Human Resource Management

Human Resource
Management
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Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY ..................................................................................................................................3
A) HR strategies and concept of strategic HRM ........................................................................3
B) Impact of regional and national culture on the practice of HRM in EU countries ................4
C) Organization’s model of employment and organizational levers used by the firm to create
value.............................................................................................................................................5
D) Using Storey’s 27 points of difference between HRM and Personnel Management state
what is being practiced by firm in the Asian / African Country- HRM policies or Personnel
Management.................................................................................................................................6
E) Importance and significance of local culture and HRM practices in
transnational/international subsidiary for hiring and firing process............................................7
F) Differences in terms of employment laws when international HRM changes local business
systems. .......................................................................................................................................8
G) Corporate examples of firms using good HR practices and literature....................................9
H) Recommendations to employers regarding HRM practices ensuring organizational
performance is high ...................................................................................................................10
CONCLUSION .............................................................................................................................11
REFERENCES..............................................................................................................................12
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INTRODUCTION
Human Resource Management is defined as department which takes hold of all the
functions and is responsible for employee and company's issues (Bratton and et.al., 2017). Lidl is
a multinational retail chain which operates in providing products and services to customers
through supermarket chains.
The report will analyse the value created by the firm by using HR strategies and concepts
of strategic HRM. Analysis will be done on the impact of regional and national culture on the
practice of HRM in Africa. Organizational model of employment will be described along with
organizational levers used by Lidl to create value. By using Storey’s 27 points of difference
between HRM and Personnel Management practices in the African country will be determined
whether they use HRM policies or personnel management. Importance and significance in
consideration with hiring and firing of local culture and HRM practices in general and HRM
practices in transnational/international subsidiary will be explained. Differences in terms of
employment laws when international HRM changes local business systems will be examined.
Further, Corporate examples of firms using good HR practices and literature will be justified.
And finally, recommendations will be made to employers regarding HRM practices ensuring
high organizational performance to be effectively and efficiently achieved.
MAIN BODY
A) HR strategies and concept of strategic HRM
There are many strategies which has created value of the firm.
HR strategies for Lidl organization is -
Investment in Corporate Social Responsibility:
As Lidl deals in retailing business, the company invested in Corporate Social
Responsibility activities which created more awareness and has generated attention towards the
essential elements of the delivering the services in the social context which is related to the
customers (Saha and et.al., 2017).
Transparent and Regular Communications:
Lidl has intensified its HR strategies by regulating transparent communications. This is
the main HR strategy which has been formed by the organization so that there is proper flow of
communication in company.
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Employee Engagement:
Lidl has created value for the firm by engaging employee massively. The organization is
creating its success over the years as the employee engagement process of the company is
beneficial both for the organization and the employees progressing effectively and efficiently.
Corporate Image:
Lidl has ensured that the corporate which it holds has created a good reputation on the
external market structure (Paauwe and et.al., 2017). This has proved an essential point in which
the corporate image of the company has lead to success and development at large.
Strategic Human Resource Management:
It provides a framework linking people management and development practices to long
— term business goals and outcomes. It focuses on longer — term resourcing issues within
organization's goals and evolving nature of work. Different HR strategies, such as, reward or
performance are determined on basis that how they are incorporated into the overall business
strategy.
The business objectives are achieved on the basis that proper strategies are framed by
organizations to achieve goals and objectives effectively and efficiently. There are many
responsibilities which HR contributes to the Lidl success and progress. Strategic HRM helps in
planning, framing and implementing different strategies which are required by the organization
or company (Aust and et.al., 2020). Smart Human Resource Management helps in achieving
desired goals and objectives which are set by organization to achieve it successfully and
effectively. Human Resource Management of Lidl ensures that strategies are framed in such a
manner that progressive and positive results are achieved by the organization.
B) Impact of regional and national culture on the practice of HRM in EU countries
National culture influences many aspects of an organization, including resource
administration, strategic decision-making, leadership style, performance appraisal, provision of
developmental opportunities, and the management of employee relations. The HRM practices
which are inculcated in the EU countries impacts the national culture over all the essential
aspects of the organization (Yap Peng Lok and et.al., 2019). The Human Resources Management
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