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Flexible working patterns have advantages and disadvantages that impact not only on individuals but also on the business and the economy as a whole. Although flexible working practices and part-time working provide opportunities for people may otherwise be excluded from the workplace, individuals can feel insecure in such employment, particularly if they are constantly working on short-term contracts. There is also evidence that part-time or flexible workers receive less training than their full-time counterparts. In these circumstances individuals can feel their contribution is undervalued.
In turn, insecurities and frustrations experienced by part-time staff may affect their job satisfaction and, ultimately, their performance. This then impacts on the organisation, as it has to manage higher staff turnover rates. One solution that may overcome this is that if we think of our lives as ‘inside-out doughnuts’, with a core in the middle (the essentials of life) and the bounded space on the outside as our opportunities, workers can achieve satisfaction in other areas of our lives, even if the workers jobs are unfulfilling. APPENDICE 3
HRM plays a part in enabling Asda to improve its overall competitiveness in the market place. In the last decade of the twentieth century, we saw a transformation in the way companies like Asda started dealing with the people who were their employees. Instead of seeking to get the best out of people just for the sake of the business- i. e. to help it achieve its objectives- the new emphasis termed ‘Human Resource Management’ (HRM) was that people would only work their best for the company if the company gave priority to identifying and seeking to meet the personal needs and objectives of its employees.
This distinction is very subtle- but it is an important distinction to understand. A second important change in people management was a recognition that ‘people work’ was not just the responsibility of the ‘HR’ department. It is the responsibility of all managers in Asda- supported by HRM specialists. Increasingly, responsibility for recruitment, selection, appraisal and training is carried out by managers who work on an ongoing basis with employees rather than by a specialist in a centralised HRM function.
A third key change in people management was that HRM was given a great deal more status in Asda. Instead of being something carried on at lower levels of the business, HRM is now recognised as a key ‘strategic’ area of the business (i. e. one that needs to be given priority in organisational planning involving senior managers). Overall, HRM plays a vital part in Asda and many other businesses alike.
If it recruits the right people with the skills and experience needed for the job, the business will run smoothly but if it doesn’t then they will need to recruit some other people costing a lot of money for advertising, training, etc costing the business a high labour turnover rate. If it is to strive in the market place, not only does it need to meet the needs of the customers, but also of employees. If staff are motivated and incredibly fluent in their line of work, they would produce a quality service and production meaning that more people would want to shop at Asda.