Impact of Regional and National Culture on HRM Practices in Marks & Spencer

Human Resource
Management

Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................2
A) Examine how value was created by the firm by using HR strategies. Use of concepts of
strategic HRM should be evident...........................................................................................2
B) Analyse the impact of regional and national culture on the practice of HRM in the
chosen country........................................................................................................................3
C) Use appropriate organisation’s model of employment and state the organisational levers
used by the firm to create value..............................................................................................3
D) Using Storey’s 27 points of difference between HRM and Personnel Management as a
benchmark, state what is being practised by the firm in the Asian / African Country- HRM
policies or Personnel Management or both?..........................................................................5
E) When it comes to hiring and firing do you consider the importance and significance of
local culture and HRM practice needs to be undertaken in general and the practices need to
carry out HRM in transnational/international-subsidiary.......................................................6
F) Examine the differences in terms of employment laws when international HRM changes
local business systems............................................................................................................7
G) Use corporate examples of firms using good HR practices and literature to justify your
stand 7
H) Based on the discussion and debate what suggestions / recommendations would you
make to employers regarding HRM practices to ensure that the organisational performance is
high? 8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Human Resource Management works as a department in an organisation as it is a group
of people who perform various activities related to human or employees in an organisation.
Those activities include recruitment, selection, inducting employees, orientation,
implementation of training and development, performance appraisal of employees, finalising
about the salary or compensation, employees motivation, maintaining relationship with
employees and their trade unions, ensuring safety of employees, measure of health and
welfare etc. In simple words it can be said that the Human Resource management makes and
applies various strategies at workplace to improve the standard of work of each and every
individual in a very effective way. It is a continuous process which involve procurement,
maintenance and development of human resource which plays an important role in
achieving the organisational, social and individual objectives. This report is stating various
values that is created by using HR strategies, impact of regional and national culture on
HRM practice, organisation's model used for employment, difference between HRM and
personnel management, importance and significance of local culture and HRM practice
need, difference in between employment law as per international HRM changes local
business system and recommendation about HRM practices to ensure high organisation
performance in M&S organisation. It is a multinational retail company dealing in cloths,
food products and home products having headquarter in London, England, U.K. and
established in 1884 by Michael Marks and Thomas Spencer.
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