Human Resource Management: Strategies for Sustainable Competitive Advantage at Bentley Motors

This report analyses the HRM strategies of Bentley Motors, including the differences between HRM and personnel management, impact of national and corporate culture, organisational levers for sustainable competitive advantage, job design strategies, and good HR practices. The report suggests recommendations for maintaining organisational performance.

Human Resource
Management

Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY ..................................................................................................................................3
Drawing strategic HRM models and concepts, discuss the differences between HRM and
personnel management and ways in which chosen company's HR strategies should align with
demands of labour market. ..........................................................................................................3
Analyse impact of national and corporate culture on management of staff................................6
Critically evaluate organisational levers available to manage human resources in such ways as
to contribute to sustainable competitive advantage.....................................................................6
Analyse the job design strategies of chosen firm.........................................................................8
Use corporate example of local and transnational firms to illustrate good HR practises and
relate discussion to relevant HR literature...................................................................................9
Suggestions and recommendations regarding HRM practises to maintain organisational
performance.................................................................................................................................9
CONCLUSION .............................................................................................................................10
REFERENCES..............................................................................................................................10

INTRODUCTION
The strategic methods undertaken by companies for effective and efficient organisation
of individuals in a way that helps organisations to accomplish their goals is refer as human
resource management. It is planned to improve performances of employees and deals with
aspects associated with employee efforts, compensation, development, safety, benefits etc. For
this report, the selected organisation is Bentley which is manufacturer and marketer of SUVs &
luxury cars (Bentley Motors, 2022).
This report covers human resource management models and concepts as well as
differences between HRM and personnel management. The impact of national and corporate
culture on management of staff as well as organisational levers available to organise HR is also
analysed.
MAIN BODY
Drawing strategic HRM models and concepts, discuss the differences between HRM and
personnel management and ways in which chosen company's HR strategies should align
with demands of labour market.
HRM models provides an strategic framework for understanding its practises and gives
characterization that establishes relationship between all the levels of organisation. The core
concepts of HRM involves staffing, training, guiding and controlling of employees. The basic
concepts and models of HRM assists businesses to meet their objectives. One of HRM model is
John Storey model which puts emphasis on the fact that human resource is an essential element
of production (Asanka Basnayake, 2019). It provides difference between hard and soft kinds of
HRM where hard management aims on resources side of HR and encourages on costs as
headcount and puts all control to management. Their major role is to organise numbers
efficiently by keeping all the efforts of workforce in one direction. Whereas, soft HRM strain
more on human facet of HRM as it is concerned with motivating and communicating people of
an organisation. In this method, individuals are led so that they realize strategic targets of
company. Likewise, personnel management is described as determining, utilizing an maintaining
a workforce which is satisfied with their work.
Both HRM and personnel management closely work with one other yet there are many
differences between the from business perspective. The 27 points of difference is given by John

Storey is studied further. The behaviour of HRM majorly focuses on value, mission and vision
approach of a company. On the contrary, personnel management behaviour is putting more stress
on adopting practices and customs among workforce. As HRM is a wide concept, it does not
bind by any contract and thus focuses to go beyond contract. Whereas, personnel management is
careful depiction of written documents which acts as contracts. The importance of personnel
management is that it contrive clear rules and HRM have not set rules, it can operate beyond
rules (Azmi, 2019). Personnel management follows strict procedures to guide management
action to workforce while HRM is a business need practice of management. Managerial task of
Personnel management is monitoring all the efforts of employees and HRM nurtures as well as
motivates labour to do better. The nature of relationship Personnel management have with
organisation is of pluralist which means considering all kind of individual, with diverse
background, beliefs, opinions etc. Whereas, HRM follows unitarist relationship which states that
all people of organisation must share same goals and work with harmony. Personnel
management adopts institutionalised approach to resolve conflicts in organisation. But HRM
follows de emphasised aspect where they decrease the importance given to employees. The key
relation of Personnel management is with employees of company and HRM deals with
customers. The initiatives taken by Personnel management are piecemeal which means one step
at a time but HRM is more integrated process where all parts of company are linked. Corporate
plan of Personnel management is slow compared to HRM whose plan is central to fast.
The speed of decision making is marginal whereas it is fast in HRM. In Personnel
management the role of management is transactional which means that it is related to process of
business whereas HRM follows transformational leadership. Key managers of Personnel
management is industry relationship specialists and of HRM is general line managers.
Communication in Personnel management is indirect and in HRM it is direct whereas
standardisation is Personnel management is high and in HRM it is low as equality is not
considered relevant. Prized management skills of Personnel management should be their
convincing power and for HRM it is facilitation which changes according to needs of companies.
Selection in Personnel management is an minimal action and in HRM it is a full integrated task.
Pay in Personnel management is fixed according to job whereas in HRM it is based on
performances of employees(Chillas and Baluch, 2019). Personnel management conditions are
negotiated between employees and and in HRM the condition of firm is harmonised. Labour

management in Personnel management is joined by collective negotiation contracts and in HRM
it is more inclined towards individuals. The thrust of relations with officers are managed
through regularisations facilities and training. In HRM it is more marginalised as there is a scope
for some modifications. There are several job categories in Personnel management but only few
are present in HRM. Job design of Personnel management is done by division of labour across
all aspects and in HRM it is done as one team. Personnel management handles conflicts by
maintaining peace at workplace and in HRM, by managing climate and culture of working
environment. Personnel management provides training to through controlled access to courses
and HRM is a continuous process which companies learns and adapts with time. Personnel
management follows individual procedures to bring attention for interventions and HRM
provides wide range of culture and structural strategies.
In Bentley, the HR managers strives to align their strategies to demands of labour market
by providing them extensive information of business. This is important to companies so they can
increase the rate of finding personnels for jobs and reduce the separation rate (Dash, 2021). It is
essential for HR managers of Bentley to effectively position the company in competitive market
so the individuals looking for opportunities choose the said organisation over others. Demands of
individuals in market should be fulfilled by Bentley HR managers by properly rewarding them
for their contributions in achieving company's objectives.
Analyse impact of national and corporate culture on management of staff
An important aspect of culture in organisations is influencing management of staff.
Administrative decision making, styles of leadership and principles of HRM are highly impacted
by national culture. In addition, it also affects functions of management like communication,
guidance, employees expectations from job, compensation etc. National culture has five
dimensions which can impact the organisation of employees in Bentley. The first is power
distance which demonstrates the extent of equality and inequality among the employees of
Bentley. Second is individualism vs collectivism which states the level to which individuals feel
connected to organisation (Dede, 2019). Third national culture is uncertainty avoidance that
highlights the degree to which staff of Bentley feel threatened in unexpected situations. Fourth is
long term vs short-term orientation which describes the rational mind of employees in making
short or long term goals for Bentley.

Corporate culture is known as beliefs and interests that shows employees and
management of firms how to interact with external transactions of business. It outlays the guides
for employees on how to act, think or feel within a company. Bentley's has a fun culture and
creates dynamic work environment. People in team work as a single unit which provides various
opportunities to every individual. The corporate culture of Bentley promotes productivity,
interaction and enhanced staff experience (Edgar, Zhang and Geare, 2021). It lays positive
impact on management of staff which results in increased sales, revenues, employee efforts and
morale. The improved corporate culture attracts more number of people in company and
motivates existing employees to push their limits. Bentley created their corporate culture through
careful planning and implementation. The staff of company also helps in maintaining the culture
by continually reviewing and managing aspects. It helps employees in strategic decision making
and properly manage their time.
Critically evaluate organisational levers available to manage human resources in such ways as to
contribute to sustainable competitive advantage
Human resource plays a significant role in every organisation as HR managers are
responsible to hire, recruit, retain, train and monitor employees of company. In recent times, it is
regarded as department which contributes the most in creating competitive advantage and value
for company. The organisational structure of Bentley helps in determining the scope of control
HR managers have to execute activities of operations. There are several available organisational
levers in order to effectively maintain human resources to which can add to increase competitive
advantage for Bentley. These levers provides support to Bentley to conduct business operations
effectively in the dynamic environment of business. The first one is personnel quantity which
ensures that right number of individuals are employed at right roles (Hans, 2021). It helps HR
managers to foresee requirement of workforce by company in future. It assures that employees of
company understand all the macro factors of business environment such as supply of talent,
changes in education viewpoint, sociological shifts and trends in market. The plans created by
HR for future can be maintained by proper supply and demand of personnels in Bentley. The
next lever is personnel costs which considers the financial implications of employees in a firm.
HR professionals of Bentley are responsible to provide detailed accounting of firm's existing
employment cost involving both wages and compensation. They also has the control on
connoting several scenarios in future, set their target budget and forecasting future costs

regarding shifts in market. Cost lever involves compensation task also which comprises of
benefits given to potential staff members. Third lever is personnel quality which lays emphasis
on improving as well as developing competencies and abilities of workforce. This consist of
outlining the tasks by HR managers that needs to be done and required skills for job categories in
order to evaluate Bentley's efficiency in meeting their objectives. This lever also provides
guidelines about requirement of developing employees with time to fulfil firm's objectives.
The HR professionals of Bentley undertakes talent management, training and
development programs to enhance the quality of workforce. Therefore, understanding that
effective recruiting and taking diversifying actions into HR practises is an important lever to
manage human resources (Jackson, 2021). The last organisational lever is transformation and
management which demonstrates that it is essential to manage the process of alterations both in
HR department and in whole company. This lever helps HR managers of Bentley to achieve
competitive advantage in market by adopting progressive and strategic role which supports all
transformations and skilled programs happening globally. Bentley has constituted procedures
and rules through which company's HR plans the criteria of working of employees. But it is vital
to link these criteria to Bentley's business strategy and goals, thus it should be communicated
properly through all levels.
One of major functions of human resource management is to transform company's values
and goals into HR practises. In order to sustain in dynamic business environment, the practises of
HR should be created and managed in a way that it can obtain competitive advantage
sustainabally. This includes process from very starting like recruiting and selecting of employees
who have the potential to effectively carry out business operations. Competitive advantage is a
result of allocating limited resources effectively and easing stream of communication across all
departments and functions of organisation. HR management is significant element in creating
sustainable competitive advantage as it examine and implement necessary changes and aids
employees in adopting new set of activities (Jha, 2022). HRM and sustainable competitive are
closely linked to each other as HR practises of every organisations are well developed, unique,
non imitable and valuable. Thus, Bentley uses HR levers to reach to the stage where company
enjoys sustainable competitive advantage. It can be done in different ways, first of them is
valuable HRM which states that having valuable and knowledgable people in organisation is
crucial to gain advantage from competitors. Qualified workforce is also helps in increasing

financial value of company. The next measure is rare HRM which describes that uniqueness and
quality of human resources allows organisations to have a diverse set of talents and experiences
within organisation. In order to create an enhanced level of workforce it is important to start the
process from the recruiting stage. Along with that necessary training and development policies
have to be adopted by Bentley HR managers to provide comprehensive knowledge and skills
required to execute duties. Next measure is inimitable HRM which allows companies to create
and develop human resources in a way that their competitors find it hard to imitate. For this
reason, it is requisite for HR professionals to examine the qualifications of employees which can
later be contributed in performances of organisation. The last measure is non-substitutable HRM
which emphasis on improving capabilities of some employees and encouraged to adapt HR
management polices that makes them non-replaceable resource. With the help of new
technologies and innovations, human resources of Bentley able to acquire and develop various
behaviours. Therefore highly developed, properly designed and carefully reviewed HR practices
have helped Bentley to accomplish sustainable competitive advantage.
Analyse the job design strategies of chosen firm
Bentley is a luxury car manufacturer thus, it require people with innovative and creative
minds. The HR professionals of company is responsible to carefully assess all the needs of a job
profile and design it accordingly. Job design extensively investigates the duties, actions,
responsibilities, knowledge and qualifications needed for a particular profile (Mendy, 2022).
HR managers of Bentley adopts various methods such as job rotation, enlargement,
simplification and enrichment where the managers decide which employees will be best suited
for different jobs. The main goals of this process is to alleviate interest of employees to job and
improve their productivity. HR managers creates job design as they know that it is important to
fully optimise efforts of employees and organise work according to the changing business
environment.
Use corporate example of local and transnational firms to illustrate good HR practises and relate
discussion to relevant HR literature
The local firm of UK, Rostrum is a service communications agency which provide PR
and marketing solutions. The company follows an extensive and comprehensive practises of HR
in its management. In Rostrum, the HR are focused more on operations and are content with
skills and talents of their staff whereas in Bentley, HR focuses more on strategic business

challenges and have successful in adopting a high degree of information technology within firm.
The HR managers of Rostrum puts more emphasis on achieving their organisational goals rather
than on development of their human resources (Parida and Brown, 2021). But Bentley provides
due importance to both company goals and employee desires as they provide them necessary
training and compensation for their extra efforts. Both the companies adopts advance
technologies in their HR practises to maintain their operations effective and more productive.
Suggestions and recommendations regarding HRM practises to maintain organisational
performance
HRM department of organisation has evolved rapidly in the past few years. But still there
is scope to improve practises and policies to increase organisational efficiency. Managers of
Bentley can provides more safe and secure environment to its employees. They can create ways
through which only best people gets to join the company. HR managers can put emphasis on
creating self managed and efficient teams so the time consumed in training can be reduced.
Teams adds value to performances of firm which means generating more ideas and opinions
which assists company to achieve its goal (Paulet, 2019). The HR managers should start to give
fair and performance based compensation which will further motivate employees to put in extra
efforts. The best HR approach is investing in training time and cost for employees to ensure they
are up to date with advancing technologies. The route of communication through Bentley should
be improved by HR managers to reduce the time in decision-making process. This will also
facilitate in providing necessary information to required areas that could be easily accessible to
those who require it. To increase productivity of employees, HR managers can also conduct
employee survey which will help the management to discover areas which are creating obstacles
in companies operations.
CONCLUSION
As per the report presented above it has been concluded that HRM is an significant
practice of business management which creates many future opportunities for companies. It
comprises of administrative tasks that is associated with recruiting and compensation of
employees of an organisation. It is important in developing and maintaining a harmony as well as
unity at working environment. HRM puts more stress on treating individuals as valued assets for
a company which have to be fully respected, utilised and preserved. On other hand, personnel

management focuses on general activities of firms such as hiring, remuneration, training &
development, guiding, etc.

REFERENCES
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Online:
Rostrum. 2022. [Online] Available through: https://www.rostrumglobal.co.uk/
Bentley Motors. 2022. [Online] Available through: https://www.bentleymotors.com/en.html