human resources management- assg 1
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Human Resource Management
Module Leader : Vedula
Concep t o f Human Resources Management
By:
DANIEL SILVESTER
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
1 . In t roduct ion
In order to understand the difference personal management and human resource management
as its focus its strategies and the people who are include in it or are made of. Personnel refer
to the old days where HR basically pays attention on administration, transactions and
employee advocacy. The new role in HR management helps to face the new challenges in a
competitive world where as the personal management is less applicable for the same purpose.
Some expert says that there are no difference between HRM and personnel Management.
They have stated that these two terms can be used anytime, with no difference. In fact, they
are use anytime in help wanted ads and job descriptions.
Personnel management can include administrative task which can traditional and routine. On
the contrary human resource involves more of the ongoing strategies and process to manage
and develop the organization.
2.1 TASK 1
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
According to Gerald R. Ferris, Human Resources Management is defined as “it is the science
and practice that deals with the nature of the employment relationship and all of the decisions,
actions, and issue that relate to that relationship. In Practice, it involves an organisation’s
acquisition, development and utilisation of employees, well as the employee’ relationship to
an organisation and its performance”
As we all know that there is a huge difference between HRM and Personnel Management,
however some of the major differences like Personnel management set rules and regulation
while Human resources management facilitates greater flexibility. The relationship between
management and employees under HRM is more nurturing and facilitating relationship while
in Personnel management it’s more monitored and controlled.
HRM MANAGEMENT AND PERSONNEL MANAGEMENT
PERSONNEL MANAGEMENT HUMAN RESOURCES MANAGEMENT
BELIEFS AND ASSUMPTIONS
CONTRACTS
Careful delineation of Aim to go beyond written
Written contract. contract go by the spirit of
Contract.
RULESThrust on devising ‘can do’ attitude impatience
with Rules. Clear rules.
MANAGEMENT ACTION
Procedures and business Flexibility and customer
Needs.
BEHAVIOURS
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
In line with customs n norms In line with values and
Mission.
MANAGERS TASK
Monitoring Nurturing
STRATEGIC ASPECTS
KEY RELATIONS
Labour Management Customers
INITIATIVES
Piecemeal Integrated
CORPORATE PLANMarginalized Central
SPEED OF DECISION
Slow Fast
LINE MANAGEMENT
MANAGEMENT ROLE
Transactional Transformational Leadership
KEY MANGERS
P&IR experts Line managers
SKILLS
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Negotiation F
KEYS LEVERS
ATTENTION
Personnel Procedure personnel Strategies
SELECTION
Marginal importance Integrated & key task
PAY
Job evaluation Performance based
COMMUNICATION
Restricted flow/ indirect Increased flow/ direct
JOB DESIGN
Division of Labour Team work
TRAINING & DEVELOPMENT
Controlled access to course Learning organizations.
The role and responsibilities of line managers in human resource practices:
Line managers are managers who are responsible for an employee or work group to a higher
level of management. In the management hierarchy line managers are at the lower layers and
the employee who report to them do not have any responsibilities. They are usually promoted
within the organization.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Human resource coordinators design implement and administer programs to attract and retain
capable employees so as to ensure safe and consistent growth for any organization. They
recruit new employee by short listing the potential candidates and then they are asked to
participate in the group discussion to evaluate applicants and select the best person for the
job.
Human resource managers develop suitable health and safety management programs and
provide advice on compensation, benefits and pension.
2.2 TASK 2
The procedure and practices used for recruiting and selecting candidate.
According to Donald L. Caruth and Gail D. Handlongten, Human Resource Planning is
defined as “the process of analysing an organisation’s human resource needs under changing
conditions and developing the activities necessary to satisfy these needs”.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Rigorous HR planning links people management to the organization’s mission, vision, goals
and objectives, as well as its strategic plan and budgetary resources. The processes by which
management ensures that it has the right personnel, who are capable of completing those
tasks that helps the organization, reach its objectives.
Need for HR planning:
Every organization has to plan for human resource due to the following reasons:
a) The shortage of certain categories of employees and/or variety of skills despite the
problem of unemployment.
b) The rapid changes in technology, marketing, management etc and the consequent
need and demand for new skills and new categories of employees.
c) The changes in organization design and structure affecting manpower demand.
These are basically four stages in HR planning process:
Prepare a forecast:
This where it is important to decide how many employees you need which depends how long
you have been in the business, the more accurate your number will be because you can look
at the growth in the past and forecast based on the numbers. Hence your business’s history
and experience will be your guide in step one as you considers the supply and demand of
your product.
Develop an HR inventory:
This requires knowing the need of number of employees that is needed for the business to
grow. If you have 2 employees in the business but you need ten employees for the growth and
hence it is clear that requirement is eight employees.
Develop a job analysis:
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
This could be the hardest part of the process; you’ll need to figure out what each person will
do according to their capabilities.
Prepare a comprehensive plan:
This is going to be most time consuming of the steps, but is the most critical. This step will
give you the path you’ll take in order to successfully integrate new employee into your
business.
Comparison the structured process for recruitment in two different organisations:
Recruitment refers to the process of attracting, screening and selecting qualified people for a
job at an organization.
Diagram 1: http://www.mwrecruitment.com.au/recruitmentprocess.html#3
MW recruitment is one of the Brisbane’s leading Public Practice accounting recruitmentfirms. MW recruitment Consultants are usually former accountants who have worked in both
commerce and public practice.
Above diagram MW recruitment’s process of recruitment:
1) Database Search- Whenever there is a requirement, database search is done which
has the list of all types of candidates in the system. This data can be used for starting
the process of recruitment.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
2) Advertising- Though there are plenty of candidates in the database, advertising is still
done to invite new and talented people from the market who might be in the database.
The best way is to advertise via internet.
3) Networking and Referrals- This is an important source of candidates, it is believed
that good people know other good people. Referring other people would be helpful to
appoint right people for the job.
4) Processing the applicants- All candidates are put through rigorous and strict
screening interview process. Interviews are conducted by two consultants and during
this process we use competency based and behavioural questioning to understand the
abilities of the candidates.
5) Submission and Interview- Once a candidate is deemed to be worthy of submission,
we will send summary report and the candidates CV in their format. It is followed up
by email to both parties with a call and interview time is arranged as per suitability to both parties. One of the consultants is there at the time of interview.
6) Feedback and Offer- When the interview is completed, we will take and give
feedback to both parties. At this stage all documentation is prepared, references have
been finalised. If an offer is made we will communicate the offer on behalf of client.
Then the process is further is carried.
7) Commencement and Retention- When the candidate commences the role the
consultant will keep in touch with you and your new employee to ensure that both
parties are
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
.
Meeting thier Obligation
Daigram 2: http://www.camotechnologies.com/about_us/quality_process.html
Above is the diagram explaining the process of recruitment.
Diagram 3: http://www.camotechnologies.com/about_us/quality_process.html
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
The different methods in recruitment methods are:
A) Internal Recruitment:
Internal recruitment is when business looks to fill the vacancy from within its existing
workforce Such as promotion.
B) External Recruitment:
External recruitment is when the business looks to fill the vacancy from any suitable
applicant outside the business.
There are three most popular ways of recruitment externally are:
• Job Centres: These are paid for by the government and are responsible for helping
the unemployed find jobs or get training. They also advertise for companies’ vacancy
which is generally free.
• Job Advertisement: Advertisement is the most common form of external
recruitment. They can be found in many places such as local and national newspaper,
notice boards, and recruitment fairs. The cost depends on the advertising and the
coverage needed.
• Recruitment Agency: This agency generally provides information of suitable
candidates and is mostly referred as Head Hunters. These agencies are mainly
specialised agencies which serves in particular areas such as nursing, financial
services, teacher recruitment.
Evaluate selection practices and procedures in two organizations comparing these to best
practices?
A) Online Application
B) Acknowledgement
C) Initial Review
D) Second Stage
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
E) Assessment Centre
F) Job Offer
In the process candidates have to complete an application form and online test which is then
scrutinize or acknowledged by an email upon successful submission. The submitted
application is then reviewed and candidates are updated within 14 days. After careful
consideration of the application process candidates are then offered the job within 14 days of
the assessment centre.
Recruitment and Selection is done by both internal and external manners. As mentioned
earlier in order to attract a vast group of applicants HR managers at British Gas use both the
ways.
As mentioned earlier, the main objective of British gas is to increase the number of
applications for the different vacancies in order to attract a wide range of talent as possible.
For this they the different types of external recruitment strategies.
Some of these strategies are as follows:
• Tester days:
British gas regularly runs women only and BME tester days, with the specific aim of
attracting women and ethnic minorities into engineering and apprenticeships.
• Partnership working:
British gas also use different partnerships with different organisations in order to
focus on under-represented groups including Jobcentre Plus, Windsor Fellowship,
Women and Manual trades.
• Targeted Advertising:
They also use a range of ways and media to appeal to its target audiences. They use
advertising in magazines like Bliss and Sugar. They also redesign their special
webpage for recruitment regularly.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Attracting a wide range of candidates is not the only purpose of the managers but also to
select the right staff. For that a right recruitment process has to be applied. A diagram is
shown below which illustrates the different stages of the recruitment process within British
Gas. The only way to increase the performance of the organisation is to have an efficient
process.
Diagram 4: http://www.evolutionconsultants.com/include/img/ui/candidate-
recruitment.jpg
Organization 2
Recruitment Consultant:
As per the above it is clear that Organization often advertise the job vacancies by newspaper
ads, Job centre and different medium.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Once CV is received a confirmation of the receipt is sent to an application. Application
details is scrutinize carefully. So as to ensure that right decision is made for short listing of
the application received.
After reviewing the application carefully applicant is called for an interview which scheduled
at the agreed time.
If a client requires one more interview to be held in order to make a decision then it is
arranged and applicant is called to attend one. A final decision is made upon this interview. If
an applicant is confirmed for the position then they are informed as per the result. If rejected
or Confirmed for the position applied, applicant is informed via Telephone or Written Letter
for the same.
2.3 TASK 03
The process Job evaluation and the main factors determining pay and also identify a range of
reward system.
According to Michael Armstrong, “Job evaluation is a systematic process for defining the
relative worth or size of jobs within an organisation in order to establish internal relatives and
provide the basis for designing an equitable grade and pay structure, grading jobs in the
structure and managing relatives”.
The main purpose of job evaluation is to identify analyse and measure each job againstspecific requirement or criteria in relative to value of jobs in an appropriate manner. It is not
used for an increment in salary. After job evaluation it is assigned to the appropriate salary
group and corresponding salary range. It is basically done when
a) A new position is established, prior to recruitment
b) When an existing position has changed 10-15% (up or down)
It is generally requested by:
a) The Job Evaluation Committee
b) The Human Resources Office
c) The position supervisor
There are various factors that are considered while doing the Job Evaluation. They are
as follow:
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
STEPS IN THE
EVALUATION
PROCESS:
1. Job
Description:
The Job description
outlines the roles of any
given job including
both day to day tasks
and responsibility. It
helps potential
applicants to decide whether the job they are applying for is suitable for them or not. Any
additional help or assistance is given by the HR group.
2. Approval:
The head of the department reviews the job description and approves the responsibilities,
requirement, and departmental organization contained within a job description presented for
new evaluation and signs it. If Head of the Department does not approve the job descriptionthen it is returned to the supervision for changes.
3. Evaluation:
It is a trained multi member committee which is appointed by the Head of the HR
department. The job evaluation process consists of three general categories:
a) Know-how
b) Problem Solving
c) Accountability
Pay:
In simple words, pay must be perceived and felt to match the level of work and the capacity
of the individual to do it, it must be ‘felt-fair’.
There are different factors that determine the pay:
1) Demand and Supply:
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Table 1 Examples of Job Evaluation Factors
Skill Effort
Education Mental Effort
Experience ProblemSolving
Communication Concentration
Complexity
Responsibility Working
Conditions
Financial Responsibility Mental
Demand
Supervision Physical
Effort
Freedom to Act Visual
DemandDecision-making
Contacts with others
Operational Latitude
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Human Resources management DANIEL SILVESTER
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This factor is one of the most important elements in determining the pay in any
organization. The wage rate depends on the demand and supply of the skilled and
unskilled worker available in the market. If demand is more than pay more or vice aversa.
2) Bargaining Power:
Every organization has Labour Union who is strong enough to force the management or
employer to give competitive wages or pay.
3) Cost of living :
Pay is also determined by the cost of living of the employee to ensure a decent or standard
living wage. Cost of living varies under deflationary and inflationary pressure. If labour union
is strong and employer are not enough aware, here pay is determine to cost of living index
numbers.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
2.4 TASK 04
Evaluate exit procedure used by two organizations, comparing these to best practice and also
analyse the selection criteria for redundancy.
TERMINATION OF EMPLOYEE
EMPLOYEE EXIT
REDUNDANCY DISMISSAL
The exit of employees is important for management because of:
a) The need for compliance with the legal framework on employment protection
(particularly in regard to dismissal and redundancy)
b) The need for sensitivity to the human issues ( especially in regard to retirement
dismissal or redundancy)
c) The need for the organisation to gather feedback from departing employees in order to
identify retention problems ( especially in regard to resignation)
The formal conversation between an employee and HR or any other manager to determine the
reasons the employee is leaving the organization.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
It is important to find out why someone is leaving an organization so that this could help in
analyse the reasons why is there so much employee leaving. Exit interview helps HR
department to find out the trends or typical length of time an employee works in anydepartment this could further help to reduce employee from leaving particular jobs.
The benefits of conducting Exit Interviews for an employer are as follow:
1) It provides an opportunity to ‘make peace’ with disgruntled employees, who might
otherwise with vengeful intentions.
2) It is seen as a sign of positive culture. They are regarded as caring and compassionate
which present an organization is big enough to expose itself to critism.
3) It helps managers to understand and experience of managing people andorganizations. Important process for development is handling feedbacks.
These are the steps to conduct effective exit interviews:
a) Focus on good employees who resign
b) Interview should be conducted by HR manager and not from employee immediate
supervisor.
c) To define the purpose of Exit interview.
d) To define the confidential nature of the process.
Organization 1:
Mailboxes & Etc.
To extent possible, the personnel Department will interview all employees who are leaving
the employ of the Mailboxes and Etc such as resignation, retirement, leave of absence, layoff
and dismissal.
The purpose of the exit interview is to:
a) To determine the reason for termination in order to improve and change management
practices and policies, to reduce unsatisfactory turnover, and to obtain appropriate
information for potential unemployment claims.
b) To inform the employee about the terms and conditions of employment affected by
the separation.
c) It helps to boost good public relation by correcting misinformation and modifying
negative attitudes.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Submission of a letter of resignation to the employee’s supervisor make it’s a voluntary
employment separation. The personal Department will not an employee for voluntary
separation unless a letter of resignation is submitted. Reason for the voluntary separationwill be there on the Personnel Change Form.
The employee will be asked to arrange an exit interview with personnel department.
Following items are to be collected while exit interview:
• Final pay calculation it includes payment for earned/unused vacation, sick leave.
• Insurance continuation rights, is applicable.
•
Preferred Eligible List, is applicable
• Status of other payroll deduction and flexible spending plan.
The employee’s supervisor will take care that all the Mailboxes and Etc property in the
possession of the employee, is returned to the company.
Organization 2:
Consultation organization:
More or less same pattern is followed in any organization for an exit interview. Exit interview
are best conducted face to face because this enables better communication, understanding
interpretation etc and it provides far better opportunity to probe and get to the root of
sensitive or reluctant feelings. At times employees who are shy will prefer to give the exit
interview on questionnaire.
Time of the interview is decided as the employee .Once exit interview is held personnel
department starts taking notes. Arrangements are made for the interview to get the
information. There is set of question to be asked to the employee. Once the interview is held
all the necessary information is collected to provide to the personnel department for making
any change if necessary in the system.
Selection of Redundancy Criteria:
Redundancy is defined by the employment Protection Legislation as dismissal:
a) By reason that the employer has ceased to carry on the business.
b) By reason that the employer has ceased to carry on the business in the place where the
employees was employed.
c) By reason that the requirements of the business for employees to carry out work of a particular kind have ceased or diminished, or are expected to
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
d) For reason ‘not related to the individual concerned’.
Redundant employees are entitled to compensation, in the form of redundancy pay:
a) For loss of security
b) To encourage them to accept redundancy without damage to industrial relations
The employee is not entitled to redundancy pay if:
a) If the employer has made an offer but employee has refused the offer.
b) The employee is of pension age or over, or has less than two years of continuous
employment.
c) The employee has resigned voluntarily, been dismissed due to misconduct or has
otherwise been dismissed for reason not defined as redundancy.
Selection Criteria:
1) The first stage in carrying out a redundancy exercise, regardless of the number of
posts to be made redundant, is to identify the ‘pool’ of employees from which the
candidates for redundancy will be selected.
2) If there is more than one employee in the ‘pool’, objective criteria, precisely defined
and capable of being applied in an independent way, should be used when
determining which employees are to be selected for redundancy. The Human
Resources Advisor and relevant trade union should be consulted on the selection
criteria to be used.
3) The purpose of having objective criteria is to ensure that employees are bit unfairly
selected for redundancy. In considering the criteria for selection, it is important to
ensure that the balance of skills and experience is maintained within the workforce is
appropriate to future operating needs such as skills, experience and aptitude of the
employee, standard of the work performance.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
Conclusion:
Redundancy should be based on length of service, work experience, attendance history, ant
disciplinary record, skills, competencies or performance record. A selection method often
used is ‘last in, first out’. It does not have to be used it is unsatisfactory way of retaining the
most competent workforce.
Selection procedure should be based on a point system which taken as positive way. If only
one person decide selection this may be regarded as unfair. Unfairness does not have to be
overt. It should be communicated clearly to employee. Lack of consultation can result up to
90 days of pay as compensation. The statutory threshold which requires the employer to
consult is 20 employees or more in a three month period.
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
References:
1. Arms t ro n g , M an d Cu mmin s , A . (2 0 0 5 ) Job Evaluat ion A Guide to
Achiev ing Equal Pay . Pu b l i s h ed b y Ko g an Pag e L imi ted .
2. Caru th , Do n a ld L . (1 9 9 7 ) S t a f f i ng t he con t emporary organ i sa t i on
a gu i de t o p l ann i ng , r ec ru i t i ng , and se l ec t i ng f o r human re source
pro fess ionals . Wes tp o r t . Pu b l i s h ed b y Co n n : Qu o ru m.
3. Fer r i s , R .G . (1 9 9 5 ) Handbook o f Human Resource Managemen t .
Camb r id g e . Pu b l i s h ed b y Mas s : B lack wel l Pu b .
4. “Human Resources Managemen t and Personne l managemen t ” .
[o n l in e ] . c i t ed 2 1 t h J an 2 0 1 0 .Acces s v ia
< http://www.alagse.com/hr/hr2.php >
5. The Di f f e rence be t ween Human Resources Managemen t and
Personnel . [o n l in e ] . c i t ed 2 1 t h J an 2 0 1 0 .Acces s v ia
< http://www.blurtit.com/q858638.html >
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Human Resources management DANIEL SILVESTER
Student ID: D019S10598
6. Human Resource Planning . [o n l in e ] . c i t ed 2 2 t h J an 2 0 1 0 .Acces s v ia
< http://work911.com/planningmaster/faq/hrdefinition.htm >
7. “Need f o r Human Resources P l ann i ng” . [o n l in e ] . c i t ed 2 2 t h J an
2 0 1 0 .Acces s v ia
< http://www.citehr.com/4275-need-human-resource-planning.html >
8. S t ages i n S t ra t eg i c Human Resources P l ann i ng . [o n l in e ] . c i t ed 2 2 t h
J an 2 0 1 0 .Acces s v ia
<http://wiki.answers.com/Q/What_are_the_stages_in_strategic_human_resource_pla
nning >
9. “Job Eva l ua t i on” . [o n l in e ] . c i t ed 2 2 t h J an 2 0 1 0 .Acces s v ia
< http://www.odl.state.ok.us/salary/reports/JobEvaluation.pdf >
10. “Ex i t I n t e rv i ew” . [o n l in e ] . c i t ed 1 3 t h J an 2 0 1 0 .Acces s v ia
< http://www.businessballs.com/exitinterviews.htm >
11. “Redundancy Po l i cy – Se l ec t i on Cr i t e r i a” . [o n l in e ] . c i t ed 2 3
t h
J a n
2 0 1 0 .Acces s v ia
< http://www.newforest.gov.uk/committeedocs/gprp/nfr13489.pdf >
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