H

Student Name:
Class ID:
Table of Contents
Introduction ..................................................................................................................................... 3
Task-1: ............................................................................................................................................ 4
P-1: Purpose and the functions of HRM, applicable to workforce planning and resourcing at
Enterprise Volkswagen ............................................................................................................... 4
M1: Assessment of how the functions of HRM can provide talent and skills appropriate to
fulfil business objectives. ........................................................................................................ 6
P-2: Strengths and weaknesses of different approaches of recruitment and selection used by
Enterprise Volkswagen\ .............................................................................................................. 7
M2: Evaluation of the strengths and weaknesses of different approaches to recruitment and
selection. ................................................................................................................................. 9
Task-2: .......................................................................................................................................... 10
P-3: Benefits of the different HRM practices within Enterprise............................................... 10
P-4: Evaluation of the effectiveness of the different HRM practices in terms of raising profits
and productivity ........................................................................................................................ 12
M3: Exploring of the different methods used in HRM practices, providing specific examples
to support evaluation within an organizational context. ....................................................... 13
Task-3: Report Format .................................................................................................................. 15
P-5: Analysis of the importance of employee relations in respect to influencing .................... 15
HRM decision making .............................................................................................................. 15
M4: Evaluation of the key aspects of employee relations management and employment
legislation that affect HRM decision-making in an organizational context. ........................ 17
P- 6: Key elements of employment legislation and the impact it has upon HRM decision making
................................................................................................................................................... 18
Trade union works on the behalf of the employees of any organization. Actually, Trade union is
created by employees of organizations. Trade union takes claims of the employees and these claims
are picked up to the organization. Regarding this it works as arbitrator of the employees and
organization. It deals with employees want lack, injustice from a company and different wrong
things happened by company to organization to provide legal right of the employees. ............... 19
Task 4: Individual portfolio folder ................................................................................................ 19
P 7: Documentation of individual portfolio .............................................................................. 19
M5: A rationale for the application of specific HRM practices in a work-related context. . 22
Conclusion .................................................................................................................................... 22
References ..................................................................................................................................... 23
Introduction
Human resource management is the process of bringing new employees for the organization. Every
big company holds human resource management department to find out cultivate, suited and high
skilled employees for organization. HRM department actually is responsible for employee
performance. That is why it has to beside requirement train up, develop human resource to make
rational human resource for performing with the view of achieving goal for organization.
Volkswagen, auto-maker company has a human resource management department. It was
established in 1937. It was formed by Germany labor front. Head quarter is in the Germany.
Volkswagen has 10000 employees to perform tasks of the company for running smoothly. Every
year it recruits 500 employees for doing business. The purpose of the human resource management
in the purpose of the human resource management is to get best suited employees for a
organization. is to get best suited employees for an organization (Colombini, 2002).
Task-1:

P-1: Purpose and the functions of HRM, applicable to workforce planning and
resourcing at Enterprise Volkswagen
Selection and recruitment process are defined by human resources management. The purpose of
the human resource management is to get best suited employees for an organization. It is
mandatory to keep some actions in hand of human resource management of Volkswagen that are
described below:
Job analysis
Job analysis is the primary task of Volkswagen by human resource management. The task of the
human resource management is to develop the design of job description such as job requirement,
responsibilities, skill and other things.
Recruitment
Recruitment of Volkswagen is to find out empty posts of the organization and provides
advertisements to different channels. Recruitment is the analytical task and also need support from
another department in the Volkswagen.
Selection
Selection from the human resource department of Volkswagen is very important task. So, it has to
arrange some test to get desired candidates from applicants.
Training
After selection human resource management has to train up employees recruited recently to
introduce with tasks of the employees. Training of human resource management by Volkswagen
also help developing personal career improvement of an employee.
Paying rewards
Human resource management of the Volkswagen holds the systems of the rewards systems based
on performance of the recruited employees. It motivates employees to insist in their works.
Figure: HR activities (Colombini, 2002).
Best fit VS Best practice

Figure: HR activities (Colombini, 2002).

Best fit strategy is stated to combine strategy of human resource management with the main
business strategy of Volkswagen. The example is the training provided by human resource
management which help matching employee performance with strategy of the Volkswagen
(Colombini, 2002).
Best practice strategy of human management is to bring out best output of Volkswagen by
performance of the employees. The example is to develop high learning on task to employees
enlarge the performance of the employees
Hard and soft model of HRM
Hard model of HRM is developing the design of top-level decision considering employees as
resources. THE real autocratic leader is shown in hard model of HRM where top level management
is the decision-making tool and there is no participation by middle and low-level manager to taker
strategic decision. Soft model is opposite to the hard model of human resource management. It is
considering employees as human being and make environment of taking advice from employee to
implement project appropriately.
Types of labor market
Labor market is designed by two types of labor market in the Volkswagen. One is internal labor
market that is made by internal employees through promotion. In the Volkswagen 83% employees
are taken as promotion to top level management. The other is external market of Volkswagen
which is made by outside potential employees of Volkswagen. Low level employees have to be
taken 100% by recruiting from external source in the Volkswagen.
Analyzing turnover, stability and retention
Volkswagen is always careful about career development of human resource. To satisfy employees
different types of facilities are provided such as good working condition, reward system, decision
participation system. So, the turnover of the employees is to 14% and retention rate is to the rest,
86%.
The impact of legal and regulatory frameworks
Volkswagen considers the legal policy of the government to do the business in UK. All the tasks
taken by Volkswagen is evaluated by the renowned lawyer to overcome legal barriers of the
government. For example, it recruits employees evaluated from external teacher from famous
university to avoid nepotism of the recruitment.
Impact of advance technology on the efficiency of the employees
Volkswagen is being benefitted using modern technology in human resource man agent. The
monitoring systems of the employees are making careful of the employees by modern technology
such CC TV. Online training systems also add development of employees during working
moments. Some tests during selection are taken by online technology that makes enlargement of
labor market (Colombini, 2002).

M1: Assessment of how the functions of HRM can provide talent and skills
appropriate to fulfil business objectives.
Volkswagen gets best suited employees to its organization for performing tasks that we can learn
by assessment of the functions of the HRM of Volkswagen. The performance of each function
deserves to bring suited employees. First of all, Job analysis of the HRM identifies the requirement
of scale of skilled applicants for suitable posts so that Volkswagen easily get the touch of perfect
employees. Then Job recruitment of Volkswagen is finished by selecting perfect channel for high
coverage of labor market. Job selection is performed by evaluating from both external scholars
and human resource management to avoid nepotism and provide high quality for selection. For
each task evaluated perfect the functions of the HRM in Volkswagen no doubt is considerable to
get best employees for Volkswagen (Colombini, 2002).
P-2: Strengths and weaknesses of different approaches of recruitment and selection
used by Enterprise Volkswagen\
Recruitment is the method of inspiring suitable candidates to join the organization against the
vacancy posts of the organization. Volkswagen reach the circular to candidates by online website
and newspaper.
Recruitment has two sources such as internal source and external source. The recruitment methods
are job analysis, job description and job specification
Selection is the medium of bringing out best employees for organization by evaluating all
applicants of the vacant posts. The selection approaches are case study, job interview, written tests,
discussion ability and so on
Strengths of internal recruitment
Internal recruitment provides facility of low cost of selection. It takes a few times for selecting
because ideas about candidates are known to human resource manager. The employee from
internal market has aware of environment of organization and idea about provided tasks.
Weaknesses of the internal recruitment system
Main weakness of internal recruitment system is that we are not sure to find perfect employees for
desired posts. Nepotism difficulty has no be reduced by internal recruitment system. The
decentralized power of the organization will likely be increased that is why company can loss
authority over the employees
Strengths of job analysis and job description
Job analysis and description has main strength that is help identifying job responsibility and skilled
requirement of the employees. The job description also indicates the benefits of the employees that
motivate people to apply for vacant posts.
Weaknesses of job analysis and job description
Weakness of job analysis and description is to need for huge time to make the job description and
job analysis. It also insures to make perfect job description because manager can mistake ta make
perfect job description and job analysis
Strengths of interview system
Interview helps human resource management to select employees watching face to face. Interview
states real face of candidate that show up confidence level, communication quality and
psychological fact that are needed for performing as an able employee
Weakness of interview system
Interview has some weaknesses that are nepotism, injustice of selection wrong judgments of
applicants, varied assumption of selecting method. Besides sometimes interview is run by
providing bribe from applicant to select for organization (Dickens & Hall, 2006).
M2: Evaluation of the strengths and weaknesses of different approaches to
recruitment and selection.
Approaches to recruitment and selection have some strength and weakness to choose for getting
suitable employees for organization. These evaluation of strengths and weakness are illustrated in
following points:
The positive sides of different recruitment and selection approaches
Recruitment and selection approaches help to find out desired employees for performing best for
achieving target of the company. Such as Job description and job analysis help to apply for vacant
post by suited skilled candidates. Written tests help evaluating the merits of the applicants for
desired posts. Interview helps face to face opportunity to watch applicants. These strengths of the
approaches deserve skilled, educated and healthy employees for organization. Because these
strengths are considered a machine through which potentials employees are found out.
The negative sides of different recruitment and selection approaches
Approaches to selection and requirement are not positive things of strengths. They have some
negative impact. Nepotism difficulty can change the purpose of the organization to destruction. It
can bring less skilled employees. The costs approaches are time money and merits that are added
to costs of total production of organization. These costs humper competitiveness of the
organization (DeCenzo, Robbins and Verhulst, 2013).
So, it can be evaluated that the recruitment and selection process can be effective when the time
and cost can be managed properly.
Task-2:
P-3: Benefits of the different HRM practices within Enterprise
In Volkswagen HRM practices are very beneficial to the organization. These benefits are described
below:
Benefits of learning, training and development
Volkswagen has a training system to develop the performance and introduction to new culture
organized by the human resource department. Learning by training makes employees more skillful
analytical able to perform the tasks. Training and development enlarge ability combinedly that
makes total production line efficient. It also reduces turn over of employees because employees
get opportunity to improve personal ability that help to directly career development.

Figure: Training (Foot, Hook and Jenkins, 2016).

Benefits of job and workplace design
Job and work place design is very corelated to satisfaction of employees. Employees expects a
reasonable workplace. Good work place increases the interest of employees to the work. Besides
the design is favor to work close to production help employees producing much that make
organization efficient (Foot, Hook and Jenkins, 2016).
Benefits of performance and reward system
Performance and reward system is related to satisfaction and motivation of the employees directly.
If reward is provided to performance employees are motivated to do the tasks. Because of reward
employees are interested to get reward that is why pay attention to complete the target of individual
or team tasks for Volkswagen.

Figure: Reward system(Dowling, 2008).

P-4: Evaluation of the effectiveness of the different HRM practices in terms of
raising profits and productivity
Volkswagen practice HRM which has to evaluate the effectiveness to get the targeted output for
achieving the goal of Volkswagen. The effectiveness of human resource management is evaluated
below
Positive things of training and learning process
Training and learning are indirectly affecting to the profit and productivity. Because of training
and learning process employees are more skillful and able to work. That is why the performance
are increased by employees that enlarge the productivity of the organization. As it makes
productivity efficient it increases the profit reducing waste (Dowling, 2008).
Negative side of the training and learning process
Training and learning process are success by spending much money. If the company can not
balance the costs of training and learning process the costs of the company will be increased in
proportion to benefits by training. As a result, the profits are reduced.
Positive side of job and workplace design
Work place design has a very positive thing for Volkswagen to motivate to do the best try to
perform the provided task to employees. It can let the employee pay the attention to the work. That
is why the performance of employees are increased and along with this the productivity of the
organization can be increased
(Harris, McCaffer and Edum-Fotwe, 2013).
Negative side of the job design and workplace design
Work place design will be good for employees when the costs for good work place can be
increased. As a result, the extra costs for work place can reduce the total profits of the organization
spending extra money.
Positive side of performance and reward system
Reward and performance are the directly impacting the employee’s performance. If Volkswagen
fairly conducts the reward system of the performance employees are motivated for two reasons.
One is the economic benefits of the employees. Employees can gain extra income. An other is
increasing dignity of the reward. As a result, employees start to increase the performance. That is
why the productivity will be increased.
Negative side of performance and reward system
Reward system is an extra difficulty to evaluate an expected employee to provide reward. So many
employees are distress failing of reward from the company. As a result, it impacts the performance
negatively. It makes the production also negatively. Besides the extra costs for rewards will be
negatively impacting to the profits of Volkswagen (Colombini, 2002).

M3: Exploring of the different methods used in HRM practices, providing specific
examples to support evaluation within an organizational context.
Volkswagen uses different methods in human resource management that are described below:
Learning, training and development
Learning is a process of gaining knowledge and study on a particular topic related to work.
Training is a process of learning practically to make employees able to perform desired tasks
efficiently. Volkswagen conducts training of six months program to develop employees. The train
is two types such as on the job training and off the job train
On the job training: In on the job training employees are trained up during their existing work
place performing their targeted tasks. Trainer comes to work place and monitor their tasks and
make employee catch their fault in on the job. For example, Volkswagen conduct on the job
training sales people sending trainers to field
Off the job: In off the job training employees come to train place keeping their work. It is held by
coaching, discussion, speech or practical training. Trainer of Volkswagen provides lectures to
middle level employees.
Job and workplace design
Job and work place design is impacting positively to employees. Volkswagen provides good work
place design that employees are deserving that may be instinct or extinct. Volkswagen provides
airconditioned environment and high security to the work place and the enough light benefits.
(Hope and Mackin, 2007).
Flexible organization
Flexible workplace is favor of the employees. As a human being employee are comfortable to get
flexible job for individual. That is why Volkswagen provides middle- and high-class employees
to work with out office benefits to pay attention work analytically. It adds productivity of the
employees.
Performance management and reward
Performance management system is process of evaluation of the performance of the employees.
Volkswagen has a performance management system to conduct the reward to a perfect employee.
Performance management is a very active department to find out most actionable employees for
selection of reward providing.
Task-3: Report Format
P-5: Analysis of the importance of employee relations in respect to influencing
HRM decision making
Employee relation defines the relation of the organization with its employees with a view to
keeping employees to the achieving goal. It is very mandatory to get derired output from the
employees. The importance of the employee relation is pointed below:

Figure: Employee relation

Increase productivity: Employee relation is corelated to the productivity. If the relation with
employee is maintained perfectly employee will provide best effort for the organization.
Volkswagen pursues employees the organization is not only of owner but also of employees. It
makes employees provide effort for organization from the mind. (Mathauer& Imhoff, 2006).
Develop loyalty: Volkswagen is carefully about loyalty of employees to the organization.
Volkswagen provides the opportunity to the employees to join the decision-making program as
participants. As a result, employees are more loyal to the organization because employees are
implementing their created plan for Volkswagen.
Reduce conflict among the employees: The relation with employees is a determinant to reducing
conflicts among employees. The good relation among employees no doubt reduces the any
conflicts created among employees because there is no option of misunderstanding among
employees for good relation (Ivancevich and Konopaske, 2013).
Motivate the employees: Relation creates the positive emotion to the organization and work of
employees. Employees are motivated for good employees’ relation. They can avoid boringness
and make the gossiping environment sharing their opinion, feelings, idea for good relation.
M4: Evaluation of the key aspects of employee relations management and
employment legislation that affect HRM decision-making in an organizational
context.
Employee relation has both pros and cons that affect HRM decision making in an organizational
context. These pros and cons are discussed below related to effect on HRM decision making in
Volkswagen.
Employee turnover cost is reduced
Employee relation creates the bonding employees with the organization. Employees are more loyal
if the relation is maintained effectively. So, the turn over of employees leaving is reduced. Its
effects on profits and productivity positively.
Increasing product quality
Strong relation creates strong commitment to the organization. Employee relation effects the
attention of the employees to their tasks. If the employees are interested to work willingly the
quality of the product definitely will be increased. The own interest comes from strong relation.
The quality of the product no doubt increases the competitiveness of the organization.
Increasing experience of the employees
Employee relation is a alternative process of learning automatically one anther by employees.
Employees can easily share their idea, knowledge to other employees. As a result, employees are
more experienced for this process. This process must contribute to achieve the target effectively
and efficiently developing the quality and productivity. (Johnson, Whittington and Scholes, 2011).
The cons of the employee relation are given here.
Lack of specific guidance
Employees relation has major problem that is lack of guidance to employees. This relation creates
the averment of employees willingly where no guidance is not provided. This lack of guidance can
impact on goal of organization negatively.
Conduct issues
Employee relation is created to Volkswagen in formal process where formal code losses its
characteristics. That affects negatively on the management of human resource management and in
long run it impacts on productivity of the Volkswagen.
Impact of employee legislation in decision making of Volkswagen
Employee relation is the consideration of human resource management to avoid any problem in
the Volkswagen. As a relationship sexual harassment, nepotism injustice and so on can be
happened to the Volkswagen for which human resource department has to take perfect decision
and management to avoid these problems to the organization in Volkswagen. Human resource
management creates some regulations to the employees to avoid the problems such as justice
breaking, discrimination, sexual harassment punishment in Volkswagen (Moser, 2005).

P- 6: Key elements of employment legislation and the impact it has upon HRM
decision making
Volkswagen has to maintain employee legislation to run the business in UK. Some purposes and
key issues are discussed below:
Impact of the employment legislation on HRM decision
1. Employee relation creates the averment to protect the employees to be injustice in the
organization that is concern of human resource management.
2. Human resource management considers the employee safety to work according to
employee safety act.
3. Volkswagen provides medicine and good environment according to employee health act
(Storey, 2007).

Figure: Employee legislation (Storey, 2007).

Key legal issues
Key issues are discussed below that must be followed companies of UK
Equality act
Equality act provides fairly treatment to the all employees of the organization provided by
government in UK. Volkswagen has to keep same behaviors to the all employees. It is a positive
effect to employees. Employees are been satisfaction
Data protection act
Data protection act provides data security of the company from illegal misusage of the data by
another company. Volkswagen can easily manage data and use data smoothly as a result of data
protection. Another company cannot steal the data from Volkswagen.
Health and safety act
Health and safety act provide benefits to employees to hold good health during working in a
organization. Volkswagen according to the law creates nice working place design to hold good
health and also provides high security (Leat, 2012).
Employment contracts
Employment contract makes the contracts the employees with the organization so that one can not
terminate job willingly. Volkswagen has a regulation of 3 months salary provided if the employees
will be suspended.
Role of trade union

Trade union works on the behalf of the employees of any organization. Actually, Trade union is
created by employees of organizations. Trade union takes claims of the employees and these claims
are picked up to the organization. Regarding this it works as arbitrator of the employees and
organization. It deals with employees want lack, injustice from a company and different wrong
things happened by company to organization to provide legal right of the employees.

Task 4: Individual portfolio folder

P 7: Documentation of individual portfolio

Individual portfolio
Head of Recruitment and Compensation
Human Resource Department
Volkswagen
Job Description
Job Position HR executive
Job Location London, UK.
Salary $40000
Job nature Temporary,
Number of vacancies 100

Job specification
 Running HR tasks
 Creating effective relationship
 Making expected advertising

 Supplying proper training

 Good communication skills

Person specification
 Candidate have to be completed BBA in human resource management
 Candidate must be modern technology skills

 Applicants must remain good computer skill and communication in English properly
 Work experience is prep arable

Curriculum Vieta
M5: A rationale for the application of specific HRM practices in a work-related
context.
Rational for application of the HRM practices for work-related context of sales manager of
Volkswagen
Human resource management has a very significant real practice in any company. HRM practice
like job description, specification, selection and requirement are needed to get a suitable slicked
employee for the company. Job description like required skilled, responsibility is illustrated in a
circular. Job requirement needs the find out the vacancy of the posts for which cantatas apply. The
selection approaches like written tests, interview, discussion tests are taken.
Volkswagen for sales manager posts first of all works by requirements. HRM of Volkswagen has
found out the vacancy posts of the sales manager posts, Then HRM of the Volkswagen has
constructed job description like requirement of BBA degree, communication skills and experience
prep arable. Then the job specification for sales manager has been training capacity,
communication capacity, hard work. Then the department for selection written tests have been
conducted for selecting merit candidates. The discussion tests have been performed to find out
perusing ability of the selected candidates. At last the interview is set up to make the final selection
for vacant posts considering presentation skills, situation analyzing ability.

Conclusion
Selection and recruitment process are defined by human resources management. The purpose of
the human resource management is to get best suited employees for an organization. It is
mandatory to keep some actions in hand of human resource management of Volkswagen that are
recruitment, selection, job description and job analyzing. Human resource management is
responsible for another thing like human resource management. Employee relation defines the
relation of the organization with its employees with a view to keeping employees to the achieving
goal. It is very mandatory to get derired output from the employees (Colombini, 2002).
References

1. Andersen, E., Grude, K. and Haug, T. (2009). Goal directed project management. London:
Kogan Page Ltd.

2. Colombini, D. (2002). Risk Assessment and Management of Repetitive Movements and

Exertions of Upper Limbs: Job Analysis, Ocra Risk Indicies, Prevention Strategies and
Design Principles (Vol. 2). Elsevier.
3. Dickens, L., & Hall, M. (2006). Fairness–up to a point. Assessing the impact of New
Labour's employment legislation. Human Resource Management Journal, 16(4), 338-356.

4. Dowling, P. (2008). International human resource management: Managing people in a

multinational context. Cengage Learning.
5. Hendry, C. (2012). Human resource management. Routledge.
6. Laursen, K., & Foss, N. J. (2003). New human resource management practices,
complementarities and the impact on innovation performance. Cambridge Journal of
economics, 27(2), 243-263.
7. DeCenzo, D., Robbins, S. and Verhulst, S. (2013). Human resource management.
Hoboken, NJ: Wiley.

8. Foot, M., Hook, C. and Jenkins, A. (2016). Introducing human resource management.
Harlow, England [u.a.]: Pearson.

9. Harris, F., McCaffer, R. and Edum-Fotwe, F. (2013). Modern construction management.

Hoboken, N.J.: Wiley-Blackwell.

10. Hope, J. and Mackin, P. (2007). The relationship between employee turnover and
employee compensation in small business. [Washington, D.C.]: SBA Office of Advocacy.

11. Ivancevich, J. and Konopaske, R. (2013). Human resource management. New York, NY:
McGraw-Hill Irwin.
12. Johnson, G., Whittington, R. and Scholes, K. (2011). Exploring corporate strategy.
Harlow: Financial Times Prentice Hall.

13. Leat, M. (2012). Exploring Employee Relations. Hoboken: Taylor and Francis.

14. NOE, R. (2017). FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT. [S.l.]:

MCGRAW-HILL EDUCATION.

15. Storey, J. (2007). Human resource management: A critical text. Cengage Learning EMEA.
16. Mathauer, I., & Imhoff, I. (2006). Health worker motivation in Africa: the role of non-
financial incentives and human resource management tools. Human resources for health,
4(1), 24.
17. Moser, K. (2005). Recruitment sources and post‐hire outcomes: The mediating role of
unmet expectations. International Journal of Selection and Assessment, 13(3), 188-197.
18. Pao-Long, C., & Wei-Ling, C. (2002). The effect of human resource management practices
on firm performance: Empirical evidence from high-tech firms in Taiwan. International
Journal of Management, 19(4), 622.
19. Vij, R. (2012). Employee Relationship Model: An Emerging Stride. Saarbrücken: LAP
LAMBERT Academic Publishing.

20. Wall, T. D., & Wood, S. J. (2005). The romance of human resource management and
business performance, and the case for big science. Human relations, 58(4), 429-462.