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

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