Larger UK companies
One of the major differences between the UK and other countries is that there exists a more complex mix of employees and managers. Though the structure and hierarchy of UK firms differ somewhat at the individual-firm level, the general structure can be understood as a sort of pyramid that works as follows: Board, president, vice presidents (in charge of different sectors of company management, one of whom is the personnel or HR manager).
In larger UK companies of 1000 or so workers, the human resource director is likely to have an assistant and a specialist working with him or her out of the same office, and then have lower managers that cover the needs of different departments. For smaller firms, the payroll administrator will most likely take care of the human resource needs. In other countries, little or no contact is possible between employees and HR managers.
International trade has “increased by 3 per cent in 2002 and 5 percent in 2003 [and] developing countries made a significant contribution with a robust 9 per cent growth” (UNCTAD, 2005 p. iv). It is certainly the case that the market is ripe for extension into all countries, and the United Kingdom’s TNC’s are in
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In the United Kingdom, there also exists a more complex level of external influences that aid in the proper management of human resources. For example, the Department for Work and Pensions offers help to those who seek jobs in the form of the “New Deal” policies for lone parents, disabled people, etc. There is also a jobseekers allowance to those who are capable of, available for, and actively seeking work (Jobcentre Plus, 2005). For those who are just beginning, on-the-job training is available in both the public and private sectors.
In addition, there are benefits that can be received during sickness in the form of “Statutory Sick Pay” and “Incapacity Benefit”. Payments and pensions are given to the bereaved, especially widowed persons, and allowances are given even for fuel acquisition during the winter months (Department for Work and Pensions, 2005). On-site development of human resources includes youth training programmes, and a lot of training occurs under the supervision of managers in the UK human resource management model.
Though a significant portion of human resource development takes place on the job, the government does involve itself in that area as well. The Adult Learning Inspectorate (ALI) was developed and implemented in 2001 to “raise the standards of education and training in England” (BBC News, 2002). The inspectors scrutinise all training programmes that are funded by the public. The governmental organization also seeks to optimize the learning that takes place in prisons as well as adult education programmes done via the internet.
These factors play an important role in employee satisfaction, and not only cause workers to want to remain on a particular job, but also entice prospective employees. These employees feel themselves to be a more significant part of the work force. As a result of this, the creation of more (efficient) management positions has been considered a major factor in improving the management of human resources in the United Kingdom and Eastern Europe (Federation of European Employers, 2005).
Since firms compete for the best employees, any company that fails to realize this fact makes it very difficult on itself to enter into and benefit from trans-border and overseas ventures.
BBC News. 2002. “On-the-job training ‘inadequate. ’” http://news. bbc. co. uk/1/low/ education/2159294. stm Department for Work and Pensions. “Sick and unable to work. ” Author. http://www. dwp. gov. uk/lifeevent/workage/wa_sick_and_unable_to_work. asp Federation of European Employers. “Human resource management in an expanded European Union. ” London: FedEE. http://www. fedee. com/accession2. shtml