PRINCIPLES OF HUMAN RESOURCE MANAGEMENT
MGTPD2001
REFERRAL COURSEWORK
AUGUST 2007
Q1 My chosen organisation is a Liverpool Technology College (TC). TC has well established procedures for the management of the organization. These have arisen as a result of staff requiring guidance in fulfilling their roles, students requiring effective supervision, the need to meet statutory requirements, the demands of collective agreements with the Local Authority and the rights and responsibilities outlined in staff conditions of service. To a great extent the procedures fit well with the ACAS model and the TC benefits from this. However, the procedures have been developed in an ad hoc fashion; the TC fails to benefit from a completely coherent approach to people management. It is very interesting to review the TC against the model to see what further benefit could be achieved.
While there are clear Equal Opportunities policies there is a sense in which minority ethnic staff are invisible in the decision making process. This is an under use of a valuable resource. Similarly, while the systems of communication are extensive there is a tendency for them to create conformity rather than initiative and innovation. There is certainly innovation within teams but these successes may not be shared across the TC. A more open, celebratory culture would help as would vertically organised brainstorming sessions, involving staff from all levels in the organisation, on the development of the TC as a whole.
The staff development arrangements allow for staff pastoral support but this clashes with the overall target driven approach to the workplace and the inability for staff to take time out during term time. A more flexible and resourced approach may cut down on absentee ...