This report provides an analysis of Human Resource Management (HRM) strategies and practices at H&M, a multinational clothing retailer. It explores the concepts of HR strategy, including high-performance, high-commitment, and high-involvement management, and examines specific HR practices such as providing employee security, motivation, self-managed teams, and performance-based compensation. The report also discusses the employment models used by H&M, highlighting cooperative models and the importance of employee training and development. Furthermore, it contrasts HRM with personnel management based on Storey’s 27 points of difference. The report concludes with recommendations for improving HRM practices to ensure high organizational performance.
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