Creating Value through HR Strategies: A Case Study of Waitrose

Individual project

Table of Contents
INTRODUCTION...........................................................................................................................1
A. Examine how value can be created to the firm by using HR strategies. Use of concepts of
strategic HRM .............................................................................................................................1
B. Impacts of regional and national culture on practice of HRM ...............................................2
C. Uses of appropriate organisation's model of employment and levers uses by firms to create
value.............................................................................................................................................3
D. Using Storey's 27 point of difference between HRM and personnel management as a
benchmark, state what is being practised by the firm in Asian / African country.......................4
E. When it comes to hiring and firing do consider the importance and significance of local
culture and HRM Practice............................................................................................................5
F. Examine the difference in the terms of employment laws when international HRM changes
local business systems .................................................................................................................6
G. Use of appropriate corporate examples and literature ...........................................................7
H. Recommendation and suggestions to make employers regarding HRM practices to ensure
that organisational performance is high?.....................................................................................7
CONCLUSION................................................................................................................................8
REFERENCE ..................................................................................................................................9

INTRODUCTION
Human resources management is the process of managing and organising the people who
have huge contribution in organisational activities and performance. This is important for
management to understand the needs of their staff and provide them right suggestions so they
can accept the challenge and work effectively. The management should analysis the performance
and activities which can help to operate a business regularly and increase the profitability
(Bennett, 2017). This report is mainly based on Waitrose company that is a brand of British
supermarkets, selling groceries and other items which attracts number of customers and increase
the organisational profitability. Its head offices are located in Bracknell and Victoria, England.
This is also operating in Asian and African countries in order to sale its products and services.
The aim of organisation is to increase sales and gain competitive advantages. This report covers
how HR strategies are uses to create the value of firms, impacts of regional and national culture
on practice of HRM, uses of appropriate organisation's model of employment and levers that
uses by firm to create value, Storey's 27 point of difference between HRM and Personnel
management as a benchmark and importance of local culture and HRM practices that needs to be
undertaken. A part from this, terms of employment laws when international HRM changes
adopted and suggestions that make to employers regarding HRM practices that ensure
organisational performance is high.
A. Examine how value can be created to the firm by using HR strategies. Use of concepts of
strategic HRM .
Strategic HRM is defined as general approach which is uses by a management of
organisation in order to manage the function, people, activities and operation effectively. This is
important for all to have HRM at workplace as it thinks about people and their needs then plans
are formulated to achieve them. In other words, a process of identifying and executing the
company's mission by matching its capabilities with the demand of business environment. In
context to Waitrose, HRM strategies are uses by management in order to operate and organising
the activities in changing environment and complete the goals. In this, management evaluate the
needs of employees, formulate regulations, motivating staff and arranging the all activities that
can help to operate a business and increase the profitability (Trigeorgis and Reuer, 2017).
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HRM strategies are created a value for Waitrose company as HR of such organisation
applying the strategies in relation to recruitment, selection, performance management,
compensation and benefits which can help to operate and regulate the activities properly. In this,
management analysis the performance and provide them right suggestion that supports to
increase the organisational performance. The management are using different HR strategies such
as:
Talent management: The HR of Waitrose intends to win the war of talent and assign the
work between employees so they can work effectively and manage the good performance.
Continuous improvement: This is another important HRM strategy that uses by
Waitrose company to bring the continuous improvement (Song and et. al., 2018).
Employee relation: This strategy is used by HRM of chosen organisation who maintain
good relation with employees by filling their needs and complete the goals
Therefore, such strategies are used by Waitrose company that helps to create the good
value and improve the brand image.
B. Impacts of regional and national culture on practice of HRM
The HRM practices are defined as set of actions that needs to be taken in organisation
for the purpose of managing and controlling the organisational functions. The need sand wants of
organisation is different so it is important to analyse the situation and apply the appropriate
practices which suits their performance and organisation. The practices of HRM is defined as
system that attracts, develops, motivates and retain the employees to the effective
implementation and survive in the competition environment. A cultural region or cultural sphere
which is related to ethnolinguistic group and the territory in the regional level. National culture
means set of rules, values, and believes that are uses to operate and manage the business
effectively (Kerzner, 2017).
The impacts of regional culture on HRM practices as positive and relevant as Waitrose is
operating business in UK by adopting the regional culture where it know what people wants and
how they can be satisfied that helps to provide the products and services accordingly. This
become easy for such organisation to operate and manage the business in regional country as
employees of that country maintain good relations and perform their functions effectively that
increases business performance and profitability (Aguinis, Edwards and Bradley, 2017).
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