In contemporary organisations, supervisors and managers have some degree of human resources responsibilities built into their job description. While it is true that each organisation may have different ideas of what these responsibilities are or should be, defining the HR responsibilities that should be included in management positions will help identify how an organisation can best prepare people for tasks they may have to undertake now and in the future. Understanding the level of competency managers and supervisors have in each of the HR functions will help us to identify how deep we may need to delve our training initiatives.
In light of this statement, select an organisation that you are familiar with, and have a good understanding of the business environment and HR processes of this organisation. Analyse the business environment and complete the project questions below.
Based on the analysis of the business environment and HR management trends of the selected organisation, develop a report document for presentation to the executives on the key human resource management dynamics and practices that should be understood or applied by managerial staff when managing their teams. The report should provide sufficient reference to the organisational context and extensive application of relevant theory. The report should focus on the following
areas:
With reference to your organisational context, critically discuss the contemporary issues and challenges facing human resource management to enlighten executives on the implications of these issues on their work as supervisors and managers. Apply practical examples to corroborate your answer.

1.1 In most cases, managers involved in the performance evaluation process also assume responsibility for all of the evaluation’s steps from beginning to end; starting from the employee’s first day on the job until the annual performance appraisal. However, research consistently reveals that humans have tremendous limitations in processing information. Because we are so limited, we often use simplifying mechanisms, to make judgements, whether about investments or about people. These heuristics, which appear often in subjective measures of performance, can lead to rater errors. Based on the analysis of performance management process of your organisation and suitable theory, provide a critical evaluation of the rater errors in performance management, and recommend suitable solutions in order to avoid such errors in future.
1.2.   With the right performance appraisal method, organisations can enhance employee performance within the organisation. A good employee performance review method can make the whole experience effective and rewarding. Evaluate the Comparative and the Attribute Approaches to performance management, highlighting the strengths and weaknesses of these approaches to ensure that managers will select a suitable approach for the organisation. Suggest strategies for mitigating the limitations of these methods.
1.3.   Senior management and employees in your organisation seem to approach employment issues from vastly different perspectives. Employees want to belong to one of the major industry unions for various reasons, but management is not content with the decision because trade unions are viewed as disruptive. With reference to relevant legislation and theory, discuss the reasons why employees join trade unions, and advise your management on the organisational rights of majority trade unions.
1.4 . The searching of suitable candidates and informing them about the openings in the enterprise is the most important aspect of recruitment process, and the HR manager needs to know how to do the recruitment and selection process the right way. Apply relevant theory and practical examples in debating the idea of use of internal recruitment methods for vacant managerial positions in your organisations. Evaluate how technology improves the recruitment and selection process for modern organisations.