Tools and Techniques for Effective Human Resource Management

This report explores various tools and techniques used in effective human resource management. It examines the purpose and scope of HRM, analyzing the 'best fit' and 'best practice' approaches, as well as hard and soft models. The report delves into external and internal analysis, evaluating the strengths and weaknesses of recruitment processes, selection methods, and induction and socialization practices. It also discusses the effectiveness of key HRM elements, including development and training plans, reward management, flexible working practices, and performance management. The report further analyzes internal and external factors that influence HRM decision-making, including employment legislation, ethical and social responsibilities, and the role of trade unions. Finally, it illustrates the application of HRM practices in a work-related context.

Tools and techniques for effective Human Resource
Management
1

Summary
The report study is aimed at identifying of various tools and techniques that are used in effective
human resource management. The human resource management plays a very crucial role in
recruiting and selecting the suitable candidate at right time and right place so that the
organisational goals and objectives can be achieved. The report highlights over such HRM
practices and process which is used by the company in its operations management. In addition to
this, assignment also highlights on the good relations and significance of employee engagement
necessary for staff and trade unions. The overall unit is segregated among two parts and both of
them have been discussed below.
2

Table of Contents
Summary.....................................................................................................................................................2
Introduction.................................................................................................................................................5
Task 1 (Part A)............................................................................................................................................6
LO1 Explain the purpose and scope of Human resource Management in terms of resourcing an
organisation with talent and skills appropriate to fulfil business functions..............................................6
1 Give a brief introduction to your chosen organisation, including a definition of HRM (P1)............6
2 Discuss the type of approach undertaken by your organisation, such as: ‘Best fit' versus ‘Best
practice'; hard and soft models.............................................................................................................8
3 Undertake external analysis using a PESTLE in order to seek the type of labour market the
organisation exists in their labour markets trends..............................................................................10
4 Undertake internal analysis in order to confirm the internal labour market, with consideration given
to turnover, stability and retention. (M1)...........................................................................................12
5. Explain strengths and weaknesses of the organisations recruitment process, such as internal versus
external recruitment, their use of job descriptions, personal specifications and competency
frameworks (D1)................................................................................................................................13
6 Evaluate the strengths and weaknesses of the organisation's main method of selection. Here you
may want to consider key criteria for gaining a position such as grading grids (P2).........................15
7. Discuss issues which may arise in the organisation when new employees undertake induction and
socialisation. Provide rational for how such issues can be effectively addressed (M2)......................16
LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an
organisation...........................................................................................................................................17
1. Identify and explain the benefits of the organisation's development and training plan, including
how HR differentiates to suit different people/roles training needs. Also, discuss how HR evaluates
the success/failure of their implemented training methods. (P3, M3)................................................17
2. Discuss methods of reward management such as extrinsic and intrinsic rewards from the
employer. Here you are required to link them to the type of motivational theory and reward
implemented within the organization. (P4)........................................................................................18
3

3. Consider the benefits to the employee of any success/failure of the organisation to offer flexible
working practices in regard to financial gain, the organisation's structural design and any functional
flexibility which may exist. (P3, M3)................................................................................................19
4. Discuss the organisation's use of performance management, including monitoring of achievements
through models such as key performance indicators and the reward system in place. (P4)...............20
LO3 Analyse internal and external factors that affect Human Resource Management decision making,
including employment legislation..........................................................................................................21
1. Evaluate how the organisation maintains good employee relations and engagement and any
strategies they have in place for continuous improvement, with consideration to employment law
such as equality, data protection, health and safety, redundancy, dismissal and employment contracts
(P5, D3).............................................................................................................................................21
2. Explain whether the organisation considered ethical and social responsibilities and how this
impacts on HRM (M4).......................................................................................................................22
3. Discuss the role of trade unions and any work place representatives at both local and national level
and how they impact upon the actions of HRM within the organization (P6)....................................24
LO4 Apply Human Resource Management practices in a work-related context....................................25
P7- Illustrate the application of HRM practices in a work-related context, using specific examples
(M5)...................................................................................................................................................25
Part B – The Job Application.....................................................................................................................26
Conclusion.................................................................................................................................................30
Recommendation.......................................................................................................................................31
References.................................................................................................................................................32
4

Introduction
The assignment aims at reflecting of human resource practices adopted and followed in the
company named as French Collection which is a UK based clothing brand also known as FCUK.
The various HRM practices, models and theories practice in the company is highlighted in this
report study. There is certain legislation such as Equality Act 2010; Health & Safety at work Act
1974 and others are also discussed in this report in the context of employment contract. The
analysis of internal and external recruitment and selection is also stated in the reported study. In
the end, a meaningful conclusion is summarised.
Figure 1: French Connection UK and Their Infamous “FCUK Fashion” Campaign
Source: (Smallwood, 2015)
5

Task 1 (Part A)
LO1 Explain the purpose and scope of Human resource Management in terms of
resourcing an organisation with talent and skills appropriate to fulfill business functions
1 Give a brief introduction to your chosen organisation, including a definition of HRM (P1)
Brief Introduction - The organization which is selected for the assessment is French Collection
(FCUK) which is one of the leading clothing companies of United Kingdom. The company is
into home ware and retailer and wholesaler collection of clothing as well. Currently, the stock
price of company is 30.15 GBX and has a high market share in UK (French Collection, 2018).
The owner and founder of French Collection are Stephen A. Marks who has founded the
company in the year 1972. The company presently has employed nearly 70,000 workers who are
dedicatedly producing products and services which cover vast business market. The main aim
and motto of French Collection is to satisfy the customer’s needs and wants through providing
them with quality product and services. Making competitive strategies and designer products for
the customers so that they get attracted towards the company’s offering is another objective of
FCUK.
Figure 2: French Collection
6

Source: (French Collection, 2018)
Human Resource Management – HRM refers to as the systematic process which involves
management of workforce or personnel working in the organisation. The recruitment, selection,
training, development, performance appraisal and others all are considered in the human resource
management. The main objective of HRM is to maximise the productivity of employee and
thereby, attaining of organisational goals and objectives effectively and efficiently (Armstrong
and Taylor, 2014).
7

2 Discuss the type of approach undertaken by your organisation, such as: ‘Best fit' versus
‘Best practice'; hard and soft models
French Collection makes use of different approaches in its organisation which is significant for
their effective and efficient operations management. Two most common tools or approach used
for the management of human resource at workplace is shown below (Armstrong and Taylor,
2014):
Best fit approach Best Practice approach
 This approach provides with the aim of
attracting employees and engaging them to
work enthusiastically through offering them
incentives, rewards, bonus, and others.
 With help of this approach, FCUK
attracts its employee and motivate them to
attain a competitive position in the market.
 In this approach, the HR manager of
company frames its strategies and policies
keeping in mind that employee are highly
motivated towards their work.
 Efforts and optimum decision are made
in this approach which leads to an efficiency of
employees.
In addition to the approaches, there are two models which are also used by the French Collection
in its business activities.
HRM Models
8

Source: (By Author)
 Hard Model – This model of HRM states that the superior employees do not
communicate to their subordinates effectively and therefore, it is least adopted HRM model as it
does not fulfill with the requirements of human resource management (Gill and Meyer, 2011).
 Soft Model – This model is highly preferred among organisation as it includes framing of
policies and plans in such a way that it fulfills the requirement and needs of employees (Gill and
Meyer, 2011). FCUK make use of such model in its organisational hierarchy.
9
Models
Hard
Model
Soft
Model

3 Undertake external analysis using a PESTLE in order to seek the type of labour market
the organisation exists in their labour markets trends
The labour market is a sector which is highly dynamic and it becomes significant to understand
the needs and requirements for achieving the organisational goals effectively and efficiently. In
order to analyse the external market of FCUK, the PESTLE analysis has been reflected below
which emphasis of labour market trend (George, et. al., 2012).
PESTLE Analysis
Factors Description
Political It comprises of the government rules, regulations and legislation which
creates a pressure and boundaries on the working style of FCUK.
Economical This includes the economic condition of industry such as recession, boom
and others and also the individual’s status such as purchasing capacity,
income and others.
Social At, FCUK the company is liable to pay significance for enhancing
behaviour of their employees through organising of events and programs.
Technological It includes using modern techniques of production and technology that
helps in improving the performance and productivity of company.
Legal The norms and standards fixed by the government in respect of business
entity also impact on the labour market as well as FCUK business
operations.
Environmental French Collection emphasises on its corporate social responsibility for
10

providing a favourable environment to its stakeholders (George, et. al.,
2012).
Labour Market Trends
Figure 3: Summary of labour market statistics for November 2017 to January 2018, seasonally
adjusted
Source: (Office for National Statistics, 2018)
From the above statistics, it is evident that there is varying trend in the labour market in UK last
year which is expected to continue the same in this year also. However, the French Collection is
emphasising on protection of rights of labour and workforce at their organisation and is able to
maintain a standard labour ratio in its structure.
11

4 Undertake internal analysis in order to confirm the internal labour market, with
consideration given to turnover, stability and retention. (M1)
Internal Labour Market – It defined as the administrative identity which is generally used by
the business organisations in accordance to pricing of labour and their allocation for the work.
There are some set standards and procedures which are used to reflect the trends prevailing in the
labour market (Ferner, 2011).
Internal Analysis – In context of internal labour market competition there are two aspects which
is taken into consideration i.e. job and wages given to the labour. The demand and supply of
labour in the clothing sector are very dynamic in United Kingdom and the companies are
offering of competitive pricing in order to recruit the labourers. The internal analysis of labour is
also associated with three elements which are as such;
 Turnover – The turnover in labour market is very high as compared to another market in
industry. Due to the stiff competition in clothing industry, the labour turnover is always high and
protection of the employee’s interest is also essential.
 Stability – The labour in human resource are considered to be a highly expensive
resource for an organisation and it is difficult to stabilities their needs and requirements
systematically (Ferner, 2011).
 Retention – The business entity makes tremendous efforts and practices in order to retain
the employee within organisation and serve for a long time. Due to the legal imposition,
regulations, and acts, the retention of employee become a serious issue for companies.
12

5. Explain strengths and weaknesses of the organisations recruitment process, such as
internal versus external recruitment, their use of job descriptions, personal specifications
and competency frameworks (D1)
In the organisation there are two types of recruitment which takes place i.e. internal and external.
The internal recruitment refers to as the filling of job among existing employees and on another
hand external recruitment is known as outsourcing of eligible candidates from external sources.
The strengths and weakness of both internal and external recruitment are stated below (Stone and
Stone, 2013).
Recruitment process Strengths Weaknesses
Internal  It is comparative
economical friendly and fast
source of recruitment.
 Encourages employees
and provides them with
motivation to move upward in the
hierarchy.
 Limit the incoming of
potential candidates who will have
new ideas and thoughts.
 Personal Biases
External  Candidates with fresh
mind come with new ideas to
operate business functions.
 Expensive process (Stone
and Stone, 2013).
 It is lengthy, time-
consuming process.
 Needs high cost of
advertisement for attracting a pool
of candidates.
The strengths and weakness of job description, person specification as well as competencies are
described below:
13

Strengths of Job description, personal specification and competencies
 This helps in providing of clear and detailed information about the job role which is
expected to be played by a candidate.
 Personal specification enables highlighting of personal strengths which support
inappropriate communication among each other.
 It also helps in gaining competencies and advantage from its competitors.
Weaknesses of Job description, personal specification, and competencies
 It leads to increase in the time and cost of company and impact on the overall cost system
of organisation.
 There is a chance eliminating wrong candidate which has potential caliber to delivery
strong services for the company.
14

6 Explain the strengths and weaknesses of the organisation's main method of selection.
Here you may want to consider key criteria for gaining a position such as grading grids
(P2)
The main method of selection that is mostly followed by French Collection is Michigan model
and Harvard Model. Both of these models are used for selecting and recruiting practices in
organisation and also contain grading grids for gaining a position.
Strengths and Weakness
Model Strength Weakness
Harvard Model  This model focuses on
promotion, selection of right
candidate (Zivkovic, 2012).
 It includes formulating of
policies and strategies which is
targeted for personal growth of
individual.
 It does not consider the general
need and requirements.
 The decisions made are
sometimes less accurate and reliable.
Michigan model  It is useful in attaining the
social, political and other factors
that exist in business
environment.
 It helps in appropriate
analysis of candidate’s strengths
and power.
 It leads to contributing to the
overall growth and development of
business and not on the human resource
management.
 In some of the selected case, it
leads to rising of conflicts among
management and employer (Zivkovic,
2012).
15

7. Discuss issues which may arise in the organisation when new employees undertake
induction and socialisation. Provide rational for how such issues can be effectively
addressed (M2)
Induction and Socialisation is a process of selection which is aimed at familiarising new
employees with the policies, structures and culture of organisation (Lewis, et. al., 2012). During
the induction and socialisation process there are a lot of issues and problems been encountered
which are as follows:
 Negative influence from the organisation environment – Sometimes the employees get
depressed from socialisation process because of colleagues attitudes and behaviour.
 Settling In – The new employees takes time to settle down and adopt the culture of
organisation accordingly. In this process, they came to face various challenges like varies
preferences and style of employees and others.
Rational for improving the issue
The issue arrived in induction and socialisation process can be overcome with following
elements and practices which are:
 Workplace Safety – It includes ensuring that new employee is safe and secure in any
manner (Lewis, et. al., 2012).
 Initiating – It comprises of initiating to communicate, coordinate and integrate with the
new employee so that they can fast mix-up with the organisational personnel and its culture.
16

LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an
organisation.
1. Identify and explain the benefits of the organisation's development and training plan,
including how HR differentiates to suit different people/roles training needs. Also, discuss
how HR evaluates the success/failure of their implemented training methods. (P3, M3)
As per the words of Sani and Maharani, (2015), organizational development helps in the
improvement of the interrelationships, administrative challenges and offers extreme advantages
to both the employer and employees in the organization. The HR manager of the organization
use number of HR practices and methods in order to improve the existing skills and capabilities
of the employees. The training plan is an effective way of designing the roles for the individuals
as per their skills and competencies. Training plan improves the productivity and performance of
the employees and at the same time increase organizational stability and flexibility. It is the
smart techniques and actions of the HR manager that help him in differentiating the training
needs of its people. On the basis of the existing skills and knowledge, training is provided to the
employees. The success and failure of the implemented training methods and techniques are
evaluated by collecting feedbacks and reviews of the employees. Also, the performance of the
employees ensures the effectiveness of the training method (Sani and Maharani, 2015).
17

2. Discuss methods of reward management such as extrinsic and intrinsic rewards from the
employer. Here you are required to link them to the type of motivational theory and
reward implemented within the organization. (P4)
In the words of Hoffman and Tadelis, (2018), reward management is an attractive way used by
the human resource managers to encourage and motivate the employees for better performance
by offering them with incentives and rewards. Majorly the rewards management system is
divided into two parts. The detail description of the different types of rewards is stated below:
Intrinsic reward: Intrinsic rewards are the intangible rewards which encourage and motivate the
employees emotionally. These are recognition, appraisal, sense of achievement, work freedom
etc. The reward is designed in reference to the Maslow hierarchy theory where recognition and
achievement are the self-esteem needs of the individuals that motivate them for better
performance.
Extrinsic reward: Extrinsic rewards are the tangible rewards which are basically monetary in
terms. Some of the examples of extrinsic rewards are a bonus, fringe benefits, promotion, profits
sharing, and working conditions. The extrinsic rewards are influenced by the Herzberg's two-
factor motivational theory that reflects on the hygiene and motivational factors that drives the
interest of the employees (Hoffman and Tadelis, 2018).
18

3. Consider the benefits to the employee of any success/failure of the organisation to offer
flexible working practices in regard to financial gain, the organisation's structural design
and any functional flexibility which may exist. (P3, M3)
According to Veloso, et. al. (2015), with the flexible working practices and effective HR
practices, the employees possess a number of benefits such as job security, future growth, and
development, promotion and achievement etc. There is no doubt in the fact that the HRM
practices used by the HR managers enhance the productivity and performance of the
organization as well as retain skilled and talented employees for the longer time. An organization
with the skilled and talented human resources has high chances of growth and productivity as
compared with the organization with less and ineffective HRM practices. The employees will
contribute their maximum efforts when they receive high recognition and financial gain from the
organization. Flexible working practices in the organization will help the employees meeting
their professional and personal requirements with greater ease and flexibility that not keep them
satisfied financially but also emotionally and mentally (Veloso, et. al., 2015).
19

4. Discuss the organisation's use of performance management, including monitoring of
achievements through models such as key performance indicators and the reward system
in place. (P4)
According to Van Dooren, et. al. (2015), performance management is the process of stimulating
the interest of the employees to work collectively with the managers in designing, planning and
reviewing the organizational goals and objectives in an effective way. It is an effective way of
improving the performance of the employees and continuous process to ensure that the
organizational goals and objectives are fulfilled with greater ease and flexibility. Performance of
the employees can be managed with the help of the key performance indicators and reward
management that offers an alignment with the strategic direction and culture of the organization.
Also, performance management system will monitor the results in an efficient way and
improvements will be considered accordingly. It helps in the establishment of the clear
communication between the managers and the employees as sound communication between the
two is highly important for the organizational long-term growth and development (Van Dooren,
et. al., 2015).
20

LO3 Analyse internal and external factors that affect Human Resource Management
decision making, including employment legislation
1. Evaluate how the organisation maintains good employee relations and engagement and
any strategies they have in place for continuous improvement, with consideration to
employment law such as equality, data protection, health and safety, redundancy, dismissal
and employment contracts (P5, D3)
It is crucial to maintaining good relations with employees and workers for attaining
organisational goals and objectives and for such purpose the organisation makes use of various
policies and strategies in accordance with employment law (Hughes and Ferrett, 2011). FCUK
formulate its strategies for improvement according to employment law which state the following:
Equality Act, 2010 – This act or legislation provides with the knowledge of any discrimination
existing in between employee due to gender, caste, religion, and others. This law states that each
and every employee must be treated equally.
Data Protection Act, 1998 – This act has been designed in order to protect and safeguard the
personal data of employees.
Health and Safety at Workplace Act, 1974 – This legislation leads to imposing of duty and
obligation on employers that employees must be provided with safe and healthy working
environment.
21

2. Explain whether the organisation considered ethical and social responsibilities and how
this impacts on HRM (M4)
At, French Collection the board of directors believes that for gaining of long-term profitability
the business is depended on the external activities it performs. The ethical and social
responsibility helps in building of goodwill, reputation, brand name, assets and long-term
sustainability of organisation. In context of the human resource, FCUK is practicing of effective
and efficient measures for ethical and social responsibility such as executing of employment law
and other legal regulations and legislation for ensuring the security and safety of an employee at
their workplace. The human resource department of FCUK has re-formulated its strategies and
policies which are now aimed at benefiting the individuals’ needs and demand (French
Collection, 2018). Furthermore, FCUK has incorporated measures used for protection of
business environment in making of optimum business decisions. Additionally, FCUK has used of
ethical consideration such as celebrating of religious functions and others.
Figure 4: Corporate Social Responsibility in the 21st Century
Source: (DeAngelis, 2017)
22

In terms of corporate social responsibility also, FCUK conduct events such as sports,
educational, entertainment and others which is for the benefit of society and company’s
stakeholders. FCUK is taking initiative for reducing the packaging material used for finished
goods. Moreover, plastic and cardboard waste are used for recycling purpose at the UK stores,
providing donations to local as well as national charitable trusts, a charity for life stocks and
many others (French Collection, 2018).
23

3. Discuss the role of trade unions and any work place representatives at both local and
national level and how they impact upon the actions of HRM within the organization (P6)
The trade unions are an internal part of a business organisation which comprises members from
the employee who represent the overall employees or workers of organisation. In successful
completing and performance of organisation the trade union is the once who contributes to
maximum (Boston and O'Grady, 2015). These trade unions lead to having a significant impact
on the organisational decision making and to various management activities. The major role and
function of a trade union are to safeguard and protect the rights and interest of employees and
workers through formulating of effective and efficient strategies.
These rights consist of parental leave, sick leave, minimum wages, maternal leaves and many
other such issues which are generally the concern of trade union. Furthermore, the motto and
objective of a trade union are eliminating of unfair and illegal trade practiced followed in the
organisation by the employer. FCUK ensue establishment of effective policies which consider all
these issues of a trade union. The company helps its employees and employers to maintain good
relations and balance of their personal and professional life. It is essential because the non-
establishment of such practices may lead to creating negative impact among organisation for
example – Low productivity, low performance, declining morale of employees, delayed work,
conflicts, strikes and many others.
24

LO4 Apply Human Resource Management practices in a work-related context
P7- Illustrate the application of HRM practices in a work-related context, using specific
examples (M5)
The human resource practices have a lot of significance in work-related context as for retaining
and sustaining the employee with organisation the HRM plays a significant role. It also
influences on the recruitment and selection of talented employees (Chan and Kuok, 2012). The
application of HRM practices with the help of work-related context is specified below:
 Tracking System of the applicant – The HRM is very useful in tracking of applicant
where the employer can seek for recruiters and the recruiters can seek job opportunities.
 Social Media Recruitment – In case of the social media recruitment also the HRM plays
an important role which involves attracting a pool of potential candidate through the modern and
widely used technology.
 Mobile Recruiting – A large portion of job seekers find mobile recruitment an easiest and
convenient way of selecting a potential employee.
25

Part B – The Job Application
Job specification
Job Title HR Assistant
Qualifications Professional degree in Human Resource Management i.e. MBA in HRM
Experience 1-1.5 year
Key skills  Good communication
 Flexible with working
 Multitasking
 Conceptual Skill
Job profile The job is focused on recruitment and selection of suitable candidate which
is done through conducting of interviews and test of candidates. Moreover,
HR assistant will be responsible for tracking record of employees and
sanctioning of leaves.
26

Curriculum Vitae (Assistant Human Resource Manager)
Jack Smith
14, Queens Road
Paris.
Contact no. [phone]
E-Mail ID:- [e-mail]
Objective
To work with a group of members who are engaged in developing their personal and
professional career.
Education Qualification
Degree Year University and grade
MBA in
Human
Resource
2017 Stanford University achieving A+ grade
BBA 2015 Royale school of Business with B+ grade
Professional Experience
6 months of work experience with the ABC consultation company starting from August 2015 to
27

January 2016.
Key Skills
 Adaptable
 Fluent Communication
 Problem-solving
 Friendly
 flexible
 Decision making
Technical Abilities
Working knowledge of MS Office, MS PowerPoint, MS Excel, Tally and other.
Declaration:
I hereby declare all the information provided in this CV belongs to me and are true.
Date: Signature
Preparatory notes for interview
Before conducting an interview it is important to prepare some notes. Being the HR manager
below are some points and key areas which will be focused during interview.
 Reviewing of Curriculum Vitae – It will be the first stage in which a proper go through
over candidates CV will be made.
28

 Assessing Candidates Qualification – The next would be observing that the job
specification matches with the candidate qualification or not and then moving forward.
 Question Answer round – After, reviewing the CV thoroughly a list of question s
regarding candidate’s background and other areas will be asked.

29

Conclusion
On the basis of the above report study, it has been concluded that the human resource
management play different role in organisation and the practices adopted by the HR managers
help in motivating and guiding the employees for attaining of organisational goals. FCUK has
constantly formulated its HRM policies for the benefit of their employees and adopts of
employment laws and regulations in its organisational structure. HRM practices help in the
effective and efficient recruitment of employees so that the aims of company can be attained
successfully. Moreover, it is also analysed that it very significant to have good employee
relation for smooth working of company. Hence, the study of various laws, regulation, trade
union and others helped in effective human resource management.
30

Recommendation
From the analysis of report study, there are some gaps been identified in HRM practices at
FCUK which is needed to be fulfilled significantly. Some of suggested ways to improve the
HRM practices and models in company are as follows:
 Improving on communication hierarchy within organisation so that there are good and
healthy relations among employees having clear views and thoughts.
 The company should introduce various incentive programs and bonus brackets for
employees so that they feel motivated while working.
 Providing flexibility in working style allowing of late login sometime would appraise the
employee to work effectively.

31

References
1. Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource
management practice. Kogan Page Publishers.
2. Boston, S. and O'Grady, F., 2015. Women workers and the trade unions. Lawrence &
Wishart.
3. Chan, S.H. and Kuok, O.M., 2012. A study of human resources recruitment, selection,
and retention issues in the hospitality and tourism industry in Macau. Journal of Human
Resourcesin Hospitality & Tourism, 10(4), pp.421-441.
4. DeAngelis, S., 2017. Corporate Social Responsibility in the 21st Century. [Online]
enterrasolutions. Available at: https://www.enterrasolutions.com/blog/corporate-social-
responsibility-21st-century/ [Accessed: 07 April 2018]
5. Ferner, A., Tregaskis, O., Edwards, P., Edwards, T., Marginson, P., Adam, D. and
Meyer, M., 2011. ‘HRM structures and subsidiary discretion in foreign multinationals in
the UK’. The International Journal of Human Resource Management, 22(03), pp.483-
509.
6. French Collection, 2018. Corporate Social Responsibility. [Online] French
Collection. Available at:
https://www.frenchconnection.com/content/investor-relations/csr.htm [Accessed: 07
April 2018]
7. French Collection, 2018. French Collection. [Online] French Collection. Available at:
https://usa.frenchconnection.com/ [Accessed: 07 April 2018]
8. George, O.J., Kuye, O.L. and Onokala, U.C., 2012. Culture and management
practices are Siames Twins: The case of employee relations practice in Nigeria (Cadbury
Nigeria Plc) and the United Kingdom (Cadbury worldwide UK). Business and
management review, 3, pp.9-22.
32

9. Gill, C. and Meyer, D., 2011. The role and impact of HRM policy. International
Journal of Organizational Analysis, 19(1), pp.5-28.
10. Hoffman, M. and Tadelis, S., 2018. People Management Skills, Employee Attrition,
and Manager Rewards: An Empirical Analysis.
11. Hughes, P. and Ferrett, E., 2011. Introduction to health and safety at work.
Routledge.
12. Lewis, A., Thomas, B. and Bradley, O., 2012. Employee socialisation: A platform for
employee engagement?. International Journal of Employment Studies, 20(1), p.25.
13. Office for National Statistics, 2018. UK labour market: March 2018. [Online] ONS.
Available at:
https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemp
loyeetypes/bulletins/uklabourmarket/latest [Accessed: 07 April 2018]
14. Sani, A. and Maharani, V., 2015. Relationship between Human Resource
Management (HRM) Practices and Organizational Performance Moderated by
Organizational Commitment. Australian Journal of Basic and Applied Sciences, 9(7),
pp.185-188.
15. Smallwood, K., 2015. French Connection UK and Their Infamous “FCUK Fashion”
Campaign. [Online] todayifoundout. Available at:
http://www.todayifoundout.com/index.php/2015/08/french-connection-uk-importance-
branding/ [Accessed: 07 April 2018]
16. Stone, R.J. and Stone, R.J., 2013. Managing human resources. John Wiley and Sons.
17. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in
the public sector. Routledge.
18. Veloso, A., Tzafrir, S. and Enosh, G., 2015. How employees perceive HRM
practices: Differences between public and private organizations. Human resource
management challenges and changes, pp.19-36.
33

19. Zivkovic, J., 2012. Strengths and weaknesses of business research methodologies:
Two disparate case studies. Business Studies Journal, 4(2), pp.91-99.
34