Human Resource Management Report: Jaguar Land Rover Case Analysis

This report offers a comprehensive analysis of Human Resource Management (HRM) practices at Jaguar Land Rover. It begins by examining how the firm has changed its HRM strategies, utilizing key HRM concepts. The report then analyzes the impact of environmental factors on Jaguar Land Rover's human resource plan. It applies a human resource model to illustrate value creation within the firm, and contrasts its practices with those of personnel management using Storey's 27 points. Furthermore, the report details the company's job design, hiring, and firing strategies, supported by industry examples and literature. The report concludes with recommendations and a summary of findings, providing a detailed overview of the company's HRM approach.

HUMAN
RESOURCE
MANAGEMENT
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Table of Contents
INTRODUCTION.................................................................................................................................3
MAIN BODY........................................................................................................................................3
Examining how Human resource strategies were changed by the firm. Using of concepts of Human
resource management........................................................................................................................3
Analysing the impact of environmental factors on culture of human resource plan of the chosen
firm....................................................................................................................................................4
Using human resource model and stating how values was created by the firm..................................6
Using Storey’s 27 points of difference between human resource and personnel management
benchmark, stating what is being practiced by firm...........................................................................7
Analysing the job design strategies of the chosen firm......................................................................8
Stating the hiring and firing strategies of the chosen firm.................................................................9
Using corporate example firm using good HR practices & literature to justify...............................11
Recommendation.............................................................................................................................11
CONCLUSION...................................................................................................................................11
REFERENCES....................................................................................................................................13
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INTRODUCTION
Human resources are the basis of any business. It must be organized in terms of
obtaining effective results. Human resource management can assist you gain a competitive
advantage. This is possible because human capital contributes to firm’s efficiency. The better
the talent pool, the higher the firm efficiency. It should be noted that the human resources
available to the organization are different from those of competitors. Human resource
management follows a structured, step-by-step process to manage & develop human capital.
It includes activities such as recruitment, release of final selection, employee training,
evaluation guarantee, compensation & incentive design, and maintenance of the relationship
between employees and the company (Ansar, 2021). This is done inside and outside the
organization. The goal of Human resource management is to effectively sustain the
employees that are part of workforce productivity. The present report focuses on all tasks that
have an impact on Human resource management practices. Human resource strategic
management begins with the discussion of the human resource management model given by
famous authors. The impact of the strategic approach on human resource management online
managers & employees was also discussed. The report goes on to describe flexibility in the
workplace as well as various flexibility practices that help workers managing their work-life
balance. In addition, it emphasises on the role of human resources in managing diversity &
implementing an equal opportunities approach in the organization. The last part of the report
looks at job design, as well as hiring and firing strategies at the company Jaguar land Rover.
MAIN BODY
Examining how Human resource strategies were changed by the firm. Using of concepts of
Human resource management
Human resource management can be considered as a common method of Human
resource management according to the organization's intentions of its future development
direction. It deals with long-term personnel issues & macro issues about whether structure,
culture, quality, values, commitments, & resources are sufficient to meet future needs.
Human resource management can include a variety of human resource strategies. There
might be strategies to provide fair as well as equitable rewards, enhance performance, or
simplify structures. Human resource management is the general framework for determining
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the form and execution of a single strategy. Human resource management is based on human
resource management principles embedded in strategic concepts. Therefore, if human
resource management is a consistent approach to people management, then human resource
management now means that it is done in a planned manner, combining the Jaguar Land
Rover’s objectives with policies as well as sequences of actions (Asfahani, 2021).
For this reason, few concepts are defined to help Jaguar Land Rover apply Human
resources management well:
 Resource-based vision: Defining strategies that help Jaguar Land Rover attain
competitive advantage needs the effective use of their present as well as future
resources. One of the resources that must be maximized is human resources.
 b) Strategic adjustment: Implies ensuring that human resources management is not
only seen as an independent action of the fulfilment of the former role of employee’s
management in Jaguar Land Rover, but is executed vertically & horizontally in the
organization.
 c) Best Practice Method: It just points out that few practices adopted by certain firms
are much better than others & should therefore become industry standards.
 d) The Best fit method: These shows that Jaguar Land Rover cannot really cut and
paste best practices without considering the respect of the application. Jaguar Land
Rover is not only different, but also at a various stage of presence, has a numerous
position relative to its competitors, & may have very distinct types of business goals
(Baharuddin, 2021).
The company jaguar Land Rover applies the approach of best fit in its organisation as this
provides a high competitive advantage among rival firms along with a presence of high
potential among company’s employees which helps them in generating high revenues.
Analysing the impact of environmental factors on culture of human resource plan of the
chosen firm
Human resource planning is affected by changes in the internal as well as external
environment. Therefore, the plan must be flexible to easily adapt to the dynamic
environment. Human resource planning can be short-term or long-term, based on the various
environmental factors in that the firm operates (Fauziah and Prasetyo, 2020).
Macro-environmental factors:
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Macro-environmental factors may have an impact on the manner Jaguar Land Rover
conducts human resource plan.
 Economy: The general economic situation has an impact on human resource plan of
Jaguar Land Rover. In economies with high GDP growth rates (like India), a high
growth market means more job opportunities (demand). Although a troubled economy
like the United States has recently lost its AAA credit rating, Greece, which has a
high debt burden and extremely low GDP growth, faces a double dip recession that
may mean a reduction in employment (demand) and an increase in separation plans
(Khan and Ahmed, 2020).
 Labour market: The availability of labour, their participation rate, the level of skills
and the availability of labour have direct or indirect effects on human resource
planning.
 Demographic factors: Such as average age of the workforce, gender mix, and various
others will have an impact. For example, UK & Japan face 2 different issues in
demographics. UK would soon have the huge population, ranging in age from 18 to
35. This means large & large Generation Y in the workforce who would prefer latest
models of Jaguar land Rover (Kozlov and et. al., 2020).
Micro (industry-specific) factors:
Micro (industry-specific) factors that affect the company's human resource plan could be
determined as:
 Industry growth: In the respect of UK, major industries have presented very healthy
growth in the last ten years, mainly due to strong customer demand in the UK market.
This, in turn, stimulated the demand for human capital in most industries like jaguar
Land Rover.
 Technology: Today, technology has penetrated almost each industry. We live in a
knowledge economy, & majorly each thing is driven by technology. This in turn
requires the development as well as supplement of new skills for people with
companies such as Jaguar Land Rover (Mamatelashvili and et. al., 2020).
 Industry Attractiveness: Information technology, retail, and other industries may
cater more talent as their growth prospects, practices, and products have become
relatively highly attractive. There are others who are powerful ropes to attract labour
like Jaguar Land Rover.
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Using human resource model and stating how values was created by the firm
Standard Casual Model of HUMAN RESOURCE MANAGEMENT
This model is developed from numerous similar models released in the 1990s & early
2000s. The model depicts a causal chain, beginning with business strategy, ending with the
HR process, & ending with (enhanced) financial performance. Therefore, the model presents
how HR tasks aligned with the organization's strategy can lead to organisational performance.
According to this model, human resource would only be effective when its strategy is
consistent with the trading (Murugi and Kariuki, 2021). Therefore, the HR strategy is
developed from the complete strategy. Human resource practice follows HR strategy.
Instances include recruiting, training, evaluation, & compensation. These human resource
practices will lead to certain results. Few interesting relationships are the undetermined
human resource management effect that shows that certain HR practices could lead directly
to internal performance improvement. For instance, good training by Jaguar Land Rover
could directly lead to best performance without affecting HR results. Reverse causality in
Model shows that sometimes better financial performance leads to huge investment in human
resources practices. When Jaguar Land Rover performs well, employees tend to be more
engaged. This presents that the relationship in the model is not always one-way. However, in
common, this HR model depicts how human resource strategy is developed & the impact of
HR on the internal processes as well as financial results of the company.
Value created by firm
The value chain model
The human resources value chain is one of the most famous models in the field of
human resources. It is depended on the work of Paauwe along with Richardson in year 1997
& has produced subtle differences in previous models of HR functions. Based on to the
human resource value chain, everything company does in human resource could be separated
into 2 categories: human resource activities and human resource results.
Human resource management activities are daily tasks, involving recruitment, training
compensation, & succession planning. These tasks are usually analysed using human
resource indicators. These are the so-called efficiency indicators. The cheaper Jaguar Land
Rover hires & the faster they train, the better the results. Human resource management results
are what we are trying to attain through HRM activities. The company Jaguar Land Rover
recruits, train & compensate to attain certain results. These results include motivation,
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employee satisfaction, retention, & presence. If the organisation only focuses on analysing
human resource management activities, they would automatically focus on reducing costs.
The target should be to put the best people in the right place, not take shortcuts & hire
candidates as cheaply & quickly as possible. This explains why company should focus on
analysing results rather than activities. When HRM activities & human resource management
results meet expectations, they should lead to best performance. This means that when they
recruit the right candidate, send them to the right training seminars, & retain their key
players, the performance of the company will improve (Odhiambo, 2020).
Using Storey’s 27 points of difference between human resource and personnel management
benchmark, stating what is being practiced by firm
Basis of distinction Human Resource Personnel Management
Contract Targets to move beyond
contracts
Safe delineations of scripted
contracts
Rules for guiding
management
Impatience with rule, can do
approach
Developed by mutual
agreements
Actions Process According to the need of
business
Managerial activates or
attitude referent
Values, Mission Customs, norms or practices
Labour Nurturing Evaluating
Nature of bonding Unitary Pluralist
Conflicts De-emphasised Institutionalised
Essential relations Consumers Employees management
Initiatives Integrated Piecemeal
Business plan Central Marginal
Decision Speed Fast Slow
Role of management Transformational Transactional
Key managers Line or general managers Human resource specialists
or personnel manager
Interaction Direct Indirect
Standardisation Low High
Skills Facilitation Negotiation
Selection Integrated or essential tasks Separate or marginal
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activities
Pay Based upon performance Fixed payments
Condition Harmonisation Separate
Management of employees Towards personal contracts Collective bargaining
contracts
Job category Marginalized Maintained through training
Grades Lesser Numerous
Communication Increased flow Restricted flow
Job Design Teamwork Labour division
Problem handling Managing culture and
environment
Reaching temporary truces
Development Learning organisation Controlled access to the
courses
Interventions Personnel strategies Personnel process
The most famous human resource model is the standard human resource management
causal model. This model is derived from many similar models released in the 1990s & early
2000s. The model shows a causal chain, beginning with Jaguar Land Rover strategy, ending
with the HR process, & ending with (improved) financial performance. Therefore, the model
shows how HR activities aligned with the Jaguar Land Rover’s strategy can lead to Jaguar
Land Rover performance. According to this model, HR will only be effective when its
strategy is consistent with the trading strategy (in line with the best match theory). Therefore,
the HR strategy is derived from the overall strategy. HR practice follows HR strategy.
Examples include recruiting, training, evaluation, & compensation. These human resource
practices will lead to certain results. Examples include engagement, quality production, &
participation (RENE, 2020). These human resource management results will in turn lead to
internal performance improvement. Examples include productivity, innovation, & quality.
These results lead to financial performance (such as earnings, financial turnover, higher profit
margins, & return on investment).
Analysing the job design strategies of the chosen firm
To increase the motivational potential of the job, four common job design strategies
are used. Each of these strategies affects one or more elements of the MPS formula. These
strategies are job rotation, job expansion, job enrichment, and job simplification.
Job rotation:
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Job rotation is the practice of transferring workforce between jobs in Jaguar Land
Rover. This enhances skill diversity and helps employees locate potential latest roles & learn
through different experiences. The job rotation plan could develop motivation & generate
flexibility in implementation, allowing easy replacement during absences.
Job Expansion:
Job Expansion involves adding additional tasks to existing roles within the same
hierarchy. An example is a Jaguar Land Rover who specializes in car design and now car
manufacturing. The job requires similar skills, but the content of the job is different. Job
expansion enhances skill diversity and task identification, allowing workers to engage in
more similar tasks, thereby reducing monotony, teaching diverse skills, & accountability,
granting broader responsibilities, as well as autonomy at Jaguar Land Rover.
Job enrichment:
The purpose of job enlargement is to increase tasks, and the characteristic of job
enrichment is to increase the dimension of encouragement. This means that job expansion can
be a form of job enrichment. Job enrichment emphasises on adding incentives to existing
roles and improving MPS. Examples include Jaguar Land Rover of increasing opportunities
for feedback, building customer relationships to enhance the importance of tasks, &
developing natural work units that aim to combine interrelated activities to enhance task
identity.
Work Simplification:
Work Simplification is the opposite of Work Expansion, which is a bit strange. Work
simplification is the process of mitigating tasks from present roles to create them more
focused. Job simplification is about eliminating various skills to develop more focused tasks.
This could be used by Jaguar Land Rover for slow jobs when the job expands over time &
becomes unmanageable (Saha, 2021).
Stating the hiring and firing strategies of the chosen firm
Hiring & firing are the two main components of the business & have been around for
100s of years. Hiring & firing happen every day, sometimes for no reason. Hiring is referred
as the increase in workers to offer services to the company, while firing is defined as the
reduction of workers who do not provide adequate services to the Jaguar Land Rover.
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Hiring & firing belong to the contract signed between the employer and the employee
and are called employment. This contract could be terminated by either party at any time
during the contract. Employees can leave after most companies require two weeks' notice.
This is usually done when an employee leaves 1 company to work for another company. If an
employee is dissatisfied with his job or is not properly treated at work, & filing a complaint
does not change this, he can also resign on the spot.
The employer can be fired from the contract without reason at any time during the
employee’s 90-days probation period or at any time thereafter. Recruitment usually takes
place over a long period of time. In some situations, a Jaguar Land Rover would engage in a
hiring boom for months, but then its hiring capacity will freeze for a period of time.
Therefore, if a company is looking for candidates, it would post vacancies in recruitment
boards & local newspapers across the country. Once the Jaguar Land Rover reduces the
number of candidates to the people they want to talk to, they would begin the interview
process.
Employers would conduct one, two or even 3 interviews with prospective employees
about their past work experience, education & reference materials. Once the interviewer is
offered a job, he or she can decide whether to accept the job. If the candidate accepts the
position, then you begin to complete all the necessary paperwork to become an employee of
the Jaguar Land Rover.
Employees may be fired for disobedience, drug abuse, sexual harassment, alcohol
abuse, physical violence, threats to the organisation Jaguar Land rover or its employees,
refusal to perform assigned tasks, refusal to go to work, and other mitigating factors.
The hiring process does not need to be completed only by Jaguar Land Rover looking
for employees. In the UK, some organizations are based on the idea that people are looking
for jobs. Now they are the personnel agency. If someone is looking for a job, they may
submit their resume & work experience to Jaguar Land Rover, and then these agencies will
try to find the most suitable candidate for that person in the company (Zhang and et. al.,
2020).
Recruitment & firing keep the corporate world running, with employees moving at a
normal rate day after day.
Using corporate example firm using good HR practices & literature to justify
 Attracting talents: One of the highly important activities assigned to human resource
managers to attract talents. A high-quality employee is a competitive advantage in the
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international market. Human resources teams of Jaguar Land Rover usually work
closely with line managers to develop an organization in times of prosperity. Talent
acquisition often takes many forms.
 Skills development: Skills development is the key to improving Jaguar Land Rover’s
performance. Due to the budget needs of the fiscal year, it is best to do it during the
economic period. Training could be carried out inside or outside the Jaguar Land
Rover with the assistance of professionals.
 Knowledge Management: From the acquisition of knowledge to the registration of
knowledge and its universal availability throughout the Jaguar Land Rover,
everything belongs to the field of knowledge management. This tool assists unlock
great value in geographically dispersed Jaguar Land Rover & could help companies
develop in new markets by learning lessons from previous experiences.
Recommendation
 In an era that relies heavily on company performance compared to the competition,
having a strong performance-based payment structure at Jaguar Land Rover can
become excellent motivation for workers.
 High-performing job security at Jaguar Land Rover will not allow high-quality
resources to leave the organization during economic downturns
 Jaguar Land Rover should be a company in which employees are encouraged, not by
fear, but by the nature of their work. One of the main reasons for disappointment in
the workplace is worrying about finding a job tomorrow.
CONCLUSION
In the end, we came to the conclusion that human resource management is extremely
essential for practicing in the organization for long-term success. The report emphasized that
any organization will overcome the various challenges it faces when implementing human
resource management policies and strategies. The report also looks at the importance and role
of human resource management as the organization continues to expand. The implementation
of human resource management is a planned process, which tends to evolve over time. It can
be measured from different aspects such as personnel management, recruitment & selection
process, employee incentives, and termination as well as suspension employment. Human
resource management ensures that the organization adopts a proactive work method to better
plan and utilizes the workforce & provides employees with better growth opportunities.
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REFERENCES
Books and Journal
Ansar, R.M., 2021. Strategic Human Resource Practices for Innovation Performance: An
Empirical Investigation. Golden Ratio of Human Resource Management. 1(1).
pp.35-43.
Asfahani, A., 2021. THE IMPACT OF MODERN STRATEGIC HUMAN RESOURCES
MANAGEMENT MODELS ON PROMOTING ORGANIZATIONAL AGILITY.
Academy of Strategic Management Journal. 20(2). pp.1-11.
Baharuddin, C., 2021. On the Shoulders of Giants: A Meta-Review of Strategic Human
Resource Management. Golden Ratio of Human Resource Management. 1(1). pp.10-
16.
Fauziah, N.M. and Prasetyo, A.W., 2020. STRATEGIC HUMAN RESOURCE
MANAGEMENT (SHRM) DI KEMENPAN-RB REPUBLIK INDONESIA. Jurnal
Populika. 8(1). pp.40-52.
Khan, A. and Ahmed, S., 2020, July. Strategic Approach Towards Organizational
Performance: Modern Practices over Human Resource Management. In
International Conference on Management Science and Engineering Management
(pp. 436-444). Springer, Cham.
Kozlov and et. al., 2020, November. The development of industrial enterprise human
resources in the process of digitalization: strategic approach. In Proceedings of the
International Scientific Conference-Digital Transformation on Manufacturing,
Infrastructure and Service (pp. 1-5).
Mamatelashvili and et. al., 2020. Strategic Management Of Corporate Educational System
Formation And Development. In European Proceedings of Social and Behavioural
Sciences EpSBS (pp. 698-708).
Murugi, J. and Kariuki, P., 2021. INFLUENCE OF STRATEGIC CAPABILITIES ON
PERFORMANCE OF FIRMS IN THE LEATHER INDUSTRY IN KENYA.
Journal of International Business, Innovation and Strategic Management. 4(3).
pp.73-88.
Odhiambo, O.J., 2020. Strategic Management of HRM: Implications for Organizational
Engagement. Annals of Contemporary Developments in Management & HR
(ACDMHR). 2(3). pp.1-8.
RENE, N.N., 2020. Work Life Balance and Its Impact as a Strategic Human Resources
Management Policy in Private Sector Organisations in Equatorial Guinea. Available
at SSRN 3698924.
Saha, N., 2021. Strategic HRM and Organizational Agility Enable Firms to Respond Rapidly
and Flexibly to the Changing Environment. In Encyclopedia of Organizational
Knowledge, Administration, and Technology (pp. 2551-2569). IGI Global.
Zhang and et. al., 2020. The effects of industry dynamism, firm size, and ownership on HR
strategic integration in China. The International Journal of Human Resource
Management, pp.1-30.
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