Explaining the Performance of Human Resource Management

Harrods has implemented a new approach to human resource management, focusing on employee welfare and equal opportunity. The company has introduced flexible working arrangements, providing employees with a better work-life balance. This initiative has led to increased job satisfaction and reduced turnover rates. Additionally, Harrods has developed training programs that cater to the needs of its diverse workforce, promoting inclusivity and diversity. These efforts have resulted in improved employee morale and overall performance. Furthermore, the company has implemented equal opportunity policies, ensuring fair treatment for all employees regardless of their background. This approach has contributed to a positive work environment, where employees feel valued and supported.

MANAGING HUMAN RESOURCE BEHAVIOUR

Table of Contents
INTRODUCTION................................................................................................................................3
Task 1....................................................................................................................................................3
1.1 Describe how the Guests model of HRM is used at Harrods....................................................3
1. 2 Compare the differences between storey’s definitions of HRM, Personnel and IR practices. 3
1.3 Evaluate the implications for line managers and employees of developing a strategic
approach to HRM at Harrods ..........................................................................................................4
Task 2....................................................................................................................................................5
2.1 Describe how a model of flexibility might be applied in practice.............................................5
2.2 Explain different categories of flexibility which may be developed by the Harroda................6
2.3 Assess the utilization of flexible working practice from both the employees as well as
employer perspective of firm...........................................................................................................6
2.4 Explains the effect that changes in the labour market have had on flexible working practices
at Harrods.........................................................................................................................................7
Task 3....................................................................................................................................................7
3.1 Describe the forms of discrimination that can take place for Harrods......................................7
3.2 Represent the practical implications of equal opportunities legislation predicted in Harrod's..8
3.3 Compare the approaches adapted by Harrods in managing equal opportunities and managing
diversity...........................................................................................................................................9
TASK 4.................................................................................................................................................9
4.1 Research, Compare and comment on different methods of performance management adopted
by Harrods........................................................................................................................................9
4.3 Discuss the implications of health and safety legislation on human resources practices with
special reference to Harrods...........................................................................................................11
4.4 Evaluate the impact of one topical issue on human resources practices.................................11
Conclusion..........................................................................................................................................12
REFERENCES...................................................................................................................................13

INTRODUCTION
Managing human resource management is important task for organisation. This process
helps the corporations to manage the employees for better output in the nation. It also contributes
effective role for corporation to make effective environment and structure which provides reliability
to employees for managing work (Brody, 2010). Harrods is retail organization which render
effective products and services to the people in the United Kingdom. It is also one of better
enterprise in retail sector in the nation. The present file explains the Guest model for corporation. It
represents implications of line managers and employees in the firm. It describes the types of
flexibility in the company. It introduces effect of labour market in the country. It also defines
practical implications on equal opportunities for legislation. In addition, it discusses health and
safety regulations of Harrods in the UK. It also explains approaches of managing the staff member
welfare in the organisation.
TASK 1
1.1 Describe how the Guests model of HRM is used at Harrods.
Mainly this model is given is by David guest which help to manage human resource
management in the organisation. This approaches is focused on six dimensions in the firm. It helps
company to design its policies and practices to get various outcomes like strategic planning,
implementation, high employee commitment, higher workforce flexibility, adaptability as well as
high-quality workforce in the Harrods (Bush, 2011).
Strategic planning helps to make better business with help of employees in the organization.
In addition, it also aids to implement these strategy in order to achieve better output regarding
designing policies and managing work practices in the Harrolds. High quality workforce also helps
the organisation to achieve better job performance in the corporation (Catano, 2013). Commitment
of staff member also aids firm to reduce employees turnover problems by solving their problems in
the organization. Effective flexibility and adaptability contribute effective role for Harrods to
improve cost effectiveness by providing effective efforts of staff members in the nation. This
strategies also aid firm to achieve better profit in retail market. Guest model also emphasizes to
conduct group session to solve out conflicts of between management and employees in company.
This process also helps the firm to increase productivity of Harrolds in the industry (Champoux,
2010) This way, organization gets huge contribution to complete its goals and objectives in the
United Kingdom. With the help of this model, corporation improves its working style in the nation.
It reduces risk level regarding work with help of staff members in the firm.

1. 2 Compare the differences between storey’s definitions of HRM, Personnel and IR practices
Definition of HRM, Personnel management and IR practices is described below the
paragraph.
Human Resource Management
It is a process to manage as well as develop workforce at job. This is primary a function of an firm
where objectives and goals are fixed after consideration of these the rules and policies. For
example, Human resource department of Harrods takes various responsibilities to handle many
functions such as performance appraisal, rewarding, recruiting, selecting, training (DeFeo, 2013).
This is conducted to develop an appropriate relationship with the staff members in the organisation.
Personnel Management
Personnel Management explains process which describe the proper way of developing staff
members in firms to get various objective by applying many strategies. It considers elements like
recruitment and determining wages, planning personnel needs, job analysis, compensation, salaries
and incentives. It is important a function for organization which produces many abilities in
employees to get desired output. For example, employees of Harrods are explained in various
categories during the transferring the work (Gopee and Galloway, 2013). Company is also liable for
coordinating actions like employee turnover, reputation, controlling and motivation. Generally, it is
part of personal management function in the firm.
IR Practices
Industrial practices are used to manage employees relations. For example, Harrdos also conduct
many extra activities and sporting games to develop effective relationship among staff member and
management (Gropu, 2013).
1.3 Evaluate the implications for line managers and employees of developing a strategic approach
to HRM at Harrods
Line managers and employees play important role for developing a strategic approach in the
Harrods retail organisation.
Implications for Line Managers
 They are capable to manage in day-to-day people management in the corporation.
 Line managers can help the Harrods to manage operational costs effectively (Ke, K.,
2006).
 They can also give technical suggestions for technological development in the firm.
 They can easily handle work allocation of employees in the organization.

 Line manager contribute effective role for monitoring and evaluating work procedure in the
Harrods.
 They can also help the firm to determine operational performance as well as quality of retail
products (Bell and et.al., 2012).
 Line managers can also communicate with customers and clients to solve their complaints
and problems directly in the Harrods.
Employees are also key assents in the firm. They also help the company to give high
performance rate which help to increase productivity in the retail market.
 Effective leaders can help to direct and implement a organisational strategy that makes
employees commitment in the company.
 Staff member can also aid firm to design performance metrics for regular development.
 They can support to innovate ideas to increase effectiveness of Harrods in the nation
(Bhattacharyya, 2009).
 They also coordinate with other team members to improves efficiency of firm.
 Effective reward system can provides huge help to motivate in the firm. This process aids
the employees to enhance the performance in the Harrods.
 Appropriate interaction as well as feedback can also contribute effective role for employees
to reduce errors and frustration at work (Fleetwood and Hesketh,2010).
TASK 2
2.1 Describe how a model of flexibility might be applied in practice
Flexibility explain that abilities of staff members. These skills help employees to manage
various tasks in the organisation by managing its capabilities and competencies. Harrods can use
Atkinson method. Further, workforce concept also helps the firm to implement this process. It is
divided in unstructured and structured which are come under internal part. Structured occupational
is categorised under external section in the firm. As per case study, Harrods uses structure process
because all staff members working the firm (Pattanayak, 2005). According to model, entire human
resource can be classified in core and peripheral workers.
As per case study, corporation can use this model for top, middle, lower level employees in
the firm. In the core part, organisation associates those members who take part in decision making
process. Their plans are valuable for Harrods in the nation. Company can provide better security
and salary and incentives to employees. Top and middle level employee can be covered in this
range. On the other side, enterprise can consider lower level group into peripheral category. These

type staff produces services for the firm in the nation. Generally management of Harrods do not
associate these member in the decision making process. Organisation can give less salary and
incentives to lower level employees (Wright and McMahan, 2011). This way, corporation can
manage entire staff members with help of this model in the United Kingdom.
2.2 Explain different categories of flexibility which may be developed by the Harroda
Generally types of flexibility is divided in many parts in the organization. They are used to
inspire the employees towards work. Numerical- Harrods adopts this strategies to recruit the staff members as per requirement.
Management of corporation enhance and reduce its members by selecting temporary
workers on the basis of contract to manage the work. Financial- In this process, management of organisation try to reduce the cost by following
many strategies. For example, Harrods hires more labour during peak load on the temporary
basis (Bosma, 2007). This process also help the firm to save monetary funds in the nation. Functional- It also contribute effective role for the employees to develop new abilities and
core competencies in the enterprise. These thing help the firm to manage day to day
scheduling. As per case problem of case study, Harrods can also manage various types of
training and development session for staff members (Bush, 2011). Temporal- This flexibility method is associated with changing the working hours to
complete demand of product and services of different categories. It can include overtime and
extra day working. Management of Harrods can also hire part time employees to handle the
extra work. This process also helps firm to its increase sales in the nation.
 Locational- This flexibility method can also help the firm to face various problems of
external environment by following many strategies (Champoux, 2010). This way,
management of Harrods can meet with its expectations in the nation.
2.3 Assess the utilization of flexible working practice from both the employees as well as employer
perspective of firm
Flexibility working practices represents management of work as per the staff convenience.
In this method, organisation can utilize various kinds of working practices from both the employee's
and the employers perspectives. Employment of part time and temporary employees- Generally, part time staff members are
fixed working hours per day for working in the enterprise. As per time, organisation gives
them to salary. This way, management of Harrods can set employees and employer at retail
store to manage work in appropriate manner (Defeo, 2013). For example, corporation can
deicide 6 hours per day with five day week for part time workers in the nation. Teleworking- Organisation also provides also effective facilities to perform work from

home. For example. Harrods can give this type of facilities to operate work from house. This
process can increase loyalty and trust for the company. This way, company can hold this
type of staff members for long period of time in the nation (Gopee and Galloway, 2013). Job sharing- Management of Harrods also provide this provides this type of facilities to
employees. In this process, organisation can appoint two or more person for same position.
These two staff members can continues their work on different timings in the retail store.
Further, they can perform the different work on same time in the firm. This way,
organisation can improve their efficiency and performance in the retail market.
 Zero hours contracts- It can be used by organisation. Generally, management of Harrods
provides this type of job with no guarantee of work (Gropu, 2013). Wages of employees are
depended on working hours per day.
2.4 Explains the effect that changes in the labour market have had on flexible working practices at
Harrods
The goals of corporation is to execute the flexible working practices at retail store is to
reduce the interest. In addition, enterprise also provides attention to increase the core competency of
staff members. This way, Harrods can get huge help to increase productivity in the retail market.
The goal behind the execute flexible working method is to achieve loyalty, trust and satisfaction
level of employees for organisation (Bell and et.al., 2012).
Generally common modification in labour market are increasing de-industrialization and
enhancing the opportunities in service sector. In addition, it provides many things like occupational
and geographical mobility, skills and training as well as increase utilization of flexibility working
methods for organisation. For example, Harrods selects new staff members from the local field a
and gives them training. Then after, enterprise has begun to transfer them from one to another place
to expand the business in the nation. This is impact of flexible working practice of organization.
This way, corporation has to invest less monetary funds on employees and maintain the quality of
services in the UK (Fleetwood and Hesketh, 2010).
Task 3
3.1 Describe the forms of discrimination that can take place for Harrods
There are many discrimination which affect behaviour of employees in the organisation. It is
described below the paragraph.
 Religion- Employees of organisation can not be treated well due to their religion. This type
of discrimination take place during selection, recruiting, giving hire position in the firm. For
example, manager of the Harrods can give more priority to hire same religion person instead
of other candidates.

 Disability- Staff member of corporation can be discriminated on the basis of physical
disability. For example, management of organisation do not maintain equality due to
impairment of hand or leg of applicants or employees (Armstrong and Taylor, 2014).
 Age- Applicants who has crossed age of 40 in the nation. For example, So this type of
discrimination can take place in life of employees or applicants during promotion, salary,
training allotment of role and responsibilities and recruiting in the Harrods.
 Sexual orientation- If organisation conduct discrimination on basis of gender then it is called
sexual discrimination (Wright and McMahan, 2011). For example, Management of
enterprise gives more priority for promotion and other activities of the male instead of
female because of higher working efficiency of male people.
3.2 Represent the practical implications of equal opportunities legislation predicted in Harrod's
Equal opportunities is a right of employees to not get discriminated on the grounds of race,
sex, age, etc. Harrods have to pay special attention while recruiting that none of its candidate feel
discriminated on the basis of disability, sexual orientation. Religion, gender, age and etc (Section1,
Equal Opportunity Act 2010). The human resource of Harrods have to significantly look into
identifying discriminatory barriers in order to dismantle them. The company took affirmative steps
in rectification of discriminatory grounds in the company. Harrods human resource department was
cable to achieve equal opportunities towards its employees. The equal opportunity act let the
company to protect the rights of employees working in the company. Harrods at the time of
formulation of strategies and policies undersigned that it will not promote discrimination based on
any kind. This generated positivist in the work environment of the company. This let Harrods to
decrease work based conflicts in the workplace (Dobbin, 2009). The company formulated strict
guidance in implication of equal opportunities act. The employment policies and work ethics
attributed to better understanding among the employees. This further improved the relationship
among superior and subordinates. Fewer incidents related to workplace conflicts led to fair
employment opportunities to the employees and the staff of Harrods. These equal opportunities
provided to the employees improved employee participation which further increased the employee
commitment towards the task and objectives of Harrods. The employers have to understand the
importance of equal pay and remuneration to the employee in the work place (Section 77, Equality
Act, 2010).
3.3 Compare the approaches adapted by Harrods in managing equal opportunities and managing
diversity
The difference between managing diversity and equal opportunities is about the force of
opportunities provided in Harrods. The first base of comparison is on providing opportunities to self

development in Harrods. Managing diversity is referred to as providing opportunities to employees
related to their skills sets (Guest, 2011). It helps in generating employee participation towards the
company. Whereas equal opportunities refers to providing equal chances to the employees of
Harrods without any discrimination. By providing equal chances of promotion and development to
the employee of Harrods, in return increase its productivity. On the contrary by managing diversity
company builds it employee-employer relationship in the company.
Harrods has adapted training and development policies to enhance the skills of employees
thus forming the second base of comparison. Diversity refers to providing learning events to the
employees of Harrods. On the other hand equal opportunities refer to providing every employee
with an equal set of learning. Diversity increases the area of learning in the organization. The
company can employ various sets and skills in the organization that will enhance learning (Harzing
and Pinnington, 2010). Whereas equal opportunities provides fair chance of learning to every
employee.
For example, at the time of recruiting and hiring employee's in the organization. The manger
will make sure to understand the diversity of candidates profile in generating roles and
responsibility of the employee's job. Whereas he/she will also keep in mind to provide fair
remuneration to the candidates joining for the same profile.
TASK 4
4.1 Research, Compare and comment on different methods of performance management adopted by
Harrods.
Performance management is a process from which the mangers review the performance of
employees in the organization. The mangers monitor and review the quality of work, achievement
of target and time management skills of employee. This lets the managers and the employers to
analyze the performance of employees in respective to the objectives of the company. The three
methods are described below-
 360 Degree Feedback- This is a system in which the employees receives feedback from all
zones of departments and people he/she has worked with. The manger generates feedback
from various line managers, superior, subordinates and peers of the respective employee
working in Harrods (Wright and McMahan, 2011). This lets the manager to analyze how the
employee's performance is being perceived from various people's perspectives.
 Management by Objective: This method uses a set of objectives and sets for the employee
working in the company. These objectives are time bounded. In Harrods the top mange em t
formulates sets of objectives depending on the structure of various departments. A set limit
of time is set in which the employee has to reach the designed objective (Bogarde, 2012).

After completion of the task the manger analyses the performance based on the objective.
 Rating scale- This is used when an employer or manger wants to grade the performance of
its employees. Various working aspect and work related factors are analyzed to assess the
employees performance. The employee is judged by his/her technical skills, working style,
team working abilities, attitudes towards peers and subordinates, communication skills, etc
(Ulrich, 2013). The employer or the manger prepares a grading sheet and generates grades
based on the above.
4.2 Research and assess the approaches to the practice of managing employee welfare in Harrods.
Employee welfare relates to providing benefits and various facilities to the employees of
Harrods. The welfare measures can be in kind as these are basically non monetary. International
Labor Organization as a term which includes the services and facilities for the up liftment of
employee in an organization (Employee welfare, 2015). Harrods have generated a welfare and
comfort oriented environment in the workplace. This lets the employees to work in ease and reduces
stress. The company has employed fair wage policy to motivate employees about the fair
remuneration generated in the company. This lets the company to promote employee participation
as the employees feel highly inspired of these work ethics.
To increase welfare among the employees the manger regularly checks about the working
conditions being floating in the environment. This lets the manager to analyze the backlogged area
which require attention in the company. Harrods propagates healthy and disease free environment of
the company. This lets to increase productivity among the organization. As it is important for the
employer to take care of the health if employee in order to provide care and welfare services. The
manger of Harrods understands the importance of incentives to the employees (Bogarde, 2012).
The company has formulated performance appraisal scheme to inspire the employees to work better.
This generate a feeling of loyalty thus in return generating welfare of the employees. As per
employee welfare To avoid any occupational hazards the company is deemed to providing
infrastructure facilities to the employees. The management of Harrods formulated good
infrastructure for the organization.
4.3 Discuss the implications of health and safety legislation on human resources practices with
special reference to Harrods.
The government of UK formulated health and safety act, 1974 in order to generate health
and safety policies for the employee working in various industries. Harrods have adopted various of
these health and safety policies to safeguard its employees. As per health and safety act,1974,
Harrods must install safety instruments like first aid kit, fire extinguishers, emergencies exit order.

The company also has to set up facility of medical care to the employees in case of any hazard or
emergency. The safety inspector under the act sees to that the company abides by these practices
(Section 19, Health and Safety at Work Act 1974). A regular check up is been placed by the manger
of Harrods to foresee that every employee is working in healthy and safe environment. By inducing
health and safety standards in the organization the organization is able to reduce leave turnover of
the employee. This implies that the absence rate of employees will decrease over the time. Harrods
also performs these as its social corporate responsibility to safeguard the interest and life of
individual working under the organization. Better safety and practices helps to increase productivity
and generates positivism in the work environment of the company. Harrods Goodwill increased by
implying these standards in the company. As implication of these led to welfare of its employees
which in return increase its market reputation. The human resource manger at Harrods also makes it
a point to provide advisory session about the use of these safe standard in case of emergencies
(Section 55, Health and Safety at Work Act 1974) . These sessions guides the employee about the
importance of maintaining safe and healthy work environment in the company.
4.4 Evaluate the impact of one topical issue on human resources practices
Number of issue affect the Human resource policy of an organization. The main issue that
Harrods is facing is to maintain the culture of the company. The culture is affecting the recruitment
and selection process of the company (Kowalski and Sadri, 2011). As the company has generated a
policy to maintain the diversity of the employees. In order to maintain this t5hing, the human
resource manger has to formulate various different methods of recruitment and selection. Among
them are, screening the CV, scheduling interviews, conducting tests etc. After changing these
recruitment and selection policies Harrods manger is able to recruit right candidate for right job .
Diverse skill oriented employees are being hired to meet the objective of the company. This
approach of the manger has led to strikeout competition with other companies. Harrods has a
talented and smart bank of employees working for perfection in the company. This policy to
develop diversity has developed multiple set of skills in the organization (Dobbin, 2009). Increasing
trust and companionship among the employees.
Conclusion
From the report, it is found that Guest model is helping the Harrods to development of better
human resource strategies. Implication of line managers and employees are giving advantages to the
organization to manage the work in the United Kingdom. Model of flexibility is giving effective
benefits to manages the work schedule in the Harrods. Changes in labor market is aiding the firm to
mange the work in the UK. Age, religion and disability discrimination affect the image of
organization in the United Kingdom. Performance management methods are aiding the corporation

to increase its efficiency and productivity as comparison of its competitors in the nation. It can be
concluded that Harrods is creating appropriate awareness for employee's regarding health and safety
regulations.

REFERENCES
Books and Journal
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bell, D., Wilson, G., Mcbride, P. and Cairns, N., 2012. Managing quality. Routledge.
Bhattacharyya, D. K., 2009. Human Resource Planning. 2nd ed. Excel Books India.
Bogarde, D., 2012. A short walk from Harrods. Bloomsbury Publishing.
Bosma, T., 2007. Effective Leadership Practices in Cross-cultural Conflict Resolution: A
Qualitative Study. ProQuest.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Brody, G. R. 2010. Beyond the basic background check: hiring the “right” employees.
Management Research Review. 33(3). pp.210–223.
Bush, T. 2011. Theories of Educational Leadership and Management. SagePublications.
Catano, M. V., 2013. Recruitment and Selection in Canada.4th ed. Cengage Learning publication.
Champoux, J. E. 2010. 4th ed. Organizational Behavior: Integrating .Sage Publications.
Collings, D.G. and Mellahi, K., 2009. Strategic talent management: A review and research agenda.
Human Resource Management Review. 19(4). pp. 304-313.
DeFeo, J. D. 2013. Toward a model of purposeful participant inclusion: examining deselection as a
participant risk. Qualitative Research Journal. 13(3). pp.253-264.
Dennis, C., Joško Brakus, J. and Alamanos, E., 2013. The wallpaper matters: Digital signage as
customer-experience provider at the Harrods (London, UK) department store. Journal of
Marketing Management. 29(3-4). pp. 338-355.
Dobbin, F., 2009. Inventing equal opportunity. Princeton University Press.
Fleetwood, S., and Hesketh, A., 2010. Explaining the Performance of Human Resource
Management. Cambridge University Press.
Freeman, C. and Ceriello, V. R., 2011. Human resource management systems: strategies, tactics,
and techniques. 2nd ed. Jossey-Bass Publishers.
Gopee, N. and Galloway, J. 2013. Leadership and Management in Healthcare. Tata-McGraw
Hill.
Gropu, B., 2013. Mandated Benefits. Aspen Publication.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human Resource Management Journal. 21(1). pp. 3-13.
Harzing, A.W. and Pinnington, A. eds., 2010. International human resource management. Sage.
Holman, M., 2012. Last orders at Harrods: an African tale. Birlinn.
Illar, D.J., 2010. Unraveling International Jurisdictional Issues on the World Wide Web. U. Det.
Mercy L. Rev. 88. pp. 1-15.
Ke, K., 2006. A cross‐cultural perspective of self‐leadership. Journal of Managerial Psychology.
21(4). pp.338 – 359.
Kowalski, R. and Sadri, F., 2011. Abductive logic programming agents with destructive databases.
Annals of Mathematics and Artificial Intelligence. 62(1-2). pp. 129-158.

Meredith Belbin, R., 2011. Management teams: Why they succeed or fail. Human Resource
Management International Digest. 19(3).
Pattanayak, B., 2005. Human resource Management. 3rd ed. Twelfth Printing.
Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson
Higher Education AU.
Ulrich, D., 2013. Human resource champions: The next agenda for adding value and delivering
results. Harvard Business Press.
Wright, P. M. and McMahan, G. C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human Resource Management Journal. 21(2). pp. 93-
104.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human Resource Management Journal. 21(2). pp.93-
104.
Online
Employee welfare. 2015. [Online]. Available through:
<http://www.whatishumanresource.com/employee-welfare>. [Accessed on: 10th December,
2015].
Equal Opportunity Act. 2010. [Online]. Available through:
<http://www.legislation.vic.gov.au/domino/web_notes/ldms/pubstatbook.nsf/
f932b66241ecf1b7ca256e92000e23be/7CAFB78A7EE91429CA25771200123812/$FILE/10-
016a.pdf>. [Accessed on: 10th December, 2015].
Equality Act. 2010. [Online]. Available through:
<http://www.legislation.gov.uk/ukpga/2010/15/contents>. [Accessed on: 10th December,
2015].
Health and Safety at Work etc. Act. 1974. [Online]. Available through:
<http://www.legislation.gov.uk/ukpga/1974/37/contents>. [Accessed on: 10th December,
2015].