Impact of HR Strategies on Competitive Advantage: A Case Study of BP

This report discusses how BP has used HR strategies to gain a competitive advantage. It analyzes the impact of regional and national culture on HRM practices. It also explores models and concepts of organizational employment and the difference between HRM and personnel management. Additionally, it covers the theory and concept of employment law applied by BP.

Human resource management
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Table of Contents
INTRODUCTION...........................................................................................................................3
How the firm chosen as a case study has used HR strategies to gain competitive advantage
should be discussed clearly..........................................................................................................3
Analysis of the impact of regional and national culture on the practice of HRM.......................3
Models and concepts of organisational model of employment to be seen..................................4
27 points difference and whether firm is following HRM or personnel management
discussion on the firing and hiring which is been followed by organisation
Theory and concept of employment law that is applied by BP
Recommendations which should be followed by BP in HRM practices
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6
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INTRODUCTION
HRM refers to planning, organising, hiring, training and development, etc of staff in
organisation. they are responsible for maintaining positive culture and ensuring that rewards and
incentives are properly given in order to regularly motivate staff. there are various types of
models and theories that is used by HRM in company. This is because there are diversified
people working in firm. the use of model enable in providing framework of culture can be
maintained. (Nieves, . and Quintana, 2018)
In this report it has been described about how models and concepts of HRM is applied. also,
it will be explained about impact of regional and national culture on HRM practice, moreover, 27
points of difference on HRM and personnel management will be explained. The models and
theories of hiring and firing in firm will be described. At last recommendations will be given that
needs to be followed by BP.
How the firm chosen as a case study has used HR strategies to gain competitive advantage
should be discussed clearly
There are a great deal of techniques which are available in the market which the HRM of an
firm can follow which will be useful for the business since quite a while ago disagreement the
market. Making new techniques to various circumstances is a significant encounter and
information which should be available in the HRM of the organization to have the option to work
and capacity adequately. BP has had the option to work adequately and productively in the
market after HRM practices and systems since the progressions is much more powerful making
the efficiency and activities be higher and that is positive factor for the company for short run
period. The methods must be actualized successfully and there must be reasonable treatment also
which must be available in the organization so that there will be better which would be available
in the organization (Pellegrini, Rizzi, and Frey, 2018)
Motivation
There are a great deal of benefit, incentives, and so on which are being given to the staff
of BP every once in a while with the goal that they feel encouraged in the organization. BP gets
in a lot of changes be it innovative or methods to have the option to compete adequately in the
market which must be even in the market which will help the organization have the option to
work successfully. Staff need to work in effective way as they are employed by the HR division
of the organization and it is in the responsibility of the HR that they are being inspired and their
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issues are being encouraged regularly so that there will be higher cooperation and involvement
of them in business. The organization has had the option to meet standards and guidelines which
they made for themselves in the market which is an incredible factor for BP to compete for long
term with rivals (Siriyanun, Mukem, and Jermsittiparsert, 2019).
Analysis of the impact of regional and national culture on the practice of HRM
In an organization diversified employees work that belong to different cast Creed color
culture etc. however there are various HRM practices which is being performed in company. the
practices are developed on the basis of needs of organization. however it is found that there is a
great impact of regional and national culture on HRM practices. This is because the practices are
followed as per regional or national culture in which company operate. Thus, they have to
change their practices in order to maintain a positive culture. if there is any change in practices
then it highly impact on working culture. Along with that the practices applied are as per culture
so that there is no impact on efficiency of staff. In order to understand the national culture
hofstede cultural model can be applied. The model enables in comparing culture of two countries
and then accordingly implementing practices.
From nation to nation the workers value and ethics and culture will contrast and the HR
division should regard that factor thus will the acts of the HRM is going to changes. It is
significant for the HRM to ensure that all the workers of BP are putting forth a strong effort so
firm will have the option to profit by it which is a significant factor. Company is having strong
brand image. BP needs to ensure that they are giving the workers work in different languages to
have the option to perform adequately and productively on the lookout so that there will be more
advanced which will be available. There will be set approaches and laws which will be continued
in the organization and they must be all around kept up so the association will have the option to
work adequately (Obeidat, Al Bakri, . and Elbanna, 2020)
Equality and rights
There are various culture in which HR is going to select in order to work. It allows staff will
feel acknowledged and agreeable in the climate in which they are working so the organization
will have the option to give in their best in BP. the local worker will have distinctive method of
working which is that they might want to have more advantages like additional salary and
benefits. Thus, they have to focus for themselves which should be available in the BP so they
can take out the best from the staff.
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Models and concepts of organisational model of employment to be seen
In every organization there are some model of employment which is employed by firm. This
enable in making it easy to hire talented and experienced candidates at right place and at right
job.
Full and part time - It is need to work in effective way and for normal of 38 hours out of every
week and staff individuals do working hour are concurred on the agreements made by the HR
and sign by staff. These staff are qualified for the working, for example, yearly, individual,
planned leave and some more. While on other hand of part time staff normally work less as
contrast with the everyday specialists and get paid by their working hours.
Fixed term and agreement representatives
BP can imply on somebody for the agreement or fixed terms staff for some predetermined
occupation jobs. They work in a firm for short and long time or when the employees closes they
leave that specific culture and Join another. These sorts of staff get the compensation after the
finishing of the task (Madison, ., Daspit, .. and Kellermanns, 2018)
Casual workers
These are the staff that are locked in on the part premise according to the BP requests. Here
there are no commitment to acknowledge offers of work and buy them and no desires to work.
Such sorts of firm are paid hourly on their work premise
27 points difference and whether firm is following HRM or personnel management
There are various department’s In an organization that performs various task and operations. The
HRM and personal management is responsible for placing right candidate in providing them
training and development. also the manage and organize the entire workforce in an organization.
but the functions of both vary from each other as HRM is related to hiring, recruitment, etc
where is personal management is related to record keeping off administration. in both these
management try to focus on improving employee efficiency and maintaining fair working within
organization. Moreover, there is different role played by people engaging both this functions. it
can be easily differentiated on basis of Storey 27 points. In BP as well both department work
towards attaining common goal. so it is as follows.
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Storey’ 27 point
Dimension Personnel management HRM
contract In this there is Careful written
contracts
Here, HRM aims to go
behind the contracts within
business.
rules It forms clear rules HR manager make rules and
regulations
Guide to management action procedures It depends on organization
needs
behavior referent Norms mission and values
managerial task responsible to monitor the
task
Nurture of employees
Nature in the relation Plurality Unitarist
Conflict institutional emphasis
Key relations Management customers
initiative Peace Integrated
corporate plan Marginal Central
speed of decision Slow Quick
management role transactional Transformational
Key manager Personnel HR manager
communication There is indirect
communication
There is direct
communication
Standardisation High Low
Price in the management skill negotiation facility provider
selection Separate, managerial task integrated key task
Pay It is based on job evaluation It is based on performance
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conditions separately negotiated harmonium
Labour management collective bargaining
contracts
individual contracts
Russian relationship with
steward
They are regulated They are marginalized
Job category an grades Few More
Communication floor directed Increase in flow
job design Labour division teamwork
training and development control access employees
Foci Of attention for
intervention
Personal Wide range of culture,
structural strategies
Therefore it can be identified that at HRM and personal management differs from one another
who great extent. in BP as well they perform different role. For example add item hires and
recruit candidates but on the other hand personal management salt conflicts between them (Raja
Sreedharan, ., Balagopalan, and Arunprasad, 2020).
discussion on the firing and hiring which is been followed by organisation
It is analyzed that in a business there is a particular procedure which is followed in firing and
hiring of staff. this process can impact on local culture as it is related to employee satisfaction. so
the HR is required to consider this so that culture is maintained. Here the hr manager must
consider local culture in hiring of staff.
This means that manager must hire staff without any discrimination. it is because if
discrimination occurs then it highly influence on organization culture. this leads to creating
negative impact on employee mindset. Alongside, the hiring of staff must be according to local
culture so that it does not impact on firm. this means that it must be conducted in ethical way. If
hiring processes as per local culture that it highly benefit organazation to develop a positive
environment. They need to ensure that BP management follow law of UK in employment.
Similarly, firing is also a process that must be as per local culture. Here the HR must fulfill all
formalities and documentation which is required in order to fire an employee. this is because it
will show that law is followed. Moreover there must be a logical or genuine reason to fire an
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employee. it should not be done in unethical way. It is because it will create a negative impact on
organization culture and also it will reflect that local culture is not being followed any effective
way. However it may create issue for BP in case of firing process not being properly followed. In
this an example can be taken where an employee is fired one basis of not coming to office on
time. so it shows that it is unethical way as firing processes not followed bye BP (Chahal, Jyoti,
and Rani, 2019).
they have to change their practices in order to maintain a positive culture. if there is any change
in practices then it highly impact on working culture. Along with that the practices applied are as
per culture so that there is no impact on efficiency of staff. In order to understand the national
culture hofstede cultural model can be applied. The model enables in comparing culture of two
countries and then accordingly implementing practices.
Theory and concept of employment law that is applied by BP
Every organization is required to follow certain employment laws such as health and safety,
Equality Act etc. these laws consist of guidelines which is to be followed by BP. it ensures that
all HR activities are done in ethical way. similarly in the UK as well there are several laws to be
followed. it is as below
Discrimination act – This act is followed by BP which state that organization must hire and
recruit candidates without any discrimination. This means that all cast color create people must
be given equal chance to get hire. The act ensures that all candidates are selected regardless on
their religion sex gender etc. However it also prevents employees from getting discriminated.
health and safety act this is an employment law in UK in which data several guidelines and
norms that needs to be followed by BP. It is related to health and safety of employees. the
organization must Provide clean and safe working environment to employees. there must be
proper help and safety equipments installed as well. (Kasekende, ., Nasiima, . and
Otengei, .2020).
The act of maternity 1961- Also known as maternity benefit act bar the discrimination relied on
female workers and gives for paid maternity leaves.
Protection of Right act 2019- This act bar the discrimination act against transgender people out
coming within an unfair treatment at workplaces or termination or denial from employment.
Women’s sexual Harassment at workplace act known as Prevention, Prohibition and Redressal
act 2013 -bars the women’s sexual harassment within their workplace
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Notice entitlements- the statutory Notice and Retrenchment Compensation for staff members
who can qualify as an workman. As the state specific Establishments Acts also prescribes for
the minimum notice period (Obeidat, Al Bakri, . and Elbanna, 2020).
Leave - The relevant S&E acts gives for minimum leave entitlements for staff members within
commercial establishments and shops. Leave is also classified as casual leave, sick leave, etc
Maternity and Paternity leave- According to the maternity Benefit act, every female who has
completed 80 days of service alongside employer paid leaves of 26 weeks of that is more eight
weeks that can be preceded the expected delivery dates. For example- In UK women are given
maternity leave of up to 52 weeks.
Recommendations which should be followed by BP in HRM practices
There are certain recommendations that can be followed by BP in their talent practices so that
employee efficiency is improved and goals are attained. it will also be beneficial for future and
long term growth of firm in the industry. so ey can form various and diversified teams. they will
include individuals of different culture and they will work together to achieve common goal. For
that tuckman and belbin team theory can be used. this will help in interacting employees with
each other and developing relationship. The staff will share knowledge and understand culture of
others. therefore it will and hence efficiency of individual and overall organization. For instance
in BP various teams like marketing sales operation etc is formed with use of team models and
theories.
Skill based training it is also a practice that can be applied by BP. in this day can provide training
to employees on basis of their skills and abilities. Here stop will get training too improve their
weak skills so that they can perform tasks in effective way. the training can be provided every
week so that efficiency is increased. it will also help in creating a positive culture and enhancing
capabilities of employees. For example BP can conduct training to enhance leadership decision
making skills etc. (Mostafa, ., Bottomley, . and Lythreatis, , 2019)
Reward management this must be followed by BP in which overall employee performance is
evaluated and rewards are given to them. it will help in encouraging employees and increasing
their efficiency. Here, HR management of firm should set some criteria and standards on basis of
which performance is measured. it will be highly useful creating a positive culture and
involvement of employees and achieving goals and objectives. This practice must run
continuously so that efficiency of stuff increases and this leads to creating a positive culture need
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an organization as well. for example employees can be rewarded on basis of discipline efforts
leadership skills etc. incentives should also be given in it.
So these are certain suggestions that can be followed and adopted by BP and in HRM practice. it
will benefit in bringing change in culture in positive way. Along with that this new HRM
practices will motivate staff as they will be engaged in working together and achieving goals an
effective way.
CONCLUSION
From above it can be concluded that HRM is crucial component of organization. It is
because it helps in managing and organizing staff. Also there are several models and theories
which is followed in HRM. Also there is impact of regional and national culture on HRM and
practices as it differs in various countries. There is a particular model of employment that is
followed by BP. Furthermore the Storey 27 point of difference shows how HRM and personal
management differs from each other. there are some points in it that is communication, pay,
selection, condition, etc. There are several employment laws which is followed by BP such as
discrimination, health and safety, etc. There are certain recommendations that can be followed by
BP such as reward management, team working, etc.
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REFERENCES
Books and journals
Nieves, J. and Quintana, A., 2018. Human resource practices and innovation in the hotel
industry: The mediating role of human capital. Tourism and Hospitality Research, 18(1),
pp.72-83.
Pellegrini, C., Rizzi, F. and Frey, M., 2018. The role of sustainable human resource practices in
influencing employee behavior for corporate sustainability. Business Strategy and the
Environment, 27(8), pp.1221-1232.
Siriyanun, S., Mukem, A. and Jermsittiparsert, K., 2019. Bridging Workplace Democracy and
Supply Chain Integration through High Involvement of Human Resource
Practices. International Journal of Supply Chain Management, 8(5), pp.685-696.
Obeidat, S.M., Al Bakri, A.A. and Elbanna, S., 2020. Leveraging “green” human resource
practices to enable environmental and organizational performance: Evidence from the
Qatari oil and gas industry. Journal of Business Ethics, 164(2), pp.371-388.
Madison, K., Daspit, J.J.. and Kellermanns, F.W., 2018. Family firm human resource practices:
Investigating the effects of professionalization and bifurcation bias on
performance. Journal of Business Research, 84, pp.327-336.
Raja Sreedharan, V., Balagopalan, A. and Arunprasad, P., 2020. Synergising Lean Six Sigma
with human resource practices: evidence from literature arena. Total Quality
Management & Business Excellence, 31(5-6), pp.636-653.
Chahal, H., Jyoti, J. and Rani, A., 2016. The effect of perceived high-performance human
resource practices on business performance: Role of organizational learning. Global
Business Review, 17(3_suppl), pp.107S-132S.
Kasekende, F., Nasiima, S. and Otengei, S.O., 2020. Strategic human resource practices,
emotional exhaustion and OCB: the mediator role of person-organization fit. Journal of
Organizational Effectiveness: People and Performance.
Mostafa, A.M.S., Bottomley, P. and Lythreatis, S., 2019. High‐commitment human resource
practices and employee outcomes: The contingent role of organisational
identification. Human Resource Management Journal, 29(4), pp.620-636.
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