Impact of Human Resource Management on Mark & Spencer's Performance

This report provides an in-depth analysis of Human Resource Management (HRM) practices at Mark & Spencer, a prominent retail company. It begins by examining the company's organizational structure, highlighting its shift to a flat structure to empower employees and improve decision-making. ...Read More

Human Resource Management

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
1.1 Organizational Structure........................................................................................................3
1.2 Corporate Culture at Mark & Spencer...................................................................................3
1.3 Management Styles Of Mark & Spencer...............................................................................4
1.4 HRM Functions......................................................................................................................4
CONCLUSION and recommendations............................................................................................5
Conclusion...................................................................................................................................5
Recommendation.........................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Present report has been undertaken to know the impact of Human resource management
on the selected company which is Mark and Spencer. M & S has been into retailing industry for
more than 120 years and continues to do so. This report in relation to this company has been
taken in order to make recommendations on their working and performance of employees with
giving emphasis on the organizational structure of Mark and Spencer(Maitlis and Christianson,
2014). Further from the report a scholar will able to understand the company at a broad level
focusing on the corporate culture and management styles followed by the firm.
MAIN BODY
1.1 Organizational Structure
Since Mark & Spencer is big name in the retail industry and from many years it has been
catering the needs of business with so huge base of customers over the years. Mark Spencer
being the so old business also has to go for the structural changes due to some factors which
were degrading their operations unit and they were not able to make necessary decisions due to
the structure of the organization(Maitlis and Christianson, 2014). Thus, came the change and
now employees throughout the business have more responsibility towards the business which is
better for Mark & Spencer. The kind of organizational structure company contains is a flat
organizational structure this type of organizational structure has limited levels of management
between administrative level and front-line employees. This structure is followed in organization
to encourage employees in more decision making process. Further this method is adopted by
employees in order to make employees more attentive towards the operations of company and
give their crucial contribution in uplifting the growth of the company. Also Mark & Spencer
have adopted this method because the type of power culture that firm possess was not able to
match it up with its new objectives(Dinh. and et.al, 2014). Due to several management levels
involved in decision-making process, the old structure was not a good fit for the organization.
1.2 Corporate Culture at Mark & Spencer
Successful business is the one which makes its workforce happy at different times by
inculcating the different methods such as they can give rewards to it heir employees and they can
assure that every should have the party night at home, through giving bonuses. A good corporate

culture not only makes people happy but also facilitates and motivates them to work efficiently
and effectively to grow the business. Mark & Spencer has a amazing corporate culture as they
know how to make there employees happy by giving the companies goodies and by sending
them on the holidays and many more(Whiteley, Price and Palmer, 2013). HRM now days have
raise its bar in providing the workers with great comfort ability and with this the techniques they
have used have gained so many aplaud.
1.3 Management Styles Of Mark & Spencer
Every company follows a different set of management style which helps him in achieving
the discipline at the workplace and which eventually will fed them in the way of achievement of
desired aims and objectives. Further there are different management styles which are adopted by
firms by looking at their structure. Mark & Spencer have adopted Laissez Faire as their
management style because through it they allow employees to perform freely their tasks with a
minimum of supervision and guidance, to give them a feeling of empowerment. Mark & Spencer
have been able to perform this management style in an appropriate manner as by having this
style they have been able to inculcate good set of organizational structure into the business which
is a great thing for them(Armstrong and Taylor, 2014.). Managements role is not limited to
planning, organizing, controlling and staffing things that has gone beyond the traditional way of
practices and now its broad. now management has to know the behavior of employees in order to
make them work according to their potential and Mark and Spencer have been able to do this for
a long time.
1.4 HRM Functions
1. Performance Management: One of the most important function of Human resource
management is performance management. HRM is the key to measure the employees the
employees performance over the course of the period. The time of the period can be any
yearly , monthly, weekly. Generally HRM measures its employees performance monthly
through a giving them the bait of incentive and bonuses on achieving a certain level and
thus follows the performance of the employees and they measure each employees
performance through the portals they have developed(Zhang and et.al, 2015). In Mark &
Spencer for measuring employees performance HRM of the company has done a lot and
able to maintain their performance with good culture.

2. Training and development: Giving a training is the most important element of
recruiting process of conducted by HRM. Training is done in order to make a candidate
eligible for performing the work which company has acquired him to do. Training of the
individual is done just to make him aware about the facts that what methodology is been
followed by them in making that people compatible to work(Piening, Baluch and Ridder,
2014). Development is also carried by the people of HRM only for the employees who
are in organization and given the different role from what they are performing from many
times. so in order to make them more knowledgeable about the new work it has been
done.
CONCLUSION AND RECOMMENDATIONS
Conclusion
As per the report it has been concluded that, HRM plays important part in making a
company's performance level to raise up and maintains a good corporate culture in making
employees feel good at the workplace. Thus Mark and Spencer has also facilitated their
employees with good culture and given them an opportunity to decide further operations of the
company by their open management style.
Recommendation
For Mark and Spencer to be more productive in the future certain recommendations have
been made by the writer as per his knowledge of the topic, they are:
 Mark & Spencer should build a platform where everyone can interact with each other.
 The company should have a measurable attitude towards the employees.
 Company focuses on meeting the deadlines.
 Effectively manages the organizational pattern of the company.

REFERENCES
Books and Journals
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Dinh, J. E. and et.al, 2014. Leadership theory and research in the new millennium: Current
theoretical trends and changing perspectives. The Leadership Quarterly. 25(1). pp.36-62.
Lilly, J., Virick, M. and Wipawayangkool, K., 2015. Recency Effects in Justice and
Organizational Citizenship Behavior: The Impact of Coping Style. Journal of Business
Strategies. 32(2). p.71.
Maitlis, S. and Christianson, M., 2014. Sensemaking in organizations: Taking stock and moving
forward. The Academy of Management Annals. 8(1). pp.57-125.
Piening, E. P., Baluch, A. M. and Ridder, H. G., 2014. Mind the Intended‐Implemented Gap:
Understanding Employees’ Perceptions of HRM. Human Resource Management. 53(4).
pp.545-567.
Whiteley, A., Price, C. and Palmer, R., 2013. Corporate culture change: adaptive culture
structuration and negotiated practice. Journal of Workplace Learning. 25(7). pp.476-498.
Zhang, Y. and et.al, 2015. When is pay for performance related to employee creativity in the
Chinese context? The role of guanxi HRM practice, trust in management, and intrinsic
motivation. Journal of Organizational Behavior. 36(5). pp.698-719.