Impact of HRM on Value Creation in M&S

This article discusses the impact of HRM strategies on value creation in M&S, the influence of culture on HRM practices in India, M&S's employment model, and the organizational levers used by M&S to create value.

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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management in M&S is to focus on the managerial decision-making. It help to adopt the current
environment and culture by M&S effectively. Similarly, national culture affect managerial
function of HRM such as communication, organizational design, reward system and people’s
expectation regarding work design. it became easier for Human resource management to handle
the business activities.
In context of National culture, it influences various facets of M&S and their HRM policies.
Therefore, company will change the current business activities while including performance
appraisal, strategic decision-making, resource administration, development opportunities,
employee relations and leadership style (Anwar and et.al., 2020). These are reinforced by human
resource management in M&S to adopt the regional as well as national culture. Sometimes, it
can be identified the culture value and norms in which M&S is embedded.
M&S has been differentiated its current HRM policy to fit into cultural context and
affiliates is directly established the relation with entire performance of organization. HRM
policies and procedures that are consistent with Asian country. It have been manifested in staff
member’s motivation and improved the organizational performance.
Discuss about the organisation’s model of employment and state the organisational levers used
by the M&S to create value.
The Employment model of social enterprise provide the better opportunities, job training to
target large population. Basically, people have faced the high barriers in term of employment
such as homeless, disabled at-risk youth and ex-offenders (Aswathappa and Dash, 2020). M&S
operates its business employing its existing client and sell their product as well as service in
Asian market. In this way, it help for M&S to predict on the appropriate of jobs which will create
for its consumers regarding skill development.
Organization’s model of employment is basically embedded with social program in
business, its mission centers on creating better employment opportunities. Social support
services are that help to give appropriate therapy, counselling so that employee can build into
own enterprise model and create an enabling work environment. M&S can use organization’s
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model related to employment that become most suitable for achieving the financial self-
sufficiency through sales of its good and services. Typically, income is mainly used to pay
standards operating its expenses associated with M&S and implementing as additional social cost
or price which incurred by employing its client.
The organization’s Model of employment is added more value in M&S business growth
and development. It always support for recovering addicts, formerly homeless people and
welfare to staff members work recipients (Collins, 2020). For Example- M&S is multinational
retailer and expand their business in other countries but they have faced the issue regarding
discrimination in open market. At that time, M&S can be fitted to accommodate better facilities
and services of their potential consumers. Employees have learnt about the marketable skills and
sell the product or service in global marketplace.
Additionally, M&S can use lever as condition, strategy and capability that help to
improve overall business performance. Nowadays, it plays important role to identify several kind
of practices which including customer value management and vendor management. These are
considered the most important aspect of M&S to add more value in their business operational
activities. By using enterprise levers, M&S give more preference to their customer in term of
product as well as service. In order to provide the facilities and services according to the demand
of existing client. It help to increase production and sales in global marketplace.
Discuss about the Storey’s 27 points of difference between HRM and Personnel Management
Personal management is based the traditional approach to handle the employee at workplace
whereas HRM is become more modern approach to control or manage business operations
(Cooke, Schuler and Varma, 2020). For Example- M&S can use personal management approach
to focus on the administration of enterprise along with welfare of staff members and maintain the
strong relationship with labour. However, Human resource management concentrates on the
managing the different processes such as developing, motivating and acquiring.
The primary aim of Personnel management has been refrained, increasing their business
in context of production. However, HRM aim is to manage the collectively the staff members
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participation, improving the work culture of enterprise. At certain level, personnel management
has very limited concern about the organizational system which related only top authority and
manager however, HRM can establish the strong coordination with different departmental
managers at all levels.
Using Storey’s 27 points of difference between HRM and Personnel Management
Dimension Personnel Management HRM
Strategic perspective
Key relations
Initiatives
Corporate plan
Decision of speed
Labour management
Piecemeal
Marginal to
Lower or slower
Potential client
Integrated and strong
relationship
Central to
Fast
Assumptions and belief
Based on the contract
Rules and regulation
Performed management
action
Managerial task
Nature of relations
Conflicts
Carefully delineation of
written contract between two
parties
Importance of devising the
clear regulation and mutual
contract
Practices, norms
Monitoring
Beyond the contract
Business need or requirement
Mission
Vision and
Objective
Nurturing
Table: 1
In above table, it has been explained about the differences between personal management
and human resource. Each and every element have been included the importance of management
practices. Thus, establishing an effective relationship with consumers, employees and multiple
legalise parties.
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M&S has been practiced by Personnel management and Human resource management in
Asian country such as India. Usually, company will focus on the maintenance of all personnel
and administrative system whereas HRM has more strategic approach so that enterprise use them
to forecast the needs and continuously monitoring, adjusting all systems. Sometimes, M&S have
considered strategic HRM practices as benchmark to understand the organizational workplace
environment, related outcome. At certain level, it is positively way to impact on the business to
establish a strong position within Indian marketplace.
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.
M&S is living in global community that is reality where Human resource is becoming consider
common aspects to hire or fire the candidate within organization. Hiring an employees to help
grow business and train new employee in other country such as India.
M&S also want to expand the business in Indian market so that they can perform hiring and
firing process on the basis of organizational need or requirement. It is totally depends upon the
business condition of situation (Haq, Gu and Huo, 2020). At that point, HRM plays important
role in this type of activities to identify the benefits, advantage of enterprise and then performed
hiring or firing activities.
The importance of local culture in M&S
 It help for M&S to understand the local culture in which they live. It means that they can
navigate potential problem with great ease. Afterwards, it will be translating to higher
productivity of business and decrease in financial loss.
 In M&S, HR professionals and doing as hiring get hung up on whether staff members
speak a native language. For instance, British multinational company may have favor an
English speaking but in Indian market, many people can use hind as native language. In
this way, company will hire the local employee to understand the demand of potential
consumers.
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M&S have been grown their business in the Indian market that needs to be undertaken in general
practices such as hiring right candidate, training and session, maintain security and privacy to
staff members etc. These are helping to HRM to inspire or motivate employee so that they can
perform different tasks effectively. In order to achieve desirable organizational goal and
objective. Before expanding the business in the Indian market, M&S needs to carry out the
different HRM practices in term of transnational or international Subsidiary. In doing so that
national culture of Indian country has a major impact on the business environment of subsidiary
and thereby on transfer of HRM practices from to their locality (Yong and et.al., 2020). In M&S,
HRM practices are directly to their subsidiaries operating in Asian country in which developing
the business in marketplace. For Example- It has been introduced the performance management
practice by M&S, developed with support of a firm bench marketing corporate giant to be used
across its current subsidiaries.
Differentiating in terms of employment laws when international HRM changes local business
systems.
The terms labour and employment laws are often used interchangeably, both are quite different
when it comes to their specific meaning. It is one of the critical factors that able to understand
significant role within organization when International HRM changes local business system.
Basically, employment laws is mainly deals with right of individual staff members. it also
focused on the relationship between employee and employers. They do not involve the specific
representation of group of people.
In case, HRM will change the international to local business system that will increase
issues such as discrimination, working hours, privacy right and harassment. At that time, M&S
can implement employee legislation to tackle such kind of problem with effective manner (Yong
and et.al., 2020). Employment legislation cannot bound by any collective agreements but they
contain the duties of staff members. The primary right of employee within workplace that are
covered in properly.
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In context of international perspective, HRM should consider all legal aspects that need
to applicable into international level. Basically, international based norms, standards are setting
by government. But afterwards, when international HRM change into local business system that
needs to be follow the employment rules or regulation on the basis of nation or country (Haq, Gu
and Huo, 2020). M&S has already used employment rights in order to set up business in Indian
market so that they can consider all kind of liability to give better opportunities of their
employees. The primary role of employment law is same as perform the different tasks but
changing the contract between employee and employer at local marketplace.
International HRM practices in European firm like M&S tend to be rationalised and
systematic through use of local business structure and formal processes including transparent
scrutiny of job application. The difference between in employment law within Europe, role of
national business seeks to establish common policies, regulations and employment practice
standards (Yong and et.al., 2020). For Example- M&S change the international HRM into local
business system so that they can use employment law which providing directives to eliminate
religious, age based discrimination in employment practices. Similarity, it seeks to increase the
importance of employment legislation practices by providing the better guidance on the business
decision-making.
Recommendation
In M&S, HRM practices can improve entire organizational performance by increasing the
staff member’s skills, abilities. Human resource is helping to improve quality of product as well
as service. In this way, it can easily increasing the production and sales in global marketplace.
Beside, HRM strategies are considered the most important in term of sustainable competitive
advantage. HRM practices are strategically important only if they facilitate the development of
human and social capital in which necessary to create and perform different organization strategy
as driving force of operational activities. M&S can utilise HRM practices to establish a good
coordination with consumers and identifying their specific need or requirement.
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 HRM practices will be enhancing employee skills and ability so that they can easily
improve organizational performance. M&S has been recommended to adopt training
management tool or platform that help to acquire more knowledge as means or increasing
an individual’s need or requirement. It is not only improve the performance of M&S but
also helping to achieve desirable goal and objective.
 Another way, HRM practices ensure that brings better quality of product for M&S.
That’s why, company initiative are representing the competitive driven. It has
recommended that M&S can do test of its ability to satisfy potential consumer in
marketplace (Haq, Gu and Huo, 2020). it emphasis upon the responsibility which is not
considered as infrequently but establishing direction connection with eliminating waste.
 It has been suggested that individuals and work team be given as good opportunities to
participate in business control system. In this way, it will be increasing mutual
confidence and motivation among employees. This will help for improving the
organizational performance in term of growth and development.
 In suggested the model of action plan that needs to manage or control the work flow of
business in proper manner. This can possible by using strategic HRM practices, which
increase sustainable organization performance over time.
 It has been recommended that develop or create a healthy working culture or
environment for employees (Haq, Gu and Huo, 2020). M&S also give better chances at
growing abroad and different ways. In this way, M&S can achieve higher performance of
organization in marketplace.
CONCLUSION
From above discussion, it has concluded that Human resource management plays important
role in organization to implement different strategic practices. In this report, it has summarised
about the Storey’s 27 points of difference between HRM and personnel management, identifying
the importance within enterprise. However, it can be differentiating the employment laws in
context of international HRM practices to local business system.
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REFERENCES
Book and Journals
Ahammad, M.F., Glaister, K.W. and Gomes, E., 2020. Strategic agility and human resource
management. Human Resource Management Review. 30(1). p.100700.
Amrutha, V.N. and Geetha, S.N., 2020. A systematic review on green human resource
management: Implications for social sustainability. Journal of Cleaner Production. 247.
p.119131.
Anwar, N. and et.al., 2020. Green Human Resource Management for organisational citizenship
behaviour towards the environment and environmental performance on a university
campus. Journal of Cleaner Production. 256. p.120401.
Aswathappa, K. and Dash, S., 2020. International Human Resource Management|. McGraw-Hill
Education.
Collins, C.J., 2020. Expanding the resource based view model of strategic human resource
management. The International Journal of Human Resource Management. pp.1-28.
Cooke, F.L., Schuler, R. and Varma, A., 2020. Human resource management research and
practice in Asia: Past, present and future. Human Resource Management Review. 30(4).
p.100778.
Haq, M.Z.U., Gu, M. and Huo, B., 2020. Enhancing supply chain learning and innovation
performance through human resource management. Journal of Business & Industrial
Marketing.
Yong, J.Y. and et.al., 2020. Pathways towards sustainability in manufacturing organizations:
Empirical evidence on the role of green human resource management. Business Strategy
and the Environment. 29(1). pp.212-228.
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