Performance Management Strategies: M&S in India and the UK

This report provides a comprehensive analysis of Human Resource Management (HRM) practices at Marks & Spencer (M&S), focusing on a comparison between its operations in India and the United Kingdom. The report begins by defining HRM and its strategic importance, then delves into the existing performance management techniques employed by M&S in both countries. It critically examines the 360-degree performance appraisal system and reward and recognition programs, highlighting the differences in their application due to India's diverse workforce. Furthermore, the report identifies potential future issues in managing staff in India, such as those related to trade unions, employment law, and business systems. It provides specific recommendations for addressing these issues, including the implementation of relevant employment and trade union laws. The report concludes by emphasizing the significance of effective HRM in achieving organizational goals, ensuring long-term sustainability, and fostering employee development in both national and international contexts.

Hrm & global business
environment

Table of Contents
INTRODUCTION...........................................................................................................................1
Critically analyse the existing performance management techniques used by the organisation
in the Host country destination and how different is to the parent country practices............1
Identify and evaluate the future issues which may arise in managing staff in the host country
destination, proving specific recommendation to tackle those issues....................................4
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
Human resource management is defined as a strategic approach to effectively manage
individuals within organisation and further align their performance towards organisational
objectives in order to gain more competitive advantage (MATHAVAN and DEEPALAKSHMI,
2020). With the effective human resource management system organisation can maximize
performance of their employees in an effective manner and can further assure more growth and
development. Present report has been conducted on Marks and Spencer, company operate their
functioning in retail industrial sector and was founded in the year 1884. Entity operates their
services worldwide with having headquartered in London, England, United Kingdom. By
offering different type of products and services this entity is one of the renowned organisations
in retailing segment. In this report formative discussion has been made upon existing
performance management techniques that Marks and Spencer used in host country which is India
and foreign country in United Kingdom. In addition with this report include future issues that
make under take place in management of staff in host country destination, along with certain
recommendations through which entity can overcome them.
Critically analyse the existing performance management techniques used by the organisation in
the Host country destination and how different is to the parent country practices
Performance management is defined as creating system, practices and processes to manage
and leverage individuals, team, and work unit performance to ensure continuous sustainability.
Performance management aids organisation to identify key performance indicators, in order to
track individual performance with different techniques to stimulate them towards effective
accomplishment of business goals. With the help of effective performance management system
organisation can effectively evaluate employee’s day to day performance through which
organisation can sure maximum profitability and productivity. With the help of efficient
performance management system Marks and Spencer management keep regular check upon
employees performance of their activities and outputs that they are actually producing towards
organisational goals. With the help of this entity ensure maximum competitive advantage in
respective industrial sector. Mentioned below there are different performance management
techniques that are being undertaken by Marks and Spencer in host country, India and Parent
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country, United Kingdom in order to achieve your achievement of organisational strategic
objectives in a well defined and effective manner.
360 degree performance appraisal:
This is one of the most important and valuable performance management tool that allow
organisation effectively appraise performance of their employees by having continuous monitor
on them (Ahammad, Glaister and Gomes, 2020). This process effectively aid both managers and
individuals in a well defined manner, as with the help of this process Marks & Spencer
management effectively ensure development of employees by handling their feedback in
effective manner. Application of this process in organisational workplace structure allows
employees to receive anonymous and confidential feedback from external stakeholders who
interact with them within organisation (Dani and Ghatpande, 2020). With the help of this method
Marks & Spencer effectively understand ability of resources for development and future growth.
In relation with this it provide benefit to management to put and utilise talent and skill of right
employee at right job. Further it has been evaluated that 360 degree performance appraisal
method also aid respective organisation manager in offering compensation packages, bonus,
benefits to employees that aide them in their development.
Further it has been identified that in the process of 360 degree appraisal system Marks &
Spencer collect feedback from team members, managers, peers, subordinate, consumers etc with
a survey in order to effectively understand on- the- job performance of employees (Liu and
Meyer, 2020). This process effectively aid management to provide effective training programs to
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employees in order to maximize their skill and efficiency at great extent. This system acts as
motivational tool for employees as its allowing management to develop their performance in
future in well effective manner. With the implementation of this process Marks & Spencer
effectively manage their people in United Kingdom and further stimulate their day-to-day
performance with different form of motivational tools to accomplish business goals as well as
objective in a well defined and efficient manner.
Reward and recognition programmes:
This has been evaluated that India is having diverse workforce thus, as to manage
performance of individuals different set of approach is required to be undertaken by management
comparatively to western country (Wickramasinghe and Wickramasinghe, 2020). Thus by
evaluating workforce in respective country management of Marks and Spencer effectively take
advantage of reward and recognition programs in which they motivate employees with incentives
flexible or recognition programs in order to inspire workforce in effective manner. This has been
identified that organisations operating their functioning in India believes human resource as there
major source of revenue generation (Alex and Golhar, 2020). In this it has been identified that
labour force in respective country are more concern about additional benefits comparatively to
western countries. Thus in order to effectively manage workforce in India, Marks & Spencer
undertake different type of employee recognition programs and provide different incentive
schemes to appreciate hard work of employees. In this with the assistance of performance
metrics management continuously monitor employee’s performance and further recognise their
performance with different events and incentives. In terms with monetary or tangible awards
Marks & Spencer offer bonuses, gift card, free meals, conferences and work travel, company
mobile phone, laptop or other work equipment, retirement and healthcare plans to employees in
order to manage them in effective manner and boost their satisfaction.
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Thus, per according to the above evaluation it has been identified that in order to boost
employees motivation, satisfaction and moral Marks & Spencer take different type of
performance management techniques in India and United Kingdom. With the help this company
aim towards maximum profitability and productivity in time effective manner.
Identify and evaluate the future issues which may arise in managing staff in the host country
destination, proving specific recommendation to tackle those issues
It has been identified that Marks and Spencer is one of the leading organisation in retail
industrial sector and perform their operations in many international platforms. This has been
evaluated that while managing their business operations in India there number of issues that may
hamper smooth business performance and productivity of organisation. In this different types of
issues that can be arise in the management of staff in India are issues related to trade unions,
employment law and business system (Dani, and Ghatpande, 2020). All these have a significant
impact upon business functioning, in this it is recommended to Marks and Spencer HR manager
to have proper and effective understanding of all employment laws of India and their impact
upon business operations. In addition with this entity HR manager is also recommended to
implement all the essential and relevant rules and regulations of host country in retail industrial
sector to align their employee’s performance towards accomplishment of organisational goals.
This has been identified that every country have different set of trade union laws, employment
laws and business system regulation that are require to abide by them in order to effectively
execute the business process in well defined and effective manner (Baltov and Mladenova,
2020). With the application and implementation of all these legislation and measure Marks and
Spencer can effectively able to execute their business operations in a well-defined manner and
can further manage employee’s performance in efficient way. Mentioned below there are some
employment and trade union laws that is recommended to marks in Spencer to implement to
remove any future issues that may impact upon company profitability.
Employment Law Trade Unions Law
 Employee State Insurance Act
 Bonus Act Minimum Wages Act
 Maternity Benefit Act.
 Indian Labor Law
 Settlement of grievances
 Regulation of relations
 Collective bargaining and negotiations
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It has been identified that with the implementation of all these laws and measures that are
enforced by government of India for retail industrial sector, Marks and Spencer can effectively
able to manage their employees and can overcome any future issues in effective manner.
CONCLUSION
As per the above mentioned report it has been concluded that, human resource management
is most important and essential aspects for each and every organisation irrespective of their size
and scope. In this management of employee’s performance with different performance
management techniques aid organisation to effectively able to generate maximum productivity
while sharing efficient productivity. However it has been identified that there are diverse range
of issues that may under take place in management of staff. For this with the assistance of
different strategies and measures entity can overcome them in best effective manner and further
motivate performance of employees towards accomplishment of organisational goals. With
effective management of people in international and national level entity can ensure long-term
sustainability while maximum profitability in respective industrial sector. It further benefits
entity to strengthen their workforce in effective manner and increase growth and development
aspect in best effective manner.
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REFERENCES
Books and Journals
MATHAVAN, R. and DEEPALAKSHMI, K., 2020. A STUDY ON HRM PRACTICES AND
EMPLOYEE JOB SATISFACTION IN CO-OPERATIVE BANKS IN NAMAKKAL
DISTRICT. Studies in Indian Place Names, 40(12), pp.1510-1516.
Alex, A. and Golhar, D., 2020. HRM PRACTICE AND WORK ENVIRONMENT: AN
ANALYTICAL STUDY WITH. Studies in Indian Place Names, 40(27), pp.233-242.
Vilas, M.R. and Praveen, S.K., 2020. Role of TReDS Technology in HRM at Factoring
Business. Studies in Indian Place Names, 40(56), pp.698-707.
Mehta, P.D., 2020. Green HRM-Initiative towards Environment Sustainability. Studies in Indian
Place Names, 40(70), pp.1331-1335.
Zehir, C., Karaboğa, T. and Başar, D., 2020. The Transformation of Human Resource
Management and Its Impact on Overall Business Performance: Big Data Analytics and
AI Technologies in Strategic HRM. In Digital Business Strategies in Blockchain
Ecosystems (pp. 265-279). Springer, Cham.
Liu, Y. and Meyer, K.E., 2020. Boundary spanners, HRM practices, and reverse knowledge
transfer: The case of Chinese cross-border acquisitions. Journal of World Business, 55(2),
p.100958.
Dani, M.M. and Ghatpande, K., 2020. E-HRM: An Expanded Role of Contemporary
HRM. CLIO An Annual Interdisciplinary Journal of History, 6(5), pp.310-316.
Baltov, M. and Mladenova, D.S., 2020. Cultural Profiles and Assertiveness of Women in
Bulgarian Business Environment. In New Approaches to CSR, Sustainability and
Accountability, Volume I (pp. 207-224). Springer, Singapore.
Ahmed, S. and Omran, K., 2020. Workplace Bullying: Organizational Antecedents and HRM
Prevention Program. In Eurasian Business Perspectives (pp. 29-58). Springer, Cham.
Ahammad, M.F., Glaister, K.W. and Gomes, E., 2020. Strategic agility and human resource
management. Human Resource Management Review, 30(1), p.100700.
Mobarez, A., 2020. The Impact of Sustainable HRM on Organization’s Reputation. المجلة
العربیة لإلدارة, pp.193-214.
Malik, A., Froese, F.J. and Sharma, P., 2020. Role of HRM in knowledge integration: Towards a
conceptual framework. Journal of Business Research, 109, pp.524-535.
Wickramasinghe, V. and Wickramasinghe, G.L.D., 2020. Effects of HRM practices, lean
production practices and lean duration on performance. The International Journal of
Human Resource Management, 31(11), pp.1467-1512.
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