects of their human resources is described.

The programme aims to introduce learners to:

the functions of human resource management (HRM);
the importance of HRM to organisations working in competitive environments.

Learning Outcomes

Learners will:

understand the importance for organisations of getting the right person for the job;
understand the process of recruitment and selection;
understand the importance of training and developing staff;
know other HRM functions;
select relevant information from the programmes to support coursework.

The programmes will be useful to support learning in Standard Grade Business Management, Intermediate 1, 2 and Higher Grade Business Management. Similar GCSE and AS /A level courses in England and Wales and Ireland could also use the programmes to enhance learning.

Outline

Three case studies of organisations operating in Scotland are presented. Each case study illustrates the importance of the human resource to the effectiveness of the organisations in increasing their ability to compete. The key functions of HRM, namely, recruitment and selection, training and career development are covered in some detail.

0.00-6.27: in Case Study 1, Get the Right Person for the Job, the recruitment and selection techniques of Schuh and the training and career development undertaken by the shoe retailer, are described by Lynn Ferguson, Personnel Director.

6.27-12.40: in Case Study 2, Work as a Team, Helen Young, the Human Resource Advisor for T-Mobile, explains the recruitment process and the importance of the on-going training of staff in a fast-moving industry. A number of additional HRM functions are illustrated and reference is made latterly to encouraging staff to feel part of a team.

12.40-18.34: in Case Study 3, Think Training, Zoe Ziegler explains how important it is to have trained staff for her new and expanding beauty therapy organisation Body and Soul. Consistency of service and high standards of customer care are essential in this organisation and regular staff training to update staff about new practices, equipment, etc. is crucial.

Curriculum Relevance

In Scotland

Standard Grade Business Management

Area of Study 3 What Resources do Businesses Use?

3.2 How do people contribute to Business?

Intermediate 1 Business Management

Business Activities

Learning Outcome 2 Describe the HRM function in an organisation

Intermediate 2 Business Management

Business Decision Areas

Learning Outcome 3 Explain the HRM function in an organisation

Higher Grade Business Management

Business Decision Areas

Learning Outcome 4 Analyse HRM decisions

In England

GCSE Double Award in Applied Business: People and Business
A/AS Business Studies: People in Organisations

In Northern Ireland

GCSE Double Award in Applied Business: People and Business
A/AS Business Studies: Marketing and Operations Management

Background Information

Importance of Human Resource Management

The management of human resources is all about getting, training, developing, looking after and successfully retaining existing staff.

Since all organisations use human resources to a lesser or greater degree, depending on the nature of the business, the effectiveness of organisations will be influenced by the contribution made by staff, particularly in service organisations where the relationship between the customer and the provider of the service (staff member) often determines whether a customer continues to purchase from the organisation. However having a satisfied workforce is also important for manufacturing organisations that require high quality output with minimal waste. Therefore, if the management of human resources is effective it can provide organisations with a competitive advantage over others in the same industry.

Functions of the Human Resource Manager

There are a number of functions undertaken by human resource managers. In a small organisation these may be done by the line manager(s) who will do them along with their functional specialism. In larger organisations a specialist human resource manager may be employed to oversee human resource management, carry out the functions and give line managers advice on human resource matters.

Recruitment and Selection of staff - getting the right person for the job. Recruitment involves advertising vacancies and inviting applicants to attend for a selection process which is likely to involve an interview and / or a test of competence. Before recruitment takes place the employer should draw up a job description which lists the nature and responsibilities of the job. A person specification should also be produced indicating the particular attributes required for the person to do the job.
Training ensures that staff are up-to-speed and equipped to do their job. Normally new staff will experience a short period of induction training where they are introduced to the processes and procedures of the organisation and the basic elements of their job. In organisations operating in markets that are constantly changing and / or subject to technological change, it is necessary to update staff regularly with new skills to cope with the changes. Training can take place on-site or away from the organisation in colleges or specialist training agencies.
Career Development involves the organisation providing staff with opportunities to develop in new areas and so secure a longer term career within the organisation. This involves the organisation having a proper promotion structure and accompanying training opportunities to enable staff to progress up through the organisation and into management posts. Career development also involves identifying potential managers for the future from within existing staff and developing them. This is known as Succession Planning.
Health and Safety (H & S) is an increasingly important area in which HRM has a responsibility. Devising H & S policies, establishing and managing the H &S committee and ensuring H & S legislation is implemented can save the organisation costly disruptions to production and service delivery if accidents and injuries occur, to say nothing of the possible claims from injured staff and / or customers. The management of working conditions and the physical environment in which staff work is also part of H & S.
The administration of salary / wage payments and the maintenance of staff records are important parts of the HR manager's job. These involve the calculation and payment of weekly or monthly wages / salaries for individual staff and keeping up-to-date all details relating to staff. HR managers may also be responsible for establishing targets for employee performance and managing performance-related pay schemes linked to staff appraisal.
As a result of the significant amount of legislation surrounding employment, HR managers will review worker / management relationships and employment policies eg, contract of employment, redundancy, discrimination, equal pay, etc. to ensure that the organisation is meeting its legal obligations.
Organising social events, reward / incentive schemes for employees, ensuring employee welfare and managing employee pension schemes may also fall within the duties of the HR manager.

Activities

NOTE:

Two types of activities / tasks suggested for learners have been laid out below.

Activities / tasks based on information given in the case studies and requiring the learners to view the case studies.
Other activities / tasks that can be done without viewing the case studies.

Also

The activities / tasks available at Standard Grade and Intermediate 1 are often similar.
Learners can use the activities / tasks at lower levels for reinforcement.

Activities and Tasks based on the Case Studies

Standard Grade Business Management

Case Study 1 (Schuh)

Identify the characteristics that Schuh is looking for in potential employees.
Who delivers the induction training to new employees at Schuh?
Identify three HRM functions mentioned in the case study.
Explain why Schuh prefers to recruit staff for its Head Office directly from its stores.

Case Study 2 (T-Mobile)

Identify the steps involved in the recruitment and selection of staff at T-Mobile.
Explain how training at T-Mobile assists staff to meet performance standards.
Identify how T-Mobile:
1. rewards staff for high performance;
2. looks after staff needs.

Case Study 3 (Body and Soul Company)

Explain the following statement made in the case study: 'HR policies are important to customer service and in growing the business'.
Identify the characteristic you think staff providing beauty therapy at Body and Soul would require to be offered employment.
Justify why you think Body and Soul send their staff on off-site training courses.
Describe what Body and Soul have to do to achieve the national award 'Investors In People'. What do you think would be the advantage(s) to Body and Soul in obtaining this award?

Intermediate 1 Business Management

Case Study 1 (Schuh)

Identify the characteristics that Schuh is looking for in potential employees.
Who delivers induction training to new employees at Schuh?
Identify three HRM functions mentioned in the case study.
Explain why Schuh prefers to recruit staff for its Head Office directly from its stores.
Identify evidence from the case study to show that Schuh pays certain employees according to their performance, ie the better their results, the higher their pay.

Case Study 2 (T-Mobile)

Identify the steps involved in the recruitment and selection of staff at T-Mobile.
Explain why you think training is important for staff working in T-Mobile.
Explain how training at T-Mobile assists staff to meet performance standards.
Explain why T-Mobile sets monthly targets for staff to attain.
Identify how T-Mobile:
1. rewards staff for high performance;
2. looks after the general welfare of staff while at work.

Case Study 3 (Body and Soul Company)

Explain the following statement made in the case study, 'HR policies are important to customer service and in growing the business'.
Identify the characteristic you think staff providing beauty therapy at Body and Soul would require to be offered employment.
Justify why you think Body and Soul send their staff on off-site training courses.
Describe what Body and Soul have to do to achieve the national award 'Investors In People'.
What do you think would be the advantage(s) to Body and Soul to obtain this award?
Explain how training offered to staff can ensure the relationship between the owner / manager of Body and Soul and its staff is positive.

Intermediate 2 Business Management

Case Study 1 (Schuh)

Describe in detail the HRM task 'administration of pay' as referred to in the case study.

Case Study 2 (T-Mobile)

Indicate the advantages to (i) T-Mobile, and (ii) applicants for jobs at T-Mobile, of having a fifteen-minute telephone interview and a tour around the site with potential applicants before they begin to formally apply for a job there.
Suggest the likely content for T-Mobile training programmes designed to ensure that existing staff are able to deal effectively with their day-to-day work as call centre operators.

Case Study 3 (Body and Soul Company)

Explain how training offered to staff can ensure the relationship between the owner / manager of Body and Soul and its staff is positive.
Justify why Body and Soul must spend money on training staff, (i) in the short term, and (ii) for the longer term.

Higher Grade Business Management

Case Study 1 (Schuh)

Identify those factors that might cause the relationship between management and staff to be positive at Schuh.
Describe what is meant by 'internal customers' and 'vacancies are advertised internally'. Suggest reasons why staff who are recruited from the Schuh stores to work at HQ are likely to relate well to 'internal customers'.

Case Study 2 (T-Mobile)

Suggest likely content for T-Mobile training programmes designed to ensure that existing staff are able to deal effectively with their day-to-day work as call centre operators.
Comment on why staff are organised into work teams at T-Mobile.

Case Study 3 (Body and Soul Company)

Justify why Body and Soul should spend money on training staff, (i) in the short term, and (ii) for the longer term.
Explain why buying new beauty therapy equipment can only be justified if there is appropriate investment in staff training.

Other activities

Standard Grade Business Management

Indicate three reasons, apart from earning money, why people work.
Explain why having a well-motivated and happy workforce is beneficial to any organisation.
Describe the features of a full-time, permanent job with flexi-time working.
Explain how training is important to ensure an organisation maintains its competitiveness.
Explain how an organisation might ensure that in recruitment / selection, it gets the right person for the job.
Explain what is meant by 'staff appraisal' and describe the advantages of having a staff appraisal system to, (i) staff and (ii) the organisation.

Intermediate 1 Business Management

Indicate three reasons, apart from earning money, why people work.
Explain why having a well-motivated and happy workforce is beneficial to any organisation.
Describe the features of a full-time, permanent job with flexi-time working.
Explain how training is important to ensure an organisation maintains its competitiveness.
Explain how an organisation might ensure that in recruitment / selection it gets the right person for the job.
Explain what is meant by 'staff appraisal' and describe the advantages of having a staff appraisal system to, (i) staff and (ii) the organisation.
John feels angry about being unfairly accused of bad timekeeping by his work supervisor. What would John do if he decided to use the organisation's Grievance Procedure to establish the truth.
What are the advantages to (i) John and (ii) the organisation of having a procedure for dealing with staff grievances?
May works as a machinist in a factory making jeans and is paid a fixed wage plus a payment for each pair of jeans that she sews. What are the advantages to (i) May and (ii) the organisation of this type of payment system.

Intermediate 2 Business Management

The role and duties of all employees are contained in the Contract of Employment the details of which are given to a successful applicant when starting employment with an organisation. Indicate at least five items that should be included in a contract of employment.

Higher Grade Business Management

Identify two pieces of recent legislation relating to employment in the UK and explain why the the legislation was introduced and what its main features are.

Suggested Solutions

Often in the area of Business Management there is no one correct answer but a number of plausible solutions may exist. The solutions offered here are simply suggestions; teachers and learners may well be able to identify other plausible alternatives.
A number of activities involve learners in investigating local businesses, etc. In such cases, no suggested solutions can be offered.

Activities and Tasks based on the Case Studies

Case Study 1 (Schuh)

1.	Employee Characteristics:	Enthusiasm, passion for serving customers, vibrant personality and 'quirkiness'.
2.	Who delivers training:	Member of management team or experienced store staff.
3.	HR Functions:	Recruitment & Selection Training Administration of pay and working conditions Career Development.
4.	HO staff:	Schuh prefers to recruit for head office from its stores because such staff will be familiar with the organization and its practices.

Case Study 2 (T-Mobile)

5.	Steps in recruitment:	a b c d	Telephone Interview (15 minutes) Tour of site Formal application Two hour assessment on site: role play and interview.
6.	How does training assist standards:	Training imparts the skills / competences required to do the job staff meet performance and meet the performance targets set. Staff are given monthly performance targets to meet.
7.	Staff rewards for performance:	By using performance related pay where wages / salaries are tied to reaching the targets sets. Extra pay is given when targets are reached.
	Staff Needs:	T-Mobile provides a restaurant, games room and internet café and also manages a staff pension scheme and gives holiday and sick pay.

Case Study 3 (Body and Soul)

8.	Explanation of Statement:	Having and implementing policies in the HR area (recruitment / selection / training / working conditions / staff welfare) will result in satisfied staff who will relate positively to customers and that is likely to result in customers returning and telling their friends who then come along. These word of mouth recommendations help to 'grow' the business.
9.	Staff characteristics:	Technically competent and fully qualified Physically able to cope with delivering the treatment Good inter-personal skills High commitment to customer care / attention Ability to communicate clearly, sympathetically and in a encouraging and friendly manner.
10.	Why off-site training?	Body and Soul may not have the competence to deliver the training on-site. In this industry new techniques are emerging constantly and staff have to go outside to centres of excellence to obtain this updating of their skills from experts.
11.	Investors in People (IIP)	Organizations must be able to show an on-going commitment to the development of their staff through training and staff development. Policies on training and development must be in place and real evidence to prove this presented to the body 'Investors in People', who will visit the organization, inspect policies in place and interview staff.
	Advantage of 'IIP'	Once the award has been given, organizations can display it publicly on headed notepaper, signs within the organization, etc. Having the award singles the organization out as being a 'good' manager of human resources and results in favourable publicity. It shows good practice in managing and developing staff.

Intermediate 1 Business Management

Case Study 1 (Schuh)

1.	Employee Characteristics:	Enthusiasm, passion for serving customers, vibrant personality and 'quirkiness'.
2.	Who delivers training?	Member of management team or experienced store staff.
3.	HR Functions:	Recruitment &Selection Training Administration of pay and working conditions Career Development.
4.	HO staff:	Schuh prefers to recruit for head office from its stores because such staff will be familiar with the organization and its practices.
5.	Evidence of performance-related pay:	Shop managers' pay is related to turnover in the shop.

Case Study 2 (T-Mobile)

6.	Steps in recruitment:	a b c d	Telephone Interview (15 minutes) Tour of site Formal application Two-hour assessment on site: role play and interview.
7.	Importance of training:	T-Mobile is in an industry that is changing rapidly with new technologies being introduced regularly. Staff operating in a call centre need to be able to advise callers about the new technologies and so have to be familiar with them themselves. Thus training of staff is vital for this reason and since it is a 'people' industry and staff deal with people on a daily basis, regular training on new approaches and thinking about handling people / customer care is desirable.
8.	How does training assist staff meet Performance standards:	Training imparts the skills / competences required to do the job and meet the performance targets set. Staff are given monthly performance targets to meet.
9.	Why set monthly targets?	To motivate staff and link their performance to their pay To try to ensure consistency of staff performance To stretch staff and provide them with a challenge.
10.	Staff rewards for performance:	By using performance related pay where wages/salaries are tied to reaching the targets sets. Extra pay is given when targets are reached.
	Staff Welfare:	T-Mobile provides a restaurant, games room and internet café and also manages a staff pension scheme and gives holiday and sick pay.

Case Study 3 (Body and Soul)

11.	Explanation of Statement	Having and implementing policies in the HR area (recruitment / selection / training / working conditions / staff welfare) will result in satisfied staff who will relate positively to customers and that is likely to result in customers returning and telling their friends who then come along. These word of mouth recommendations help to 'grow' the business.
12.	Staff characteristics:	Technically competent and fully qualified Physically able to cope with delivering the treatment Good inter-personal skills High commitment to customer care / attention Ability to communicate clearly, sympathetically and in a encouraging and friendly manner.
13.	Why off-site training?	Body and Soul may not have the competence to deliver the training on-site. In this industry new techniques are emerging constantly and staff have to go outside to centres of excellence to obtain this updating of their skills from experts.
14.	Investors in People (IIP)	Organizations must be able to show an on-going commitment to the development of their staff through training and staff development. Policies on training and development must be in place and real evidence to prove this presented to the body 'Investors in People', who will visit the organization, inspect policies in place and interview staff.
	Advantage of 'IIP'	Once the award has been given, organizations can display it publicly on headed notepaper, signs within the organization, etc. Having the award singles the organization out as being a 'good' manager of human resources and results in favourable publicity. It shows good practice in managing and developing staff
15.	Training and the staff / management relationship:	Training can enhance the staff / management relationship because staff identify that management is supporting them by offering job based training. If training is coupled with staff development and staff are able to develop new skills while in employment, the relationship can be further enhanced through the obvious commitment of management to developing their people.

Intermediate 2 Business Management

Case Study 1 (Schuh)

Administration of Pay

This involves the recording of hours worked by individual staff, calculating the wage due weekly, making the necessary statutory and other deductions and arranging to pay this either directly to the staff member or through the banking system into their account. For monthly paid workers on a fixed salary, the monthly calculation will have been made and it simply remains for statutory and other deductions to be made before paying it to the staff member.

Case Study 2 (T-Mobile)

2.	Advantage of telephone interview:	To T-Mobile: This interview allows T-Mobile to identify those potential applicants worth pursuing and discarding those obviously unsuited, thus saving time spent on this latter group at the next stage To Applicants: This interview allows potential applicants to gain information about the organization and so makes the next interview and any follow-up activities less threatening.
3.	Content of Training:	Content could include:	Telephone Technique Dealing with difficult customers Latest developments in technology Customer care.

Case Study 3 (Body and Soul)

4.	Training and the staff / management relationship:	Training can enhance the staff / management relationship because staff identify that management is supporting them by offering job-based training. If training is coupled with staff development and staff are able to develop new skills while in employment, the relationship can be further enhanced through the obvious commitment of management to developing their people.
5.	Justify Training Costs:	Short Term: Having well trained staff enables the organization to deal with the day-to-day activities of delivering a high quality service to customers. Long Term: Thinking ahead strategically and identifying opportunities for the organization to move into requires ensuring staff are trained up in the skills that will be needed in the future to 'grow the business'.

Higher Grade Business Management

Case Study 1 (Schuh)

1.	Factors causing a positive staff / management relationship:	Staff recognised as being important to success of organization Training made available to staff Pathway available for potential managers to follow and develop Fringe benefits / staff discounts available to staff Information about jobs provided by internal advertising.
2.	Internal customers:	Other departments / sections / people in the organization who depend on you doing your job successfully for them to be successful, eg an HRM specialist's internal customers will be the line managers they serve. A sales assistant's internal customer might be the finance manager who, to do his job effectively, relies on correct and accurate sales recording and cash handling on the part of the sales assistant.
	Vacancies are advertised internally:	Information about jobs becoming available in Schuh is given to all staff.
	Schuh staff working at Head Office:	Such staff are likely to relate well to internal customers because they have experience of working in the organization and have probably been involved at some time with staff at head office, eg HR staff.

Case Study 2 (T-Mobile)

3.	Content of Training:	Content could include:	Telephone Technique Dealing with difficult customers Latest developments in technology Customer care.
4.	Why work teams?	Working in teams gives staff a chance to contribute to the work of their small team and, as a result, feel valued as a member of the team. Large organizations often resort to teamwork to encourage staff involvement and initiative and to provide some satisfaction and fulfilment for staff.

Case Study 3 (Body and Soul)

5.	Justify training costs:	Short Term: Having well trained staff enables the organization to deliver with the day-to-day activities of delivering a high quality service to customers. Long Term: Thinking ahead strategically and identifying Opportunities for the organization to move into requires ensuring staff are trained up in the skills that will be needed in the future to 'grow the business'.
6.	Justifying investment in equipment:	New / advanced equipment may lie idle if staff are not able to use it because they lack the expertise and have not had training in how to use the equipment. Without staff training, funds are wasted on equipment that is not able to be used in the organization.

Other Activities

Standard Grade Business Management

1.	Why people work:	a b c	To achieve satisfaction / fulfilment To achieve social interaction with colleagues / workmates To develop self-esteem and self respect.
2.	Motivated workforce:	'Contented cows give more milk'. Satisfied staff will produce more output at higher quality than dissatisfied workers. Also if staff are dealing with the public and establishing a relationship with customers, they are likely to be more helpful to them than if they are dissatisfied and unfulfilled.
3.	FT, Permanent, Flexi job:	A full-time job means that the job holder is working for the whole working week, whatever that might be, eg 37.5 hours. A permanent job is one where the job holder has employment rights, ie over dismissal, redundancy, etc. There is no fixed period of time for the job contract to run – the job can continue until such times as the employee / employer decide to terminate. Flexi-time working occurs when staff are given a degree of flexibility in the hours they work. Provided they agree to work an agreed number of hours and are present daily during 'core time', they can vary their start and finishing times.
4.	Training and competitiveness:	Training staff to deal with customers/produce goods efficiently with the right skills can result in customers identifying the high level of service / product delivered by the organization and so give it a competitive advantage.
5.	How to get the right person for the job:	Prepare a Job Description, fully describing the features of the job Prepare a Person Specification, fully describing the characteristics required of the person for the job Frame an advert including elements of the job description and the main characteristics of the person required From application forms, identify applicants with characteristics Call for interview / testing / etc. Decide on person Appoint.
6.	Staff Appraisal / Performance review	Involves evaluating the usefulness of a staff member to the organization. It is an attempt to find out the qualities, usefulness and worth of the staff member's contribution. Organizations will usually have a staff appraisal system in place which is likely to involve an annual interview / review.
	Advantage to Staff:	Provides feedback on performance to staff member Allows staff member to raise problems with appraisee Can provide motivation / purpose / targets for staff If performance is appropriate, wage / salary increases can result.
	Advantage to Organization:	Helps staff to improve performance Enables systematic / regular monitoring of staff performance Can be used to identify training needs / potential staff for promotion Provide information for human resource planning

Intermediate 1 Business Management

1.	Why People work:	a b c	To achieve satisfaction / fulfilment To achieve social interaction with colleagues / workmates To develop self-esteem and self respect.
2.	Motivated workforce:	'Contented cows give more milk'. Satisfied staff will produce more output at higher quality than dissatisfied workers. Also if staff are dealing with the public and establishing a relationship with customers, they are likely to be more helpful to them than if they are dissatisfied and unfulfilled.
3.	FT, Permanent, Flexi job:	A full-time job means that the job holder is working for the whole working week, whatever that might be, eg, 37.5 hours. A permanent job is one where the jobholder has employment rights, ie over dismissal, redundancy, etc. There is no fixed period of time for the job contract to run – the job can continue until such times as the employee/employer decide to terminate. Flexi-time working occurs when staff are given a degree of flexibility in the hours they work. Provided they agree to work an agreed number of hours and are present daily during 'core time', they can vary their start and finishing times.
4.	Training and competitiveness:	Training staff to deal with customers/produce goods efficiently with the right skills can result in customers identifying the high level of service/product delivered by the organization and so give it a competitive advantage.
5.	How to get the right person for the job:	Prepare a Job Description, fully describing the features of the job Prepare a Person Specification, fully describing the characteristics required of the person for the job Frame an advert including elements of the job description and the main characteristics of the person required From application forms, identify applicants with characteristics Call for interview / testing / etc Decide on person Appoint.
6.	Staff Appraisal / Performance review	Involves evaluating the usefulness of a staff member to the organization. It is an attempt to find out the qualities, usefulness and worth of the staff member's contribution. Organization's will usually have a staff appraisal system in place which is likely to involve an annual interview / review.
	Advantage to Staff:	Provides feedback on performance to staff member Allows staff member to raise problems with appraisee Can provide motivation / purpose / targets for staff If performance is appropriate, wage / salary increases can result.
	Advantage to Organization:	Helps staff to improve performance Enables systematic / regular monitoring of staff performance Can be used to identify training needs / potential staff for promotion Provide information for human resource planning
7.	Grievance procedure:	If John feels he has been unfairly treated he can initiate the organization's Grievance Procedure which would probably include the following: Raise the matter with his immediate supervisor at a meeting. If not satisfied with the result contact the supervisor's manager. If not satisfied with the result contact the human resource manager. If not satisfied raise the matter with the general manager. Each stage would have a time limit within which the actions should be completed. It is best if the matter can be resolved quickly and at the level of management where it occurred, ie at supervisor level in this case.
	Advantages to Staff:	Problems / grievances don't fester but can be resolved quickly.
	Advantages to Organization:	Problems / grievances don't fester but can be resolved quickly.
8.	Piece rate payment:	Payment for each item produced.
	Advantage to May:	The more produced, the more pay received Incentive to work harder/smarter/more efficiently
	Advantage to Organization:	More output is likely since staff are incentivised to produce more Provided quality control checks are in place quality of output should be maintained

Intermediate 2 Business Management

Items in contract of employment:

Date to commence employment
Hours of employment
Pay for employment
Holiday entitlement
Duties of employment.

Higher Grade Business Management

Two pieces of Legislation:

Any piece of recent legislation should be given.
The aim of employment legislation is always to adjust / extend / restrict / protect the rights and the obligations that either employers have to workers / staff or that workers / staff have to employers.

Links

The websites of the various companies featured in the programmes offer some useful information about the workings of the companies.

This web page contains links to other websites that are not under the control of and are not maintained by Channel 4 Television. Channel 4 Television is not responsible for the content of these sites and does not necessarily endorse the material on them.

Programme 4 Human Resource Management (HRM)

www.bized.co.uk – offers a wide range of business education information
www.bbc.co.uk/schools/gcsebitesize/business
www.schuh.co.uk
www.t-mobile.co.uk

Think Business Programme 4: Human Resource Management

Aims

Programme 4 Human Resource Management: emphasises the importance of managing the human resource and ensuring the right people are employed. The way in which three Scottish organisations manage aspects of their human resources is described.

Learning Outcomes

Outline

Curriculum Relevance

In Scotland

Standard Grade Business Management

Intermediate 1 Business Management

Intermediate 2 Business Management

Higher Grade Business Management

In England

In Northern Ireland

Background Information

Importance of Human Resource Management

Functions of the Human Resource Manager

Activities

NOTE:

Activities and Tasks based on the Case Studies

Other activities

Activities and Tasks based on the Case Studies

Other Activities

Links

Programme 4 Human Resource Management (HRM)

Think Business
Programme 4: Human Resource Management