This report provides a comprehensive analysis of Human Resource Management (HRM) practices at Marks and Spencer. It begins with an introduction to HRM and its importance in achieving organizational goals, followed by an examination of how HR strategies create value for the firm. The report delves into the impact of regional and national culture on HRM practices, exploring the differences in hiring processes and training plans. It then analyzes Marks and Spencer's employment model, highlighting the Standard Casual Model and its role in managing HR activities. Storey's 27 points of difference between HRM and personnel management are used as a benchmark to compare and contrast the two approaches within the context of Marks and Spencer. The significance of local culture and HRM practices in international subsidiaries is considered, along with the differences in employment laws. The report uses corporate examples and literature to support its arguments and concludes with recommendations for employers to ensure high organizational performance. The analysis covers various aspects of HRM, including talent acquisition, retention, rewards, performance management, and the importance of adapting to cultural differences and legal frameworks in a globalized business environment.
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