Human Resources Management At Harrods
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Added on 2020-01-07
Human Resources Management At Harrods
Added on 2020-01-07
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HUMAN RESOURCEMANAGEMENT
TABLE OF CONTENTSINRTODUCTION................................................................................................................................3TASK 1.................................................................................................................................................31.1 Applicability of Guest’s model of HRM in Harrods.............................................................31.2 Comparing differences between Storey’s definitions of HRM, personnel and IR practices41.3 Implications of developing a strategic approach to HRM for line managers and employees4TASK 2.................................................................................................................................................52.1 A model of flexibility applied in Harrods.............................................................................52.2 Types of flexibility developed by Harrods............................................................................62.3 flexible working practices from both the employee and the employer.................................7perspective.................................................................................................................................72.4 The impact that changes in the labour market have had on flexible working practices.......8TASK 3.................................................................................................................................................83.1 Forms of discrimination that can take place in the workplace..............................................83.2 The practical implications of equal opportunities legislation for an organisation................93.3 Comparing the approaches to managing equal opportunities and managing diversity at Harrods .......................................................................................................................................9TASK 4...............................................................................................................................................104.1 Identify and compare the performance management methods at Harrods..........................104.2 Assess the approaches used to managing employee welfare in Harrods.............................114.3 Discuss the implications of health and safety legislation on human resources practises....114.4 Evaluate the impact of another topical issue on human resource practise..........................12CONCLUSION..................................................................................................................................12REFERENCES ..................................................................................................................................13
INRTODUCTIONHuman resource management is an essential part of the organization. It is the managementof the human resources. It is the main function of the organization to design and maximize theemployee's performance through different modes of human resource elements. Human resourcemanagement works for the organizational development. It is the responsibility of the HR managersto recruit the people and find the efficient employees for the organization (Boxall and Purcell,2011). The efficient employees for the organization is selected from the recruitment and selectionprocess. After the final selection their training and development of the newly appointed employeesare held by the HR managers only. Considering this, present report has been prepared in order togain insight with respect to management of employees. For this purpose, Harrods has been takeninto account which is one of the giant departmental store. TASK 11.1 Applicability of Guest’s model of HRM in HarrodsHarrods is a departmental store located at Brompton Road in Knightsbridge in London. Itcomes under the private sector. This department store deals with the luxury and quality products.Guest's model of HRM applied to this company has six dimensions of analysis which are discussedas below: HRM Strategy: Human resource management is such strategy which manages the humanresources that help in achieving the goals and objectives of organization. HRM strategy involvesdifferentiation which means that different and innovative ideas should be adopted by the firm to runbusiness. Under this strategy, main focus is on quality and cost reduction. HRM practices: HRM practices refer to the activities of management for recruitment anddevelopment of individuals according to the needs of company. HRM practices include selection,training, appraisal, rewards and job design (Datta, Guthrie and Wright, 2005). These practices alsohelp in maintaining the status and security of employees of company. HRM outcomes: Outcomes means the results from that are gained HRM in firm in terms thatwhether it is effective for the development of employees and organization or not. These results mustbe qualitative and the functions of management should be flexible. Behaviour outcomes: From this dimension, behaviour of management is analysed throughtheir working. They have to make efforts and motivate themselves for better productivity. Theirinvolvement should be cooperative.Performance outcomes: The working outcomes of management are analysed through theirperformance. High productivity, quality and innovation in working make the performance ofmanagement better (Liebowitz, 2010). On the other hand, absentees, conflicts and customers'
complaint tend to affect the performance of management.Financial outcomes: Last dimension is related to the financial outcomes of organization.Here, profits and returns on investment are calculated and it is analysed that whether recruiting newemployees is beneficial for the organization or not. 1.2 Comparing differences between Storey’s definitions of HRM, personnel and IR practicesStorey defines HRM as a strategic and coherent approach to the management oforganization's most valued assets, that is, the people who are working there and individually andcollectively contributing to the achievement of the objectives of firm. He also differentiatedbetween hard and soft HRM. Under hard HRM, management of Harrods manages the humanresources in such a way that will be helpful in achieving company's goals and objectives. Thus, ittotally concentrates on qualitative, control and performance management. Under soft HRM, HRmanager of Harrods consider employees as the assets of company (Khanka, 2007). Here,commitment of employees and management along with integration and team work is required Thereare four components which differentiate HRM from personnel management. HRM treats employeesas the assets and develop their knowledge and skills while personnel management consideremployee as a cost and thus, they reduce the cost (employee). It is one of the major differencesbetween two. The scope of human resource management is high as compared to the personnelmanagement as it (HRM) gives more attention to the culture, values and mission or vision oforganization while PM mainly emphasizes on organization's norms, practices and customs. In PM,decision making process is slow as compared to HRM. There is strict monitoring over theemployees in personnel management while in human resource management; employees are free toperform their work (Aghazadeh, 2003). From this, motivation level also increases and employeeswork with high level of efficiency. In HRM, managers consider employees as an asset of companywhile management at personnel management is totally different. 1.3 Implications of developing a strategic approach to HRM for line managers and employeesThere is a big role of line managers and employees in developing a strategic approach toHRM of Harrods. Company is a departmental store which deals in the luxury products with quality.There are so many implications or benefits for both the line managers as well as employees for thedevelopment in strategic approach to HRM. Implications to the line managers are as follows:Line management is such which has full control over the employees. There is a directcommunication between employees and line mangers. Line managers are involved in day-to-daymanagement of working people of firm. They effectively manage the operational costs. Whenevernecessary, they apply technical expertise and organize work allocation and rota (Brown and Posner,
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