Human Resource Management Function and Practices of M&S

HUMAN RESOURCE MANAGEMENT

Table of Contents
Introduction..........................................................................................................................................3
Task 1.....................................................................................................................................................4
P1. Purpose and scope of Human Resource Management in terms of resourcing Marks& Spencer
with talent and skills appropriate to fulfil business objectives.........................................................4
P2 Strengths and weaknesses of approaches to recruitment and selection ....................................5
Task 2.....................................................................................................................................................6
P3. Benefits of HRM practices for both employer and employee of M&S........................................6
P4 Effectiveness of HRM practices in raising profits and productivity of an organisation................7
Task 3.....................................................................................................................................................9
P5. Importance of employee relations in influencing HRM decision-making for M&S.....................9
P6 Key elements of employment legislation ..................................................................................10
P7. The application of HRM practices in the organisation..............................................................11
Conclusions .........................................................................................................................................14
References...........................................................................................................................................15
2

Introduction
According to (Armstrong, 1999) Human resource management refers to a strategic approach
of development and management acquisition, motivation, of the organization's human
resources. It includes shaping up an appropriate corporate culture and introducing programs
which reflect and support the core values of the enterprise and ensure its success. Being an
essential piece of the mechanical procedures of the organisation, human resource
management guarantees that the human resources accessible are utilized productively in
different activities. Also, it can be characterized as the procedure of the organisation which
handle every relation between employees and the management (Naff at al, 2013).
The following report will present the human resource management function and practices of
M&S in the relation with the employees for a smoothly running process to company
development. Marks and Spencer is one of the leading multinational retail chain with stores in
UK and other parts of the world and the company owns around 1382 stores all over the globe
with 468 stores located at Eurasia and Middle East. The company was founded by Michael
Marks and Thomas Spencer in 1884 and is a public limited company which falls under the
category of retail industry (Corporate.marksandspencer.com, 2016).
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Task 1
P1. Purpose and scope of Human Resource Management in terms of resourcing
Marks& Spencer with talent and skills appropriate to fulfil business objectives.
According to Blake, (1966) The purpose of HRM is to consistently develop
employees in organisation going process. As the function is identified with understanding,
conservation, improvement operating business and incorporation of the potential in the
resources of individuals. The purpose of any function of management in the organisations is
to utilize resources viably for attainment of organisational objective. The essential mission of
Human Resource Management will permanently be to obtain, create, and hold skilled
employees. Adjusting the labour force to the organisation needs, it’s a great supporter of the
business development (Gubman, 1996).
Human resource planning involves forecasting the number of employees available and the
number of qualified employees that will be demanded in the future. HR planning must be
related to business strategies. Business strategy is an action that is taken to achieve the
organisation’s objectives. A common strategy used in order to achieve the objective is that of
increased profitability may reduce the business costs (Wiley.com, 2018).
As per Burnister, (1988) Recruiting the ideal employees and preparing them can meet the
gap between scratching out the best of careers and solid organisation development.
Implementing a successful human resource planning process in M&S enable the human
resource managers to viably design the utilization of the accessible resources in the different
activities of the company. This process directly connects with the greater part of its
employee’s quality to succeeds into important work parts and duties, allowing the
management to preserve great relations with the employees and maintains a productive
working environment condition.
M&S focuses to drive a sustainable business that is both financially productive and socially
and ecologically capable. This incorporates giving to all employees in the UK and abroad a
protected and solid workplace. The organisational culture of M&S promote diversity along
with self-improvement and esteem (M&S, 2018).
.
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P2 Strengths and weaknesses of approaches to recruitment and selection
One of the strengths of an organisation is to have a wide-ranging recruiting and selection
procedure that enables most of the human resource managers to get engaged in developing
the rules for choosing the new applicants. It helps in understanding the complexities of
futures employment requirements and after accessing the requirement creating jobs that get
applicants recruited in the organisation is based on proactive selection and recruitment of
candidates. To search for qualified applicants to fill the existing positions the human resource
managers must keep track with organisation development plans (Root, 2018).
Strengths are inside components that helps M&S to accomplish its goals. Creating a solid key
approach for human resource inside the company is one of the M&S’s strength. Likewise,
M&S's human asset incorporates methodological advancement and authority administration
for every one of its workers over the business. M&S focusses on the worker's capabilities and
for all time required capable human asset for accomplishing the objectives and increment the
execution inside (M&S, 2017).
One of the most important strength of recruiting method in M&S is outsourcing. This method
enables the company to hire right candidate and place them at the right position. The
weakness of this recruitment method is time. It’s taking long time to get through all process
and is an absence of certainty that the new candidates will provide future benefits to the
company (Boselie, 2010).
A persistent weakness of selection and recruitment process is attempting to stay aware of the
temptations being offered by organisation challengers. For example, higher pay, more
exhaustive medical advantages and a solid retirement bundle wind up costly (Root, 2018).
Weaknesses are inner components that may keep organisations from achieving their
objectives or effectively control of opportunities in accomplishing employees progress and
performance. Human resource managers must identify all company weakness and develop a
strategy to control or eliminate them. Loosing skilled employees in favour of other
organisation is M&S the principal weakness. Therefore, the human resource managers of
M&S must put more resources into the selection and recruitment, contracting and
development of new representatives (Friesl and Kwon, 2016).
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Task 2
Effectiveness of the key elements of Human resource management in M&S
P3. Benefits of HRM practices for both employer and employee of M&S
According to Harter et al (2002). HRM practices can generate, motivation, synergy, increased
knowledge and high level of commitment of a firm's employees, resulting in a competitive
advantage for the firm. HRM Practices are designed to develop, motivate, attract and retain
the employees who ensure the effective functioning and survival of the organization. Five
common practices that have been consistently used are innovation, performance appraisal,
career management, reward system, training, and recruitment (Shipton at al, 2005).
HRM practices can create inspiration, expanded learning, cooperative energy, and
commitment from the workers sustaining competitive advantage for the organisation. HRM
Practices are intended to create, inspire, and hold workers who guarantee their working and
survival in the company. Practices that have been reliably connected with training and
recruitment, performance appraisal advancement, profession administration, remunerate
framework.
As per Boselie, (2010) the HR practices in M&S assist the company to contract exceptional
and talented representatives to upgrade company with attaining objectives and targets. Using
an external selection of skilful applicants would reduce the costs of preparing and
improvement programs when the new entrance are already prepared. M&S lead preparing
programs on time by examining work force needs.
Training and motivation positively impacts the performance of employees in the organisation.
To enhance the employees performance M&S focus on training programs offering learning
experience and motivate the employees to achieve higher performance levels (Paul &
Anantharaman, 2003). According to Schuler & Jackson, (1987) training process supports
employee in leading knowledge, and capability to contribute to invention of new products,
production processes, and organisation practices in every day work routine of M&S. Offering
the right training the employees will perform more efficiently in their jobs and that will lead
to an advanced organisational modernisation of M&S.
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Performance estimation are essential for company and workers as well being the essential
information utilised as a part of deciding compensation expands, advancement, but also
dismissal (inc.com, 2018). Performance appraisal is considered the most efficient method of
motivating the level of performance of an employee in organisation. This can be used
periodically and involves an assessing process of measuring productivity and performance
related to organisation goals and objectives. Manasa, K. & Reddy, N. (2009).
Rewards frameworks are the instrument which M&S’s employees are gratified for past
accomplishments and higher performance later. M (inc.com, 2018). Acording to Gubman,
1996) M&S offers to their workers a business relationship that inspire them to take
possession of the strategy for success.
P4 Effectiveness of HRM practices in raising profits and productivity of an
organisation
The human resource managers of M&S, perceives that their workers are the sole reason
behind their business. Human asset practices are particularly associated with pay and general
incomes. This affirmation of the implication of reasonable human asset practices is driving a
couple of supervisors to incorporate the estimation of their workforce to their advantage
reports (Schramm, 2012).
Different Human Resources practices used by M&S are listed below:
Performance management and rewards. Reward system are used by companies, including
M&S to motivate their employees to be more confident in taking risks, developing
successful new products and create innovative concepts (Guptal & Singhal, 1993).
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Source: academiaedu.com
Recruiting. Recruitment is based on hiring employing and gaining suitable and
knowledgeable applicants through external methods of recruiting (Sparrow, Schuler &
Jaclson, 1994). M&S give prime importance to the fact that the candidates must be devoted
and feet with the company culture to increase productivity.
Employee retention. Based on organisation strategies adopted by Human resource managers
to make employees feel comfortable at the workplace to improve their job satisfaction and to
enable the employees remains in the organisation. (Abraham & Medoff, 1985).
Talent management. As per (Beker et al, 1997) skilled representatives that aren't roused or
aren't allowed to use their capacities effectively they will not be able to accomplish the
organisations goals. Expanding the competitive advantage with the Human Resource
Management systems, it is principal for M&S to make structures of practices that empower
each one of the qualities. For their most extreme limit M&S utilize mixt of the practices.
Profitability is updated through formulating and venture practices, for instance, the usage of
significant worth circles, information sharing techniques, audit feedback, and formal
grievance procedure. It suggests that Human Resource Management practices of M&S affect
legitimate execution through a coordinated effort that influences an imperative work to
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constrain and through the dominion of outcomes from such a puzzling relationship (Pfeffer,
1998).
Task 3
P5. Importance of employee relations in influencing HRM decision-making for M&S
According to (Rose, 2004) employment relations are characterised according to the rule of
business relationship relating to the individual from staff and association in a group and
individual way, in the meantime, perceiving practical and bureaucratic issues at working
environment.
Any association is confronting with different scope of workers which makes the activity for
Human Resources Management harder (Tuckman and Snook, 2014). In a various area, it is a
test to guarantee an eager workplace and solid worker relations. Maintaining the employees
satisfied in the organisation M&S create a solid workers relation as any choice taken by the
Human Resource Management has an immediate effect on worker relations.
One of the most vital part of Human Resources in employee’s relations is to keep up a sound
and cheerful workplace with the goal that the representatives stay fulfilled at the working
environment. The employees would be cooperating better with each other if they would get
an appropriate workplace. Curran and Quinn, (2012).
(Kathryn, 2008) stated that the Employee Relations is critical to the achievement of
engagement activities in keeping the connection amongst the management of M&S and
representatives. The employees relations will decide the viability of the organisation. The
acknowledgement does not construct in light of how keen is the organisation, however how
keen the organisation is in anticipating his employee’s needs, and the manner by which M&S
is focused on their interests and working with them
Kraut & Korman (1999) has surveyed some changes in associations with both authoritative
structure and manager and representative connections. Changes in the monetary condition
have been influenced by both formal and casual contracts of work. Modifying effectively to
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relationship changes has enormous suggestions as far as it has maintained upper hand in view
of the capacity to get to and hold a conferred talented workforce. This exploration tries to
discover the elements influencing M&S accomplishment that are identified with the
employee’s relationship.
.
For example, M&S managers counsel with others before settling on any choices, and the
gathering around will impact the result of the choice even the manager has the last word to
say (Benincasa, 2013). When is about introduction a new product, they counsel the directors
of different offices first as to comprehend in the event that it is prudent while empowering
their way of discussion.
At M&S the employees are asked to share what they think before setting up any business
choices and to enable them to contribute their plans to the business in order to give people
and group responsibilities to settle on decisions such as a method for approving them
(Bolden, et al., 2013). However, Bawany, 2010 in his investigation showed that this might
not be very useful if groups are unpractised, not prepared or unmatched to their employments
capabilities.
P6 Key elements of employment legislation
As per Dundon and Rollinson, (2011) M&S has a capable Human Resource Management
(HRM) policies that supports the organisation in guaranteeing that all the employees`
objectives and grievances will be met and managed, without interference trade unions. Plan A
technique and Work Well Program call attention to that the organisation is bound together by
a typical reason and trust that they have on their employees. They depend on the offering of
moral working conditions, reasonable rates of pay and expect no irreconcilable circumstances
between the worker and the manager. The techniques are acquainted with balance out
productivity and empowering condition, they enable workers to stand up about any worries as
noted in (M&S, 2015) site.
Health and safety Act 1974 based on providing protected, spotless and sound working
conditions for all representatives. This incorporates from all parts of work convenience and
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working conditions to advancing and supporting prosperity activities went for enhancing and
securing the psychological and physical wellbeing of the employees. This dedication
incorporates finding a way to anticipate damage and mishaps; giving fitting defensive gear
and appropriate convenience and offices; emergency treatment help; and having set up an
exhaustive structure of supporting frameworks, forms, chance evaluations and preparing.
Equal opportunity Act. Regularly auditing the reward system and advantage courses of action
to guarantee that the human resources managers are drawing in the skilled employees that
organisation require. At M&S the employees stay target and free from discrimination or
favouritism; are in any event meeting any lawful least models; and are empowering and
reflecting business as well as individual execution. This incorporates considering suitable
winning industry standards and nearby economic factors. M&S employees are paid routinely
and on time. Just approved or lawfully permitted findings from compensation are made and
all owed pay is paid in case of resignation (M&S, 2017).
Working hours Act. Flexible working policies aids the line managers in the certainty to see
adaptable working conditions in a positive light, before settling on a choice. Adaptable
working hours will be additionally installed by making data more open to workers, making
them more mindful alternatives accessible to enable them to establish a work life stability
(Gov.uk, 2014).
P7. The application of HRM practices in the organisation
Recruitment is an organisation plan to find new candidate and hire new talents to enhance the
company performance and objectives. This complex process use by Mark & Spencer is
illustrated below:
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Source:lucidchart.com
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Training is highly related with motivation and motivation is highly related with the
productivity. When the training is provided to the employees, they become the human
resource of the organisation and they become the motivators of the organisations potentiality
with the help technology, management and system. (Paul & Anantharaman, 2003). According
to (Mayo, 2004) the employee relation will be impacted by the organisational practices to
draw the motivational theory. The selection of the hypothesis empowers M&S Human
Resource function to convey easily as it is critical to change administration while enhancing
social collaborating abilities of all administrative colleagues. McGregor's theory of
motivation demonstrates that how the employees are stimulated by the wants of achievement
and confidence. Through remunerating workers and guiding people, the M&S's management
would lead to medium-term achievement (Lawter, et al., 2015).
This move to change was an indeterminate activity and would make a colossal misperception
for the workforce and put weight on their exhibitions as per (ACAS, 2011). It was a creating
change that where the workers need to change and adjust to new techniques for a flat
administrative structure and new methodologies of systems. Under the new speciality units
which are proposed to produce benefit and to underscore on employee’s accomplishment on
the branches (Brewster, et al., 2007). This enabled M&S to effectively control its
methodologies and see where improvements can be done and to constantly screen its new
ways to deal with corporate practices while planning over the future HRM issues.
In 2014 for example the need to transmit and receive information made M&S to implement
new technology to stay ahead. The company began in-store tryout of radio frequency
identification (RFID) to establish better communication from managers to employee, and
employees to customers (Rashid, 2015).
The flexibility offered by the company helped many females candidates to achieve senior
roles within the business. By offering flexible hours and a part-time employment opportunity
Mark and Spencer created a better environment for female employees motivated them to
advance to the higher positions in the executive levels. Annual survey reveals that 79% of
M&S women’s employees are in the head office positions. (gov.uk, 2014).
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Conclusions
The human resource management of M&S uses various processes to maintain the employee
relations in the organisation. Human resource management is responsible with all the
interactions between employer and employees, starting from the beginning with recruitment
of the employees into the organisation, training, development and so on. All these
procedures are used by M&S to increase the performance of the organisation and of the
employees individually. Helping the company to achieve their future goals and objectives. By
developing this HR strategies M&S gives prominence to model of flexibility as well so that
the employees to be able to enjoy a better work life stability. M&S use external source of
recruitment and selection process to hire the talented employee, and to adopt on-the-job-
training to train the staff members so they can develop for future. Employees relations play a
significant role in the environment of M&S.
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