Developing Individuals, Teams, and Organizations: A Case Study of H&M
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AI Summary
This report examines the professional skills and behaviors required by HR professionals at H&M. It analyzes a personal skills audit for an employee, Jane Cambridge, to identify training and development needs. The report also explores the differences between organizational and individual learning, training, and development, and discusses the need for professional development and continuous learning in attaining sustainable business performance. Finally, it evaluates different approaches to performance management and provides specific examples of how they support a high-performance culture and commitment.
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Table of Contents
TABLE OF FIGURES......................................................................................................................... 2
INTRODUCTION.............................................................................................................................. 3
SECTION 1...................................................................................................................................... 4
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB) THAT ARE
REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT.................................................4
B) ANALYSE A COMPLETED PERSONAL SKILLS AUDIT FOR AN EMPLOYEE: JANE CAMBRIDGE
TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS.................................................................7
C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN HER HR OFFICER
ROLE........................................................................................................................................... 8
D) ANALYSE DIFFERENCES BETWEEN ORGANISATIONAL AND INDIVIDUAL LEARNING;
TRAINING AND DEVELOPMENT.................................................................................................9
E) NEED OF PROFESSIONAL DEVELOPMENT AND CONTINUOUS LEARNING IN ATTAINING
SUSTAINABLE BUSINESS PERFORMANCE................................................................................. 12
SECTION 2.................................................................................................................................... 15
I) DEMONSTRATE UNDERSTANDING OF HOW HPW CONTRIBUTES TO EMPLOYEE
ENGAGEMENT AND COMPETITIVE ADVANTAGE WITHIN A SPECIFIC ORGANISATIONAL
SITUATION............................................................................................................................... 15
II) EVALUATE DIFFERENT APPROACHES TO PERFORMANCE MANAGEMENT AND USING
SPECIFIC EXAMPLES SHOWING HOW THEY SUPPORT HIGH-PERFORMANCE CULTURE AND
COMMITMENT.........................................................................................................................16
CONCLUSION............................................................................................................................... 19
REFERENCES................................................................................................................................. 20
1
TABLE OF FIGURES......................................................................................................................... 2
INTRODUCTION.............................................................................................................................. 3
SECTION 1...................................................................................................................................... 4
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB) THAT ARE
REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT.................................................4
B) ANALYSE A COMPLETED PERSONAL SKILLS AUDIT FOR AN EMPLOYEE: JANE CAMBRIDGE
TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS.................................................................7
C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN HER HR OFFICER
ROLE........................................................................................................................................... 8
D) ANALYSE DIFFERENCES BETWEEN ORGANISATIONAL AND INDIVIDUAL LEARNING;
TRAINING AND DEVELOPMENT.................................................................................................9
E) NEED OF PROFESSIONAL DEVELOPMENT AND CONTINUOUS LEARNING IN ATTAINING
SUSTAINABLE BUSINESS PERFORMANCE................................................................................. 12
SECTION 2.................................................................................................................................... 15
I) DEMONSTRATE UNDERSTANDING OF HOW HPW CONTRIBUTES TO EMPLOYEE
ENGAGEMENT AND COMPETITIVE ADVANTAGE WITHIN A SPECIFIC ORGANISATIONAL
SITUATION............................................................................................................................... 15
II) EVALUATE DIFFERENT APPROACHES TO PERFORMANCE MANAGEMENT AND USING
SPECIFIC EXAMPLES SHOWING HOW THEY SUPPORT HIGH-PERFORMANCE CULTURE AND
COMMITMENT.........................................................................................................................16
CONCLUSION............................................................................................................................... 19
REFERENCES................................................................................................................................. 20
1
TABLE OF FIGURES
Figure 1 Honey and Mumford Learning Style...............................................................................13
Figure 2 Kolb's Learning Style...................................................................................................... 14
2
Figure 1 Honey and Mumford Learning Style...............................................................................13
Figure 2 Kolb's Learning Style...................................................................................................... 14
2
INTRODUCTION
The aim of this report is to describe the professional skills and the behaviour needed by an
organization under the department of human resource. The responsibilities and the roles are
elaborated. The training needs are identified using the employee audit so that they can be
enhanced which will reflect their performance in an organization thereby building the
commitment as well as the culture (Ford, 2014). This is done by monitoring as well as managing
the performance of the employees. This, in turn, will bring out the communication to take place
effectively in meeting the goals of the organization.
3
The aim of this report is to describe the professional skills and the behaviour needed by an
organization under the department of human resource. The responsibilities and the roles are
elaborated. The training needs are identified using the employee audit so that they can be
enhanced which will reflect their performance in an organization thereby building the
commitment as well as the culture (Ford, 2014). This is done by monitoring as well as managing
the performance of the employees. This, in turn, will bring out the communication to take place
effectively in meeting the goals of the organization.
3
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SECTION 1
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB)
THAT ARE REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT
The organization growth is achieved with the help of performance management of the
organization through the human resource department. This department describes the roles and
the responsibilities which are required for implementation of the operations.
The factors considered for the HR professionals are skills, knowledge, and the behaviour
concerning the roles and responsibilities.
KNOWLEDGE
The organization organizes the various activities for the employees in order to increase their
knowledge. The implementation of the knowledge takes place through the various learning
styles (Chai, et al. 2011). The knowledge includes the practices implemented by the HR
department as well as the policies concerning the regulation.
SKILLS
The skills are built by the providing the training to the employees so that they can learn new
things that will help in the performing their roles and responsibilities (Schmidt, 2012). The skills
needed for the employees are decision-making skills, communication skills, management skills,
negotiation skills, analytical skills, and the technological skills.
BEHAVIOUR
The behaviour of the employees is calculated on the basis of their interaction involved with the
other staff members in the organization. The behaviour takes into account the ability to think
critically, and working along with the other staff members.
The process of recruitment helps in sorting out those candidates who will provide benefit as
well as increase the profit of the organization (Al Hazmi and Mohamed, ND). This process is
done by the HR department. First of all, the screening is done of the individuals who are
4
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB)
THAT ARE REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT
The organization growth is achieved with the help of performance management of the
organization through the human resource department. This department describes the roles and
the responsibilities which are required for implementation of the operations.
The factors considered for the HR professionals are skills, knowledge, and the behaviour
concerning the roles and responsibilities.
KNOWLEDGE
The organization organizes the various activities for the employees in order to increase their
knowledge. The implementation of the knowledge takes place through the various learning
styles (Chai, et al. 2011). The knowledge includes the practices implemented by the HR
department as well as the policies concerning the regulation.
SKILLS
The skills are built by the providing the training to the employees so that they can learn new
things that will help in the performing their roles and responsibilities (Schmidt, 2012). The skills
needed for the employees are decision-making skills, communication skills, management skills,
negotiation skills, analytical skills, and the technological skills.
BEHAVIOUR
The behaviour of the employees is calculated on the basis of their interaction involved with the
other staff members in the organization. The behaviour takes into account the ability to think
critically, and working along with the other staff members.
The process of recruitment helps in sorting out those candidates who will provide benefit as
well as increase the profit of the organization (Al Hazmi and Mohamed, ND). This process is
done by the HR department. First of all, the screening is done of the individuals who are
4
followed by the process of interview, and then the hiring of the candidates is done by
shortlisting the candidates. After the candidates are short listed out, their training process gets
started for building the needed skills required for the organization. These all activities are
conducted by the Human Resource department. The policies and the framework are also
explained to the candidates that will help in maintaining the ethical standards of the
organization (Ali, 2012). In order to boost the confidence of the employees, the motivation is
also provided to the employees. The other responsibilities of the HR department include the
management of the payroll, employee’s salary, etc.
DETERMINATION OF BEHAVIOUR, KNOWLEDGE, AND SKILLS
Table 1- KSB
ROLES OF HR OFFICER KSB COMMENTS
Diversification principle along
with equality of all the
employees in the organization.
B Behaviour is required.
Employee’s safety and the
protection must be ensured
through the communication
process that will help in
performance management.
K+S Knowledge along with skills is
required.
The process of recruitment
enabling the description of the
job responsibilities by promotion
and advertising.
K+S Knowledge along with skills is
required.
Maintenance of the employee
records
S Skill is required.
Provision of training to the
employees.
K Knowledge is required.
Resolving the issues through
updating the policies that will
help in increasing the efficiency
K Knowledge is required.
5
shortlisting the candidates. After the candidates are short listed out, their training process gets
started for building the needed skills required for the organization. These all activities are
conducted by the Human Resource department. The policies and the framework are also
explained to the candidates that will help in maintaining the ethical standards of the
organization (Ali, 2012). In order to boost the confidence of the employees, the motivation is
also provided to the employees. The other responsibilities of the HR department include the
management of the payroll, employee’s salary, etc.
DETERMINATION OF BEHAVIOUR, KNOWLEDGE, AND SKILLS
Table 1- KSB
ROLES OF HR OFFICER KSB COMMENTS
Diversification principle along
with equality of all the
employees in the organization.
B Behaviour is required.
Employee’s safety and the
protection must be ensured
through the communication
process that will help in
performance management.
K+S Knowledge along with skills is
required.
The process of recruitment
enabling the description of the
job responsibilities by promotion
and advertising.
K+S Knowledge along with skills is
required.
Maintenance of the employee
records
S Skill is required.
Provision of training to the
employees.
K Knowledge is required.
Resolving the issues through
updating the policies that will
help in increasing the efficiency
K Knowledge is required.
5
thereby bringing higher
performance.
Determination of the training
needs.
S Skills are required
Providing the staff, the
handbook
S Skills are required.
Employment laws to be
interpreted
K+S Knowledge along with skills is
required.
Implementation of procedures
and policies of the different
types of the department of the
organization.
K+S Knowledge of the system along
with skills for the policies are
required.
6
performance.
Determination of the training
needs.
S Skills are required
Providing the staff, the
handbook
S Skills are required.
Employment laws to be
interpreted
K+S Knowledge along with skills is
required.
Implementation of procedures
and policies of the different
types of the department of the
organization.
K+S Knowledge of the system along
with skills for the policies are
required.
6
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B) ANALYSE A COMPLETED PERSONAL SKILLS AUDIT FOR AN EMPLOYEE: JANE
CAMBRIDGE TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS
The personal audit does the analysis which helps in determining the individual strength and
weakness in order to enhance the knowledge and skills of the individual which will develop the
individual as a whole.
The procedure helps in implementing the personal audit. The initial steps include the aims and
objectives (Kettle, 2013). This is followed by the risk assessment and then the process of
research is carried out for improving certain areas. Then, the strategy for marketing is built on
achieving the aims and objectives. Lastly, the analysis of the review and feedback is done for
improving the audit further.
TRAINING AND DEVELOPMENT NEEDS OF JANE CAMBRIDGE
Following are the training and development needs described below:
Supervisory Management
The supervisory management defines the roles and the responsibilities of the Jane Cambridge.
The learning acquired through the job will have the advantage to the Jane Cambridge. This is
needed by the Jane Cambridge as she was unable to allocate the duties to some people.
Communication Skills
The need for improving the communication skills of Jane Cambridge arises when she was
unable to answers the questions asked by the audience in the presentation held at some place.
Training is a must for improving the communication skills in the drafting areas concerning with
employment (Sonenshein, et al. 2013).
Problem Solving Skills
The need for improving the problem-solving skills of the Jane Cambridge arises as she lacks the
critical thinking capability in solving the problems (Lockwood, 2012). These are the
opportunities possessed by the Jane Cambridge.
7
CAMBRIDGE TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS
The personal audit does the analysis which helps in determining the individual strength and
weakness in order to enhance the knowledge and skills of the individual which will develop the
individual as a whole.
The procedure helps in implementing the personal audit. The initial steps include the aims and
objectives (Kettle, 2013). This is followed by the risk assessment and then the process of
research is carried out for improving certain areas. Then, the strategy for marketing is built on
achieving the aims and objectives. Lastly, the analysis of the review and feedback is done for
improving the audit further.
TRAINING AND DEVELOPMENT NEEDS OF JANE CAMBRIDGE
Following are the training and development needs described below:
Supervisory Management
The supervisory management defines the roles and the responsibilities of the Jane Cambridge.
The learning acquired through the job will have the advantage to the Jane Cambridge. This is
needed by the Jane Cambridge as she was unable to allocate the duties to some people.
Communication Skills
The need for improving the communication skills of Jane Cambridge arises when she was
unable to answers the questions asked by the audience in the presentation held at some place.
Training is a must for improving the communication skills in the drafting areas concerning with
employment (Sonenshein, et al. 2013).
Problem Solving Skills
The need for improving the problem-solving skills of the Jane Cambridge arises as she lacks the
critical thinking capability in solving the problems (Lockwood, 2012). These are the
opportunities possessed by the Jane Cambridge.
7
Information Technology Skills
The need for improving the information technology arises as she lacks to have the knowledge of
database and the software of the HR department.
C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN
HER HR OFFICER ROLE
The development of the interpersonal skills must be required by the HR Professionals through
the professional development plan.
Table 2- Personal Skills AUDIT
Development Needs Development
type
Time Duration Implemented by
INFORMATION TECHNOLOGY
Using the Database Training is
needed
2 months Manager
HR software Training needed 3months Manager
Excel Spreadsheet Training needed 25 days Manager
COMMUNICATION SKILL
Drafting contract of
employment
Training needed 1 month Manager
Notes needed for disciplinary
hearings
Needed Training
and Self-
Learning
1 month Manager
Questioning Workshop
needed
15 days Staff
Solving criticisms Needed Training
and Workshop
3 month Manager
PROBLEM-SOLVING SKILLS
The capability of handling the
complex tasks and skills of
verbal reasoning
Needed
workshop
3 months Manager
8
The need for improving the information technology arises as she lacks to have the knowledge of
database and the software of the HR department.
C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN
HER HR OFFICER ROLE
The development of the interpersonal skills must be required by the HR Professionals through
the professional development plan.
Table 2- Personal Skills AUDIT
Development Needs Development
type
Time Duration Implemented by
INFORMATION TECHNOLOGY
Using the Database Training is
needed
2 months Manager
HR software Training needed 3months Manager
Excel Spreadsheet Training needed 25 days Manager
COMMUNICATION SKILL
Drafting contract of
employment
Training needed 1 month Manager
Notes needed for disciplinary
hearings
Needed Training
and Self-
Learning
1 month Manager
Questioning Workshop
needed
15 days Staff
Solving criticisms Needed Training
and Workshop
3 month Manager
PROBLEM-SOLVING SKILLS
The capability of handling the
complex tasks and skills of
verbal reasoning
Needed
workshop
3 months Manager
8
D) ANALYSE DIFFERENCES BETWEEN ORGANISATIONAL AND INDIVIDUAL
LEARNING; TRAINING AND DEVELOPMENT
LEARNING PROCESS
The learning process is accompanied for the individual and the organization so that knowledge
can be developed by information gaining. This accounts for the action and the behaviour of the
individual. The support is being provided by the mental models (Hollenbeck, et al. 2018). If the
migration is involved then the information is no longer available which was acquired by
learning.
TRAINING PROCESS
The training process is conducted so that the skills and the behaviour of the employees are
enhanced as well as improved (Durlak, et al. 2011). This is done through the organization of the
activities so that their roles at the respective profiles of the job could take an advantage. The
H&M organization implements the digital training for improving the employee’s skills and the
capabilities.
DEVELOPMENT PROCESS
The development process is the process focussing on the development of the employees to be
done continuously in order to develop the job maturity so that the roles, as well as the
responsibilities concerning the employees, as well as the responsibilities concerning the
employees, can be performed better at the workplace. The career of the individual is enhanced
through the development process. The H&M development process implemented in the
organization helps in focusing on the quality of products being built as well as developed in
order to maintain the effective relations with the customers.
The development of the individual takes place through the training which helps in building the
capabilities, opportunities, and the skills (Crook, et al. 2011). This is conducted in a limited
duration of the time along with improving the performance of the individual thereby building a
huge competition for the rival parties.
9
LEARNING; TRAINING AND DEVELOPMENT
LEARNING PROCESS
The learning process is accompanied for the individual and the organization so that knowledge
can be developed by information gaining. This accounts for the action and the behaviour of the
individual. The support is being provided by the mental models (Hollenbeck, et al. 2018). If the
migration is involved then the information is no longer available which was acquired by
learning.
TRAINING PROCESS
The training process is conducted so that the skills and the behaviour of the employees are
enhanced as well as improved (Durlak, et al. 2011). This is done through the organization of the
activities so that their roles at the respective profiles of the job could take an advantage. The
H&M organization implements the digital training for improving the employee’s skills and the
capabilities.
DEVELOPMENT PROCESS
The development process is the process focussing on the development of the employees to be
done continuously in order to develop the job maturity so that the roles, as well as the
responsibilities concerning the employees, as well as the responsibilities concerning the
employees, can be performed better at the workplace. The career of the individual is enhanced
through the development process. The H&M development process implemented in the
organization helps in focusing on the quality of products being built as well as developed in
order to maintain the effective relations with the customers.
The development of the individual takes place through the training which helps in building the
capabilities, opportunities, and the skills (Crook, et al. 2011). This is conducted in a limited
duration of the time along with improving the performance of the individual thereby building a
huge competition for the rival parties.
9
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Table 3- DIFFERENCES OF INDIVIUDAL AND ORGANIZATIONAL LEARNING
INDIVIDUAL LEARNING ORGANIZATION LEARNING
The individual learning involves the learning of the
single person.
The organization learning involves the learning of
the group or the collection of the people.
The objective of this type of learning is to increase
the passion as well as the need towards the work.
The objective of this type of learning helps to
attain the goals concerned with the organization.
The advantage of individual learning enhances the
organization performance.
The advantage of organization learning enhances
and builds the employees growth.
The learning can be done by teaching and self-
study.
The learning can be done by professionals as well
as the experts who have the experience.
The tough decisions are being made by the
individual (Knowles, et al. 2012).
The strategies are implemented in the
organization for all the employees.
The efforts included here is high. The efforts included here is low.
The training of the H&M for the employees is done of the candidates who get sorted out
through the recruitment process in order to build the skills needed by the organization so that
potential can be developed in them.
INDIVIDUAL TRAINING
The styles of the individual training are as follows:
Kinesthetic Learning
The tasks are performed repetitively by the employees based on their skills and knowledge and
higher they repeat the same tasks the deep learning will be gained by them
Visual Learner-
The visionary sense of the individuals can help in learning the skills and knowledge with the
help of which they can become master of a field like notes making along with the book reading.
10
INDIVIDUAL LEARNING ORGANIZATION LEARNING
The individual learning involves the learning of the
single person.
The organization learning involves the learning of
the group or the collection of the people.
The objective of this type of learning is to increase
the passion as well as the need towards the work.
The objective of this type of learning helps to
attain the goals concerned with the organization.
The advantage of individual learning enhances the
organization performance.
The advantage of organization learning enhances
and builds the employees growth.
The learning can be done by teaching and self-
study.
The learning can be done by professionals as well
as the experts who have the experience.
The tough decisions are being made by the
individual (Knowles, et al. 2012).
The strategies are implemented in the
organization for all the employees.
The efforts included here is high. The efforts included here is low.
The training of the H&M for the employees is done of the candidates who get sorted out
through the recruitment process in order to build the skills needed by the organization so that
potential can be developed in them.
INDIVIDUAL TRAINING
The styles of the individual training are as follows:
Kinesthetic Learning
The tasks are performed repetitively by the employees based on their skills and knowledge and
higher they repeat the same tasks the deep learning will be gained by them
Visual Learner-
The visionary sense of the individuals can help in learning the skills and knowledge with the
help of which they can become master of a field like notes making along with the book reading.
10
ORGANIZATIONAL LEARNING
Personal Mastery
With the help of personal mastery, the goals of the organization are being determined and the
employees and organization both are benefited
Shared vision
The motive of the company can be decided by the help of the shared vision of the employees
and the organization and the employees are being motivated for the attainment of
organizational and personal benefits (Marsick and Watkins, 2015).
Team learning
The different training and the programs that are being provided to the team members help in
the team learning which led to the enhanced performance of the team along with the
organization.
Mental Models
The specific demands and the needs of the organization are being decided so that awareness
can be created amongst the employees of the organization.
System Learning
This is one of the holistic approaches to learning in which the system constituent’s parts of the
organization are focused and the complete knowledge of the system of H&M can be effectively
gained (Sitzmann and Ely, 2011).
11
Personal Mastery
With the help of personal mastery, the goals of the organization are being determined and the
employees and organization both are benefited
Shared vision
The motive of the company can be decided by the help of the shared vision of the employees
and the organization and the employees are being motivated for the attainment of
organizational and personal benefits (Marsick and Watkins, 2015).
Team learning
The different training and the programs that are being provided to the team members help in
the team learning which led to the enhanced performance of the team along with the
organization.
Mental Models
The specific demands and the needs of the organization are being decided so that awareness
can be created amongst the employees of the organization.
System Learning
This is one of the holistic approaches to learning in which the system constituent’s parts of the
organization are focused and the complete knowledge of the system of H&M can be effectively
gained (Sitzmann and Ely, 2011).
11
E) NEED OF PROFESSIONAL DEVELOPMENT AND CONTINUOUS LEARNING IN
ATTAINING SUSTAINABLE BUSINESS PERFORMANCE
Continuous learning principle is applied in the workforce of the H&M in which the employees
are being retained and no new hiring is being done. There are different presentations,
programs, training and workshops are being conducted of implementation of the continuous
learning and the employee's knowledge regarding the latest technologies are being made up to
date that can help in their professional development (García-Morales, et al. 2012). The personal
growth and the skills of the individual are being enhanced by the continuous learning which
makes H&M a successful organization.
The models that can be used for continuous learning and in the attainment of sustainable
business performance includes-
HONEY AND MUMFORD LEARNING STYLE
This style of learning is very similar to the Kolb’s learning cycle in which the various stages like
the planning, reviewing, concluding and experiencing the work takes place. This learning style
led to the attainment of the competitive advantage by the H&M (Sallis, 2014). this model of
Peter Honey and Alan Mumford has helped the H&M in the establishment of better relations
with their customers.
Figure 1 Honey and Mumford Learning Style
Source: Admin, 2010
12
ATTAINING SUSTAINABLE BUSINESS PERFORMANCE
Continuous learning principle is applied in the workforce of the H&M in which the employees
are being retained and no new hiring is being done. There are different presentations,
programs, training and workshops are being conducted of implementation of the continuous
learning and the employee's knowledge regarding the latest technologies are being made up to
date that can help in their professional development (García-Morales, et al. 2012). The personal
growth and the skills of the individual are being enhanced by the continuous learning which
makes H&M a successful organization.
The models that can be used for continuous learning and in the attainment of sustainable
business performance includes-
HONEY AND MUMFORD LEARNING STYLE
This style of learning is very similar to the Kolb’s learning cycle in which the various stages like
the planning, reviewing, concluding and experiencing the work takes place. This learning style
led to the attainment of the competitive advantage by the H&M (Sallis, 2014). this model of
Peter Honey and Alan Mumford has helped the H&M in the establishment of better relations
with their customers.
Figure 1 Honey and Mumford Learning Style
Source: Admin, 2010
12
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KOLBS LEARNING STYLE
The employees of the H&M can learn continuously and develop themselves professionally by
the Kolb’s learning style-
Figure 2 Kolb's Learning Style
Source: McLeod, 2015
Abstract Experience
The reflection of the existing abstract concept of an individual can help in the development of
the new concepts and a new idea of learning.
Reflection Observations
The H&M employees do keenly observe the skills for gaining new experience which help the
learners by the aid of the virtue of experience.
Active Experimentation
New effective theories and concepts are developed by the learners based on the existing
theories which result in the better observations (Bass and Dalal-Clayton, 2012).
13
The employees of the H&M can learn continuously and develop themselves professionally by
the Kolb’s learning style-
Figure 2 Kolb's Learning Style
Source: McLeod, 2015
Abstract Experience
The reflection of the existing abstract concept of an individual can help in the development of
the new concepts and a new idea of learning.
Reflection Observations
The H&M employees do keenly observe the skills for gaining new experience which help the
learners by the aid of the virtue of experience.
Active Experimentation
New effective theories and concepts are developed by the learners based on the existing
theories which result in the better observations (Bass and Dalal-Clayton, 2012).
13
Concrete Experience
The individuals of the H&M reinterpret the new experiences that are based on their past and
the prevailing experience that have been previously encountered by them in the work (Zepeda,
2013).
The need for the continuous learning and individual learning exits in the organization because-
A sustainable performance is developed
Performance of the individuals in the tasks are improved
The employee's work experience get enriched
The employees of H&M can be prepared for the further technological advancements
14
The individuals of the H&M reinterpret the new experiences that are based on their past and
the prevailing experience that have been previously encountered by them in the work (Zepeda,
2013).
The need for the continuous learning and individual learning exits in the organization because-
A sustainable performance is developed
Performance of the individuals in the tasks are improved
The employee's work experience get enriched
The employees of H&M can be prepared for the further technological advancements
14
SECTION 2
The H&M organization consists of the factors such as the trust, two- way communication and
the transparency for bringing the motivation in the employees in order to meet the
organizational goals and objectives.
I) DEMONSTRATE UNDERSTANDING OF HOW HPW CONTRIBUTES TO
EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE WITHIN A SPECIFIC
ORGANISATIONAL SITUATION
The H&M organization follows the HPW concept so that the employee’s participation can be
increased and also their abilities will get improved (Fuller and Unwin, 2011).The ideas and the
opinion of the staff members are shared so that they can be motivated in giving the dedication
towards the work, appraisal of the employees are also done.
The process implemented in the H&M is the cost reduction which provides quick delivering of
the services to its potential customers in order to achieve the maximum profit from the market.
The HPW helps in identifying the strengths possessed by the company with respect to the
customer needs (Benson, et al. 2013). The other advantages possessed by the HPW with
respect to the organization includes enhancement in the policies of the management, building
the economy, etc. the factors which need to be improved are the investment returns, client
connection, sickness leaves, optimization of the risk, allocation of duties and responsibilities.
The dedication of the employees has increased towards the work with the help of HPW
practices in meeting the goals and objectives. The organization performance is increased by
creating a healthy atmosphere by applying the concept of HPW. The market needs are analysed
through the variation in the strategies and policies. A new culture needs to be developed by
including the approaches which will help in converting the goals into short term and long term.
The staff empowerment is also encouraged in order to influence the decision.
The information flow is maintained for the purpose of increasing the cooperation between the
staff members of the H&M (Kaufman, 2010). This is achieved with the help of building the team
15
The H&M organization consists of the factors such as the trust, two- way communication and
the transparency for bringing the motivation in the employees in order to meet the
organizational goals and objectives.
I) DEMONSTRATE UNDERSTANDING OF HOW HPW CONTRIBUTES TO
EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE WITHIN A SPECIFIC
ORGANISATIONAL SITUATION
The H&M organization follows the HPW concept so that the employee’s participation can be
increased and also their abilities will get improved (Fuller and Unwin, 2011).The ideas and the
opinion of the staff members are shared so that they can be motivated in giving the dedication
towards the work, appraisal of the employees are also done.
The process implemented in the H&M is the cost reduction which provides quick delivering of
the services to its potential customers in order to achieve the maximum profit from the market.
The HPW helps in identifying the strengths possessed by the company with respect to the
customer needs (Benson, et al. 2013). The other advantages possessed by the HPW with
respect to the organization includes enhancement in the policies of the management, building
the economy, etc. the factors which need to be improved are the investment returns, client
connection, sickness leaves, optimization of the risk, allocation of duties and responsibilities.
The dedication of the employees has increased towards the work with the help of HPW
practices in meeting the goals and objectives. The organization performance is increased by
creating a healthy atmosphere by applying the concept of HPW. The market needs are analysed
through the variation in the strategies and policies. A new culture needs to be developed by
including the approaches which will help in converting the goals into short term and long term.
The staff empowerment is also encouraged in order to influence the decision.
The information flow is maintained for the purpose of increasing the cooperation between the
staff members of the H&M (Kaufman, 2010). This is achieved with the help of building the team
15
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for effective communication. The knowledge can also be gained by the new candidates from
the old candidates for the needed information.
II) EVALUATE DIFFERENT APPROACHES TO PERFORMANCE MANAGEMENT
AND USING SPECIFIC EXAMPLES SHOWING HOW THEY SUPPORT HIGH-
PERFORMANCE CULTURE AND COMMITMENT
The HPW concept is implemented by an effective communication which will reflect the
performance of the organization. The employee’s accessibility is accompanied by the skills,
performance, and the qualities shown by them within the organization to meet the
organizational goals and objectives.
The H&M culture is built within the organization for achieving the excellence in the
performance with the view of smooth conduction of the operations and functions. The
employees are made to participate in the various activities concerned with the organization in
order to enhance their skills and the capabilities (Armstrong and Taylor, 2014). The
technological problems are encountered within the organization which has its effect on the
products cost.
The various approaches of the performance management are described as follows:
BEHAVIOUR APPROACH
The employees’ behaviour is judged on the basis of tasks given to them using the competency
model and the rating scale is also designed for anchoring the behaviour.
QUALITY APPROACH
The quality approach focuses on the excelling the performance of the organization by ensuring
the quality and analysis needed by taking the reviews and feedback.
16
the old candidates for the needed information.
II) EVALUATE DIFFERENT APPROACHES TO PERFORMANCE MANAGEMENT
AND USING SPECIFIC EXAMPLES SHOWING HOW THEY SUPPORT HIGH-
PERFORMANCE CULTURE AND COMMITMENT
The HPW concept is implemented by an effective communication which will reflect the
performance of the organization. The employee’s accessibility is accompanied by the skills,
performance, and the qualities shown by them within the organization to meet the
organizational goals and objectives.
The H&M culture is built within the organization for achieving the excellence in the
performance with the view of smooth conduction of the operations and functions. The
employees are made to participate in the various activities concerned with the organization in
order to enhance their skills and the capabilities (Armstrong and Taylor, 2014). The
technological problems are encountered within the organization which has its effect on the
products cost.
The various approaches of the performance management are described as follows:
BEHAVIOUR APPROACH
The employees’ behaviour is judged on the basis of tasks given to them using the competency
model and the rating scale is also designed for anchoring the behaviour.
QUALITY APPROACH
The quality approach focuses on the excelling the performance of the organization by ensuring
the quality and analysis needed by taking the reviews and feedback.
16
COMPARATIVE APPROACH
The comparative approach focuses on the comparison done of the one person with the other
team members using different types of parameters and then sorting of the individual is done
based on the ranking obtained by the person.
RESULT APPROACH
The Result approach focuses on the determination of the employee's result according to the
performance done in the respective tasks (Katzenbach and Smith, 2015). The results were
determined by the pass or fail factor.
ATTRIBUTE APPROACH
The attribute approach focuses on considering those attributes which help in estimating the
individual performance. These attributes are the creativity, teamwork, problem-solving skills,
the judging capacities, etc.
The employee’s performance is reviewed by the Electric Company during the last year. The
reports of the employees are being prepared through the managers which help in determining
the employee’s strength and weakness which will reflect the performance.
INTEGRATED APPROACH TO PERFORMANCE MANAGEMENT
The long-term goals are built so that sustainability can be achieved in order to enhance the
performance of the department (Kehoe and Wright, 2013). The integration approaches are
described as follows:
FUNCTIONAL INTEGRATION
The functional integration focuses on the functions by involving strategies and policies needed
for it.
17
The comparative approach focuses on the comparison done of the one person with the other
team members using different types of parameters and then sorting of the individual is done
based on the ranking obtained by the person.
RESULT APPROACH
The Result approach focuses on the determination of the employee's result according to the
performance done in the respective tasks (Katzenbach and Smith, 2015). The results were
determined by the pass or fail factor.
ATTRIBUTE APPROACH
The attribute approach focuses on considering those attributes which help in estimating the
individual performance. These attributes are the creativity, teamwork, problem-solving skills,
the judging capacities, etc.
The employee’s performance is reviewed by the Electric Company during the last year. The
reports of the employees are being prepared through the managers which help in determining
the employee’s strength and weakness which will reflect the performance.
INTEGRATED APPROACH TO PERFORMANCE MANAGEMENT
The long-term goals are built so that sustainability can be achieved in order to enhance the
performance of the department (Kehoe and Wright, 2013). The integration approaches are
described as follows:
FUNCTIONAL INTEGRATION
The functional integration focuses on the functions by involving strategies and policies needed
for it.
17
VERTICAL INTEGRATION
The vertical integration focuses on giving the support in order to have an effective flow of
information between the team members as well as the individuals so that administration values
and vision can be described.
GOAL INTEGRATION
The goal integration focuses on the goals to be identified with respect to the organization
including the short-term and long-term goals.
HUMAN RESOURCE INTEGRATION
The human resource integration focuses on the job designing, task assessment, and training
and development facilities, enabling motivation to the staff members so that their development
can take place.
The trusts within the employees are built thereby praising them with perks as well as the
bonuses, and the business environment is also determined. This is done by the leaders.
The HPW concept is being described in order to involve the employees in building the
competition in the market. The above-mentioned approaches to integration help in maintaining
the performance.
18
The vertical integration focuses on giving the support in order to have an effective flow of
information between the team members as well as the individuals so that administration values
and vision can be described.
GOAL INTEGRATION
The goal integration focuses on the goals to be identified with respect to the organization
including the short-term and long-term goals.
HUMAN RESOURCE INTEGRATION
The human resource integration focuses on the job designing, task assessment, and training
and development facilities, enabling motivation to the staff members so that their development
can take place.
The trusts within the employees are built thereby praising them with perks as well as the
bonuses, and the business environment is also determined. This is done by the leaders.
The HPW concept is being described in order to involve the employees in building the
competition in the market. The above-mentioned approaches to integration help in maintaining
the performance.
18
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CONCLUSION
The performance of the business is enhanced by implementing certain policies and the
operations which will help in giving the motivation to the employees by giving them the
learning techniques so that the productivity of the organization can be enhanced. This will help
in building the competition in the market. The personal audit is also designed for the Jane
Cambridge. The efficiency will also get improved due to this. The integrated approaches are
defined for maintaining the performance such as vertical integration, goal integration,
functional integration, and the human resource integration. The concept of employee
engagement is described.
19
The performance of the business is enhanced by implementing certain policies and the
operations which will help in giving the motivation to the employees by giving them the
learning techniques so that the productivity of the organization can be enhanced. This will help
in building the competition in the market. The personal audit is also designed for the Jane
Cambridge. The efficiency will also get improved due to this. The integrated approaches are
defined for maintaining the performance such as vertical integration, goal integration,
functional integration, and the human resource integration. The concept of employee
engagement is described.
19
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Network Operations Directorate In Jawwal Company). Retrieved from Islamic University of Gaza
Library.
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practice. Kogan Page Publishers.
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Routledge.
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development (pp. 233-257). Emerald Group Publishing Limited.
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Durlak, J.A., Weissberg, R.P., Dymnicki, A.B., Taylor, R.D. and Schellinger, K.B., 2011. The impact
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20
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competitive advantage. McGraw-Hill Education.
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organization. Harvard Business Review Press.
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misspecified. Industrial Relations: A Journal of Economy and Society, 49(2), pp.286-313.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices
on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Kettle, J., 2013. Flexible Pedagogies: employer engagement and work-based learning. Higher
Education.
Knowles, M.S., Holton III, E.F. and Swanson, R.A., 2012. The adult learner. Routledge.
Lockwood, J., 2012. Developing an English for specific purpose curriculum for Asian call centres:
How theory can inform practice. English for Specific Purposes, 31(1), pp.14-24.
Marsick, V. and Watkins, K., 2015. Informal and Incidental Learning in the Workplace (Routledge
Revivals). Routledge.
Sallis, E., 2014. Total quality management in education. Routledge.
Schmidt, P., 2012. Work design as antecedent of knowledge sharing behavior (Master's thesis,
University of Twente).
21
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