Human Resource Management Report

This report analyzes the role of Human Resource Management (HRM) in John Lewis Plc, a leading retail firm in the United Kingdom. It explores the purpose and functions of HRM, analyzes the strengths and weaknesses of various recruitment and selection processes, and discusses the benefits of HRM practices for both employers and employees. The report also delves into the importance of employee relations and employment legislation in influencing HRM decision-making, and provides a real-world application of HRM practices within the context of John Lewis Plc.

Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Purpose and functions of human resource management........................................................1
P2 Strength and weaknesses of various recruitment and selection process................................4
TASK 2............................................................................................................................................6
P3 Benefits of HRM practices for employer and employee.......................................................6
P4 Effectiveness of different HRM practices in raising organisational profit and productivity.7
TASK 3............................................................................................................................................8
P5 Importance of employee relations in respect to influencing HRM decision-making............8
P6 Key elements of employment legislation and its impact on HRM decision-making............8
TASK 4............................................................................................................................................9
P7 Application of HRM practices in a work-related context......................................................9
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Human resource management includes processes which are conducted by administration
to have adequate manpower in an organisation for achievement of goals and objectives.
Recruitment, selection, directing, compensation, motivation, training and development are
various practices which are performed by HR to have skilled and competent people in firm. This
help management to execute business operations effectively and deliver quality products and
services to people to fulfil their needs and requirements (Human resource management, 2016).
Present report is based on John Lewis Plc which is retail store which has headquarter in United
Kingdom. This assignment defines purpose and functions of human resource to have adequate
staff members in firm. For this, strengths and weaknesses of recruitment approaches and
selections tools are acknowledged by HR to select and use appropriate staffing tools. HRM
practices benefits employer and subordinates to increase profit and productivity of organisation
is also mentioned in this report. Besides this, employee relations and employment legislations are
considered by management to make appropriate decisions (Bratton and Gold, 2017).
Company background
John Lewis Plc is a retail firm which was incorporated by John Lewis in 1864. It is a
firm which has around 38,000 employees that help management to offer cleaning material and
party stationery and many other products to public. This benefits head to earn good amount of
profit that is £4 billion to sustain its position and market share in respect to other rival brands.
TASK 1
P1 Purpose and functions of human resource management
HR plays essential role in organisation, which is to manage manpower for utilising
resources properly in execution of business activities in efficient manner. It is necessary that
John Lewis have sufficient workforce which help manager to provide appropriate products and
services to customers to satisfy them through fulfilment of their demands and needs.
Function of HRM: Managerial, operative and advisory are various functions which are
performed by human resource to attain business goals and objectives (Functions of HRM, 2017).
Managerial function:
1

(Source: Functions of Management, 2018) Planning: This is essential future oriented activity which is conducted by management to
formulate program which help them to make appropriate decisions and design system
accordingly. For this, top personnel of John Lewis need to have ability of predicting and
foresee future to execute business activities to sustain firms position for long time. Organising: It is refer to formal structure which is designed by administration to
construct a network between staff members to distribute them into departments to
conduct operations effectively (Brewster and Hegewisch, 2017). This help HR of John
Lewis to utilise resources that is funds, material and manpower efficiently. Along this,
management even delegate responsibilities to superior for proper coordination of
employees and their efforts. Staffing: This is another function of human resource to have adequate manpower in
organisation. For this, their duty is to retain existing staff members and hire new
candidates for filling vacant positions. Training and development are another activities
which are conducted by management of John Lewis to improve skills and capabilities of
subordinate to provide quality items and services to customers. Along this, performance
assessment, motivation, compensation are other tactics which help HR to have skilled and
competent people in company.
2
Illustration 1: Functions of Management

 Directing: It is another function of HR which is to influence employees performance by
providing them information about tasks and targets required to be accomplished by them.
Management of John Lewis create and maintain relations with subordinates to lead and
supervise them to perform operations in proficient manner (Marchington and et.
al.,2016). Controlling: It is management function to have knowledge about capabilities of staff
members. For this, benchmarks are provided by HR of John Lewis to each employees to
make them perform tasks in organised and systematic manner. Along this, performance
assessment activity is also executed by manager to compare actual results with standards
to make corrective actions.
Operative function: Staffing: Human resource conducts recruitment and selection process to have sufficient
manpower in organisation. For this, management of John Lewis uses internal and external
sources to hire applicants for execution of operations effectively and delivery of quality
products and services to people. Training and development: This is essential activity which is executed by management
to improve skills and knowledge of staff members. Human resource of John Lewis
conducts training sessions and seminars to enhance capabilities of subordinates to
perform tasks in efficient manner. Thus, employees are able to carry out activities and
provide appropriate products and services to people to satisfy their requirements and
needs (Sparrow, Brewster and Chung, 2016). Motivation: It is another function of human resource to increase morale of staff members
and make them dedicated towards assigned job. This help John Lewis to have skilled and
talented subordinates which perform tasks and complete targets within defined deadline. Remuneration: HR responsibility is to set appropriate salary for employees in according
to their job and duties. Along this, they even need to provide incentives and rewards to
staff members in respect to their performance and outcomes to encourage them. Working Conditions: Management even require to provide positive and secure working
environment to subordinates to enhance their productivity. This help human resource of
John Lewis to lower down absenteeism and turnover rate to retain staff members for
longer time.
3

Advisory function:
 Top management/ Department heads: HR responsibility is to manage workforce and
take care that sufficient people are present in organisation. For this, they provide
information to management about skills and knowledge of staff members. This help top
personnel to distribute employees in different department for utilisation of resources
properly. Human resource of John Lewis provide information to subordinates about
benchmarks to direct them and perform tasks in systematic and proficient manner.
Purpose of HRM: These are aim of human resource which direct their activities are
described below:
 Main goal of HR of John Lewis is to maintain relations with employees to make them
dedicated and inspired towards job.
 Provide safe and positive working environment to subordinates to reduce absent rate and
retain them for longer time (Storey, 2014).
 Distribute staff members in units which are finance, operation, marketing, sales, research
and development in according to their skills and capabilities.
 Execute hiring process to have adequate workforce in firm to provide quality products
and services to customers.
 Conduct performance assessment to asses abilities of subordinates to take appropriate
actions. This help management to motivate staff by providing incentives and salary in
respect to their outcomes. Along this, training and development programmes are
formulated for enhancing capabilities of employees.
P2 Strength and weaknesses of various recruitment and selection process
Human resource manager conduct staffing process to have adequate staff members in
organisation for execution of business activities for accomplishment of objectives. For this,
recruitment and selection are activities which are carried out by management of John Lewis to
fill vacant positions from existing staff or hiring new candidates in company.
Recruitment:This is hiring process which help management to utilise current manpower
and appoint new candidates in organisation (Jackson, Schuler and Jiang, 2014). Internal and
external are two types of recruitment which are used by HR to have adequate workforce in firm.
This help them in execution of operations effectively and delivery of appropriate products and
services to customers.
4

Internal sources: It is efficient process which help human resource to increase
productivity level of staff. For this, employees are motivated by management of John Lewis by
giving value and recognising their performance and results. Transfer, promotion, employee
referrals, past members and many other tools are used by management to recruit employee from
organisation. Thus, company's profitability also increases as top personnel is able to retain
skilled and competent people for longer time. These source have certain benefits and demerit
which are stated below:
Advantages:
 It is a easy tool which help human resource to motivate subordinates to conduct activities
effectively and timely complete targets. For this, staff members are informed that they
will be promoted to higher position in according to their results. HR efforts, funds and time are saved which they require to invest to hire new candidates
and make them familiar with company (Paillé, and et. al., 2014).
Limitations:
 Employees are against changes, as they require to work in same manner. Along this, their
opinion is that if management make transformation in business than their performance
will be affected. Thus, organisation productivity is influenced by this.
External sources: This is another form of staffing tool which aid management to have
appoint new joiners in company. For this, HR advertise and inform people about positions that
are vacant to make them apply for job in respect to their knowledge and skills. Newspaper
advertisement, placement agencies, campus recruitment, etc. are various tools of this
techniques. But, this source also have some benefits and disadvantages which is mentioned
beneath:
Advantages: This method help management to raise their manpower by hiring candidates from outside
firm. This also benefit company to have new candidates who brings innovative business
ideas to increase its position and reputation in market (Kramar, 2014).
Limitations:
 Organisation funds and management time is invested to inform public about vacant
position. Besides this, HR even need to conduct activities which are test and interview to
5

select appropriate individual. This is time consuming and manager huge efforts are
invested which affect on firm.
From the above approaches, human resource of John Lewis uses internal sources of
recruitment to utilise their present subordinates to fill higher positions. Besides this, external
methods are used for upper and lower level jobs. Both tools helps management to have sufficient
manpower to conduct business operations and deliver quality products and services to customers.
Selection: Human resource execute interview and test to gather information about
knowledge and skills of candidates to choose appropriate one and provide duties accordingly.
This help management of John Lewis to select and provide duties to individual in respect to their
capabilities, so business operations are executed effectively (Albrecht and et. al., 2015).
Interview: This is one of selection tools which is used by HR of John Lewis to carry out
questioning round to acknowledge abilities of applicant, thereby select best individual. This tool
have some benefits and demerit which are stated below: Advantages: Management is able to analyse knowledge and capabilities of people
through this tool. This also aid them to select appropriate candidate which have ability to
perform tasks.
 Limitations: This is negative method, as it influence on confidence of individual which
are not selected. Along this, management mood and capabilities also determine interview
process and its quality.
TASK 2
P3 Benefits of HRM practices for employer and employee
In John Lewis, human resource uses internal and external sources of recruitment to fill
vacant position. For selection of candidate interview is conducted by management to choose best
applicant which have capability in respect to post. This help manager to appoint a new candidate
which bring new and creative business ideas. Along this company is also benefits in respect to
increment of productivity and profit (Boxall, 2014). Thus, HRM practices that are recruitment,
selection, compensation, training and development advantage management and staff members of
John Lewis which is mentioned below:-
Benefits of HRM practices on employer:
6

Competitive advantage: Human resource practices of recruitment and selection aid to
management of John Lewis to appoint skilled and competent staff members which help them to
position firm higher than rival firms. Company deliver quality products and services to
customers to satisfy their demands, thereby make them loyal towards their different offerings.
Promoting positive behaviour: An organisation can make success only if HR create and
maintain positive working environment in system. It is necessary that employees are kept happy,
so that they conduct business operations in effective manner.
Limitations of HRM practices on employer: Employer uses internal sources for
recruitment which affect on organisation productivity, as new talent is not employed.
Solutions: HR of John Lewis require talented subordinates, for which they conduct
training and development programmes. This help them to have skilled and competent staff
members which conduct business activities in creative and innovative manner.
Benefits of HRM practices on employee:
Job satisfaction: Human resource provide duties and tasks to subordinates in according
to their skills and knowledge. This motivate staff members to perform tasks effectively and attain
targets within defined deadline to get performance appraisal (De Lange, Kooij and Van der
Heijden, 2015).
Limitations of HRM practices on employee: In organisation, there are different
background of people employed which vary with each other on grounds of abilities and needs. In
this, employer face problem to make them work in coordination with each other.
Solutions: HR of John Lewis follow discrimination and equality act which define that
employees are given tasks and appraisal in according to their results. This aid them to increase
morale of subordinates to retain them for longer time.
P4 Effectiveness of different HRM practices in raising organisational profit and productivity
Recruitment, selection, performance assessment, training and development,
compensation are different practices which are conducted by human resource manager. These
activities help management of John Lewis to have sufficient manpower in organisation for
execution of business operations effectively. HR have skilled and competent staff members
which provide quality products and services to customers. Thus, firm establish competitive
advantage in respect to rivals to sustain their position and goodwill in market.
7

Recruitment and selection are activity which is conducted by HR to have sufficient
manpower for execution of business operations effectively. Internal and external sources of
recruitment are used by human resource of John Lewis to fill vacant positions and employ new
candidates in firm. Interview, test and other selection techniques are used by them to choose best
applicant.
Performance assessment is another process which is executed by human resource to have
information about capabilities of subordinates. For this, actual results of employees are compared
with standards. This aid HR of John Lewis to conduct training programmes for enhancing skills
of staff members.
Training and development is an important activity which is conducted by HR of John
Lewis to enhance capabilities and knowledge of subordinates. It is necessary that in John Lewis,
sessions and seminars are conducted by manager to make employees competent to perform tasks
in effective manner. Attracting employees: In John Lewis, human resource inform people that training and
development sessions are conducted regularly either weekly or monthly. This help them
to attract large number of people to apply for job to enhance their capabilities (Salas and
et. al., 2015). Motivating employees: Manager conduct performance assessment activity which help
them to have knowledge about capabilities of subordinates. This help them to increase
morale of staff members by recognising their work and appraising it by providing
incentives and promotion. Retaining employees: HR of John Lewis construct and maintain relations with staff
members which help them to timely acknowledge their issues and conflicts, thereby
provide them solutions. This help them to retain employees by making them dedicated
towards duties.
 Developing employees: Human resource of John Lewis conduct performance assessment
activity which aid them to have information of subordinates capabilities. For this, training
programmes that is sessions and seminars are conducted in firm. This benefits manager to
enhance skills and knowledge of staff members to execute business activities in creative
and innovative manner.
8

TASK 3
P5 Importance of employee relations in respect to influencing HRM decision-making
Employee relations refers to management creating and maintaining connection with staff
members to make them perform tasks in proficient manner. For this, human resource of John
Lewis conduct meeting and conference to inform subordinates about duties and targets. Along
this, administration is able to make appropriate judgements which are beneficial for company by
opinion and suggestions of team members. These are various tactics which are part of employees
relations tactic which are stated below: Trust: Human resource manager or organisations management requited to respect and
give value to employees thoughts and opinions to retain skilled and competent people for
longer time. Openness: Management of John Lewis involve staff members in decision-making
process. Along this, they even provide information about business objectives and market
conditions to make them function accordingly, thereby deliver products and services to
customers. Employees are given value by human resource which encourage them and
inspire towards job. (Donateand de Pablo, 2015). Willingness to co-operate: HR manager and administration of John Lewis required to
keep subordinates work in team for utilisation of resources efficiently. Along this, staff
members efforts are coordinated and they are worked with each other for benefit of
company. Thus, management co-operate with employees which increase their morale to
retain for longer time. Psychological contract: Management of John Lewis formulate document about every
employee skills, knowledge, emotions and mental state to provide them adequate
working environment and tasks. This help human resource of John Lewis to enhance
capabilities of subordinates to maintain their mind towards duties.
Employee relation strategies: Counselling: HR of John Lewis interact with employees to acknowledge issues and
conflicts which are affecting their performance and results. This help management to
motivate staff by providing them solutions and guidance (Jennings and Stadler, 2015).
 Effective communication: Human resource manager provide information to employees
about targets and tasks required to performed by them to satisfy customer's demands.
9

P6 Key elements of employment legislation and its impact on HRM decision-making
Employment legislation refer to laws and rules which are formulated by government to
control and regulate functioning of organisation. It is necessary that management of John Lewis
have knowledge about all acts which are considered while making policies for company. This
help HR to design system and conduct business operations legally. Thus, these are different laws
of government which are stated beneath:
Anti-discrimination act, 1994: This law was constituted by government to regulate that
people are not discriminated by management in respect to gender, age, religion, caste, disability
and other background tactics. HR of John Lewis provide appropriate treatment and duties to
employees in respect to their skills and knowledge. Thus, staff members get appropriate
treatment which help top personnel to retain them for longer time.
Health and safety, 1974: It is another rule which was framed by authorities for
protection and safeguard of health of individual in firm. For this, human resource responsibility
is to provide secure and healthy working environment to subordinates to make them perform
tasks in effective manner. In John Lewis, HR make changes in system and keep check of safety
of employees to encourage them to perform tasks effectively.
Equality act 2010: This law was frame by government to protect rights of men and
women. It is necessary that management provide duties and tasks to staff members in respect to
their capabilities. Along this, HR even require to give compensation to employees in according
to their performance and outcomes. In John Lewis, human resource provide appraisal and
promotion to subordinates in respect to their results. This help them to motivate employees by
giving equality to both women and men (Ones, Viswesvaran and Schmidt,2017).
Thus, these are various employment legislation which are considered by management of
John Lewis to make appropriate decisions in respect to providing activities to subordinates.
TASK 4
P7 Application of HRM practices in a work-related context
Human resource conduct recruitment process to have sufficient manpower in organisation
for execution of business operations effectively. For this, job specification is document which
help management of John Lewis to inform people about vacant position. This help them to have
adequate candidates to select applicant and provide them duties accordingly.
10

In John Lewis, human resource organises one day trip every month for employees. They
took staff members at resort where amusement and fun activities are conducted. It is essential
that subordinates are moved from monotonous routine. This strategy is adopted by them to make
subordinates motivated and encourage them towards job. Along this, stress and tension level of
workers and manager reduces which benefit both in creation of innovative and creative business
ideas. Thus, management is able to retain skilled and competent people for longer time.
CONCLUSION
As per above report, it can be concluded that human resource management consists
important part in organisation. Recruitment, selection, compensation, training and development
are practices which are executed by management to have sufficient manpower for achieving
business goals and objectives. Managerial, operative and advisory functions are performed by
them for having skilled and competent people in organisation. Besides this, management
consider employment legislation and employee relations while carrying out decision process.
11

REFERENCES
Books and Journals
Albrecht, S. L. and et. al., 2015. Employee engagement, human resource management practices
and competitive advantage: An integrated approach. Journal of Organizational
Effectiveness: People and Performance. 2(1). pp.7-35.
Boxall, P., 2014. The future of employment relations from the perspective of human resource
management. Journal of Industrial Relations, 56(4), pp.578-593.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in European human resource
management: The Price Waterhouse Cranfield survey. Taylor & Francis.
De Lange, A. H., Kooij, D. T. A. M. and Van der Heijden, B. I. J. M., 2015. Human resource
management and sustainability at work across the lifespan: An integrative
perspective. Facing the challenges of a multi-age workforce: A use-inspired approach.
pp.50-79.
Donate, M. J. and de Pablo, J. D. S., 2015. The role of knowledge-oriented leadership in
knowledge management practices and innovation. Journal of Business Research. 68(2).
pp.360-370.
Jackson, S. E., Schuler, R. S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals. 8(1). pp.1-56.
Jennings, B. and Stadler, R., 2015. Resource management in clouds: Survey and research
challenges. Journal of Network and Systems Management. 23(3). pp.567-619.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach?. The International Journal of Human Resource
Management. 25(8). pp.1069-1089.
Marchington, M. and et. al., 2016. Human resource management at work. Kogan Page
Publishers.
Ones, D. S., Viswesvaran, C. and Schmidt, F. L., 2017. Realizing the full potential of
psychometric meta-analysis for a cumulative science and practice of human resource
management. Human Resource Management Review. 27(1). pp.201-215.
Paillé, P. and et. al., 2014. The impact of human resource management on environmental
performance: An employee-level study. Journal of Business Ethics. 121(3). pp.451-466.
Salas, E. and et. al., 2015. Understanding and improving teamwork in organizations: A
scientifically based practical guide. Human Resource Management. 54(4). pp.599-622.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Online
Human resource management. 2016. [Online]. Available through:
<http://www.yourarticlelibrary.com/hrm/human-resource-management-functions-
managerial-operative-and-advisory-function/27995/>.
Functions of HRM. 2017. [Online]. Available through: <https://www.keka.com/5-major-
functions-human-resource-management/>.
12