Impact of HRM on Value Creation in M&S

Human Resource Management
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Contents
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
Examine how value was created by the M&S by using HR strategies and Use the concepts of
strategic HRM..............................................................................................................................3
Analyse the impact of regional and national culture on the practice of HRM in India...............4
Discuss about the organisation’s model of employment and state the organisational levers used
by the M&S to create value.........................................................................................................5
Discuss about the Storey’s 27 points of difference between HRM and Personnel Management6
Discuss about the 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.......8
Differentiating in terms of employment laws when international HRM changes local business
systems.........................................................................................................................................9
Recommendation.......................................................................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12
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INTRODUCTION
Human resource management is a type of department of business enterprise that looks after
hiring, management of staff members. This report will discuss about the concept of HRM
practices that applicable within organization in term of growth and development. This report will
describe about the impact of national culture on the practice of HRM in Asian country,
identifying appropriate model to be added more value. Furthermore, it will discuss about the
Storey’s 27 points of difference between HRM and personnel management in the organization.
TASK
Examine how value was created by the M&S by using HR strategies and Use the concepts of
strategic HRM.
For M&S that consider as employees their most valuable assets. Human resource become
consider as extreme important for every one which always motivate or inspire other staff
members so that they can establish highest level possible and maintain organizational culture.
Within M&S, human resources have been created the value that motivate staff members to
perform the different operations. In this way, it add value to M&S is by leaders to train or
develop employee through reward strong performance. This will help for M&S to expand their
business in different countries.
Strategic HRM will be identifying and analysing external opportunities or threat that may
be considered as crucial to the business success (Ahammad, Glaister and Gomes, 2020 ). HR is
not only provide the better strategic vision for business growth and development but it also
supports for increasing the production and sales.
The concept of HRM strategic can be defined as the linking of human resource with
strategic goals and objectives. In order to improve the overall performance of M&S. this will
help for creating the innovation, flexibility and competitive advantage. In M&S, Human resource
department should be included the appropriate strategic practices that will support for
organization to increase business profitability as well as productivity in global marketplace.
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 Talent Management- In M&S, Human resource department is mainly focused on the
talent management so that they can hire skilled or talented people who have an ability to
perform complex task in proper manner. In case, company will hire the candidate to
provide the effective training session where each and every employee can improve their
own skilled, gain more knowledge.
 Continuous improvement- In M&S, HRM can focus on the continuous incremental
innovation sustained over period of time. This will help for business to implement
innovative concept in which increases the performance and efficiency of M&S.
 Reward and award- M&S want to do in longer term for developing and implementing the
reward policies, practices. This will help for achieving the desirable goal and objective of
organization. Human resource management can monitor the performance of staff
members so that they can provide the better reward and award on the basis of their
performance during business operational activities.
Analyse the impact of regional and national culture on the practice of HRM in India
The value embodies by regional as well as national cultures which are highly diverse and so with
enterprises no longer constrained by geographical boundaries. M&S have acknowledge about the
diversity and its subsequent implication for management. Sometimes, it has been identified the
transferability of HRM practices from Asian country like India of origin to those of other
subsidiaries (Amrutha and Geetha, 2020). M&S has been expanding the business in India where
Human resource management focus on the policies and procedures dictated by national, regional
and international constraints. The impacts of such limitations, particularly in the midst of
increasing the globalised community or society.
HRM practices are considered as essential to account for variations apparent between
countries. Different culture and environment are directly impact on the HRM practices to
recognise the importance of business within Asian market. The role of culture in influencing
international business management practices. It has been examined that regional and national
culture greatly affect the entire corporate environment. In this way, Human resource
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