Jaguar Land Rover: HR Strategies, Models, and Job Design Analysis

This report provides a comprehensive analysis of Human Resource Management (HRM) practices at Jaguar Land Rover. It begins by identifying how the company changes its HR strategies, emphasizing selective hiring, employee security, and performance-based compensation. The report then examines the impact of environmental factors—physical, technological, economic, geographical, social, and cultural—on the company's culture and HR plans. An HR model is implemented, focusing on fair pay, skills development, and health and safety to illustrate how value is created. The report differentiates between HRM and personnel management using Storey's 27-point model as a benchmark, highlighting differences in beliefs, strategic aspects, and key levers like communication and pay. Job design strategies, including job rotation and enrichment, are analyzed. The report also outlines hiring and firing strategies, provides corporate examples of good HR practices, and offers recommendations for employers to enhance organizational performance. Finally, the report concludes by summarizing the key findings and their implications for effective HRM in the context of Jaguar Land Rover.

HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
(A) Identify how HR strategies are changed by organizations....................................................3
(B) Determine the impact of environmental factors on culture and HR plan for organisation...4
(C) Implement any HR model and define how value was created by organisation....................5
(D) Differentiate between HRM and Personnel management by using 27 Storey’s model as a
benchmark....................................................................................................................................6
(E) Analyze the job design strategies of organisation.................................................................9
(F) Define the hiring and firing strategies...................................................................................9
(G) State corporate examples of business using good HR practices.........................................10
(H) Recommendations to employer related to HRM practices to ensure effective
organisational performance.......................................................................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Human resource management (HRM) is a proactive management function in a company
or organisation so that they can help the company gain a competitive advantage. HR managers
are in charge of an organization's human resources and are responsible for putting rules and
procedures in place. The phrase "human resource management" refers to the formal methods
used to manage employees inside a company (Anisimov and et.al, 2017). Strategic human
resource management is a strategy to developing and implementing HR initiatives that target and
address business issues while also directly contributing to long-term business objectives. Jaguar
Land Rover automotive is a holding company of Jaguar Land Rover limited and is a British
multinational company which offers luxury and sport utility vehicle. The company was
introduced in 2008 and the parent company of Jaguar Land Rover is Tata motors. The major
activities performed by Jaguar Land Rover is manufacturing, development and sale of vehicle
under the label of Jaguar and land rover patent.
The report will define the HR strategies, impact of environmental factors on culture and
HR plan, execution of HR model and how value is created. The report defines difference
between HRM and Personnel management by using Storey model and quote the job design
strategy. The report will quote some corporate examples for effective HR practices and
recommendation for employer for HRM practices for high organisational performance. The
report also highlights the hiring and firing strategies for an organisation.
TASK
(A) Identify how HR strategies are changed by organizations
Strategic HRM emphasis on actions which are formed by business that can help in
differentiating an organisation from their competitors. In other words, it refers to human resource
which is coordinated and consistent in relation with business objectives that can help in
enhancing the performance of an organisation (Aswathappa and Dash, 2020). The components of
strategic human resource management involves- recruitment onboarding payroll benefits and
enrollment reporting talent management time and attendance succession planning and
performance management. Some of the HR strategies which are changed by Jaguar Land Rover
has been listed below:

 Selective hiring- This strategy of human resource management supports business to hire
candidates who can bring and add value to the organisation. In relation to Jaguar Land
Rover, the company create a structure and fair selection process which defines their
internal goals and legal requirements that can be met by a candidate. Such strategies help
Jaguar Land Rover in enhancing their business performance and competitive position in
the industry.
 Providing security to employees- The safety and security of employees is one of the
major factors which must be focused by an organisation and it is a formal or informal
contract between the employee and employer must be created for employment security
(Brewster, Gooderham and Mayrhofer, 2016). In context of Jaguar Land Rover, the
company emphasis on employment as it is also helpful and beneficiary for organisation
for keeping their employees motivated and retaining them for a longer period of time.
 Fair and performance based compensation- This HR practice helps a business in
keeping their employees motivated by recognizing and rewarding employees for their
effective performance in the organisation. The management of Jaguar Land Rover
emphasis on providing fair performance-based compensation to the employees which
helps the organisation to keep employees motivated maintain their performance standard
accomplish their organisation objective before deadlines and maintain their competitive
position in the industry by retaining most talented employees with business.
(B) Determine the impact of environmental factors on culture and HR plan for organisation
Environmental factors that have been shown to promote irregularity are unlikely to be
exclusive; many other forms of stress might have similar effects. Since it is the people who work
for the firm that adopt and build the company's culture, human resources have a challenging role
to play in corporate culture (Budhwar and Mellahi, 2016). Any planned change in the culture of
the business must be implemented through and by the employees. The impact of environmental
factors on culture and HR plan for Jaguar Land Rover has been described below:
 Physical and technological factors- The physical and technological factors, such as
technological advancements and rapid change in machinery and techniques of performing
managerial activities influence the profitability and operations of business. These factors
can create positive as well as negative influence as through effective training programs,

employee skill can be enhancing and it will be helpful for an employee to perform the
assigned work through which positive working scenario can be maintained. Whereas, due
to lack of ability to perform and use the advanced technological equipment’s, this can
create a negative impact on the profitability of business which will be an outcome of
negative corporate culture.
 Economic factors- The economic factors involve three major segments which involves-
economic policies, economic conditions and economic systems which influence the
organisational activities, plans of management and the organisational culture as this can
change the decisions making, revenue generation and profitability of the business.
 Geographical or natural factors- These factors influence the decisions of an
organisation and this can influence the managerial activities which needs be carried out
by the organisation (Collins, 2020). The supply and demands of resources also creates an
influence on the managerial activities of Jaguar Land Rover. The economic growth of the
country relies on the availability of natural resources which affects the profitability and
growth of an organisation. The economic policies created by the Government influence
domestic growth and investment within the organisation.
 Social and cultural factors- The socio-cultural factors create a huge influence on plans,
policies and performance of organisation. The factors such as cultures, beliefs and
attitudes can influence the managerial activities and organisational culture of the
business. Such factors affect the cultural difference and enforces organisation to form
plans and policies that can be helpful in meeting the organisational objectives.
(C) Implement any HR model and define how value was created by organisation
Human resources (HR) is the department of a corporation that is in charge of finding,
screening, recruiting, and training job candidates, as well as administering employee benefit
plans. The HR model and practices followed by Jaguar Land River has been discussed below:
 Fair payout- Providing employees with fair remuneration is a key strategy for
motivating them at work. Where employees come to address financial stability and
professional development (de Brito and de Oliveira, 2016). Employees who perceive
financial security at a workplace where they believe the job they do is worth the wage
they are paid are more likely to feel loyal to their employers. Jaguar Land Rover's human

resource manager ensures that employees are paid fairly and equally for the jobs they
perform and the services they provide. This contributes to employee satisfaction, as
satisfied employees stay with the company longer and dissatisfied employees stop
providing services to the workplace.
 Skills development- Another effective approach after financial security is for workers to
come to work in order to address growth possibilities in which they may learn from the
jobs they do (Harzing and van Ruysseveldt, 2017). Jaguar Land Rover's human resource
manager provides its employees continuous growth opportunities so that they may
improve their abilities in areas where they have received education, as well as obtain new
working experiences. Employees benefit from growth opportunities because it meets their
development requirements, and the organisation benefits because it increases productivity
and efficiency in the workplace.
 Health and safety- Workplace safety is critical in providing employees with the good
work environment that they deserve so that they may work productively. Where the
human resource manager in Jaguar Land Rover uses several ways to ensure that workers
feel secure at work, they include establishing fundamental rules that must be followed by
all employees at work, such as how to act and speak in the workplace in the most ethical
manner. Workplace safety also allows employees to do tasks without interruption, which
helps the firm accomplish its goals by completing tasks quickly.
(D) Differentiate between HRM and Personnel management by using 27 Storey’s model as a
benchmark
The Storey 27 model explains the ideas and assumptions of a select group of cutting-edge
practitioners, establishes priorities, and assumes behaviors that appear to follow a series of
suggestions (Horwitz and Budhwar, 2015). The Storey 27 point of differentiation model was
proposed by Storey in 1995 which depicts the difference between the personnel management and
human resource management. The blow mentioned are some point of difference between the
personnel management and human resource management on the basis of this model:

BASIS PERSONNEL
MANAGEMENT
HRM
BELIEFS AND
ASSUMPTIONS
Guide to
management
actions
The management actions
in personnel management
are followed through
procedures (Huemann,
Keegan and Turner,
2018).
The management
actions in personnel
management are
followed through
procedures.
Contract The contract in personnel
management involves
careful delineation of
written contract.
The contract in
personnel
management involves
careful delineation of
written contract.
STRATEGIC
ASPECT
Speed of decision The speed of decision in
personal management is
formed in slow approach.
The speed of decision
in personal
management is
formed in slow
approach.
s Corporate plan The corporate plan
personnel management is
marginal.
The corporate plan
personnel
management is
marginal.
LINE
MANAGEMEN
T
Management role The management role and
leadership style followed
in personal management is
based on transactional
leadership.
The management role
and leadership style
followed in personal
management is based
on transactional
leadership (Liu,
Qingqing and Liu,
2021).
Standardization The standardization in The standardization

personal management is
high.
in in human resource
management is low.
KEY LEVERS Communication The communication and
flow of communication in
personnel management is
restricted.
The flow of
communication in
human resource
management is focus
on increased flow.
Pay The pay or wages which
are offered to employees
in personnel management
are on the basis of job
evaluation which is fixed
on the basis of their
proposition in the business
(Lorincová and et.al,
2018).
The pay or wages
which are offered in
human resource
management are on
the basis of employee
performance.
Performance management and human resource management practices followed by Jaguar
Land Rover
 Hiring candidates- When presented with a large number of candidates, a human
resource manager chooses the best candidate who possesses the set of skills required for
the position. The human resource manager of Jaguar Land Rover seeks for the most
beautiful people in the office with the goal of filling a vacancy with the most competent
candidates.
 Performance management- The personnel manager is primarily concerned with each
employee's individual performance (Meijerink and Keegan, 2019). The personnel
manager of Jaguar Land Rover regularly monitors the performance of employees and
identifies the performance on the basis on identifying the standard and actual
performance.

(E) Analyze the job design strategies of organisation
Job design strategies cover everything from the relationship between job design
dimensions and employee needs to interpretation ideas, job characteristic dimensions, significant
psychological states, personal and work results, employee growth needs, and the original
implementation idea. The process of creating a job that allows the firm to accomplish its goals
while simultaneously motivating and rewarding the person is known as job design. The job
design strategy followed by Jaguar Land Rover has been discussed below:
 Job rotation- Job rotation strategy is the approach of moving employees between jobs in
a company which is helpful in increasing employee skill and competencies, increase
motivation level and enhance flexibility of employees.
 Job enrichment- This job design strategy is segmented by adding motivational
dimensions. This strategy focuses on adding motivation drivers to existing roles which
will help in enhancing employee performance (Ng and Parry, 2016). This strategy
followed by Jaguar Land Rover helps the organisation in creating strong client
relationships, enhances task identity and creates an opportunity to receive feedbacks.
 Job simplification- This strategy of job design is different from job enlargement and the
process of job simplification focuses on removing task from existing roles to make them
more focused. In relation to Jaguar Land Rover, the company uses job simplification
strategy which helps the organisation in creating more focused task.
 Job enlargement- This job design strategy comprises of additional activities with similar
hierarchal level to the existing employee job position (Obedgiu, 2017). This job design
strategy followed by Jaguar Land Rover enhances the capabilities, reduced monotony,
helps in learning variety of skills and lead to more diversified opportunities of
accountability and responsibilities.
(F) Define the hiring and firing strategies
Hiring and firing are two fundamental aspects which are followed by business. Hiring is
defined as the addition of people to provide services for a company, whereas firing is defined as
the removal of employees who do not provide enough services to the organisation. The hiring
and firing strategies followed by Jaguar Land Rover are outlined underneath:

HIRING STRATEGY
 Background check- When hiring new employees, the human resource management must
examine employee backgrounds to see whether they have any criminal histories or any
prior records that might jeopardize the company's security procedures.
 Employee referral program- Although many current workers may already be informing
qualified contacts in their networks about job opportunities, a well-designed employee
referral programme may encourage even more employees to seek out the greatest
potential candidates they know (Peccei and Van De Voorde, 2019).
 Ensure that the work requirements are met- Employees list satisfies the business's job
criteria, in which employees are hired based on the job's needs, and their abilities are
matched to the job's requirements, in which employees must be highly competent and
skilled in order to meet the association's standards at work.
FIRING STRATEGY
 Level of performance- Employees is held to a high level of performance at the
workplace, where they are required to follow predetermined work ethics. If they do not,
the employer has the option of dismissing the employee.
 Unethical practices- The business can fire an employee which is following unethical
practices in the organisation, as this can hinder the organisational value and brand image
in the industry.
 Observe the safety precautions- Employees in the organization must follow all legal
norms and rules established by the firm; if any employees fail to follow the security
measures, they will be sacked from their positions (Plaskoff, 2017).
(G) State corporate examples of business using good HR practices
HR practices comprises of strategic operations performed by HR. These practices acts as
foundation and fundamental base for guiding and leading the employees which will help in
managing coordinating and executing the business plan that can be helpful in achievement of
organisational objectives. HR practices implemented by all organization, some of the corporate
examples of organisation using good HR practices described below:

TESCO
Tesco is a British multinational company dealing in Retail Industry and offers grocery
items. The human resource management of Tesco follows the HRM strategy which helps the
business in offering appropriate compensation facilities for the employees which will help them
in keeping their employees satisfied and motivated and create an opportunity for job stability
which will ensure a sense of trust and understanding between management and employees. HRM
strategies help Tesco to maintain their competitive position in the industry with the help of their
effective personal who can be retained for a longer period of time span with the help of effective
HR practices followed by business.
MARKS AND SPENCER
Marks & Spencer, a British multinational business located in the United Kingdom,
implements human resource practices that include training and development for workers so that
they may work more effectively and deliver results that meet the firm's goals. Employees can
also benefit from training and development in order to improve their skill sets and advance their
careers.
(H) Recommendations to employer related to HRM practices to ensure effective organisational
performance
HRM practices followed by business helps organisation to maintain effective and high
performance of their employees through which a business can maintain their organisational
competitiveness and their position in the industry. Some of the recommendations for employer of
Jaguar Land Rover in relation to ensure high performance are listed below:
 Performance appraisal- Performance appraisal is another technique that can be used to
encourage employees to work harder in order to be recognized at work (Santana and
Lopez‐Cabrales, 2019). The human resource manager of Jaguar Land Rover should
provide both financial and non-financial incentives to employees so that they work well
and are motivated to improve their efficiencies through fair opportunities.
 Communication- The organisation must implement effective communication in the
workplace so that employees can express any issues or concerns that they have, as well as
address their own innovative ideas and opinions for every important decision making

(Steffensen and et.al, 2019). This will aid Jaguar Land Rover through which employees
can feel engaged and valued in the organisation, which will further improve the employee
relationship.
 Professional development- Jaguar Land Rover human resource management should
provide professional growth chances for workers by providing adequate training and
deploying them into new projects that will allow them to improve their present skills and
abilities (Stone and Rosopa, 2017). It also contributes to human capital satisfaction since
employees are able to achieve both professional and personal growth by honing their soft
and technical abilities.
 Use of various tool to assess the capabilities of workforce- Annual evaluations and
reviews, if done correctly and on a regular basis, may be highly valuable tools for
assessing the workforce's ability and abilities. As a result, in order to boost employee
productivity, Jaguar Land Rover must adopt a pay-for-performance mentality. As a result,
employees may be motivated to work longer hours, enhancing their capacity to adapt to
changes and innovations.
CONCLUSION
The abovementioned study, which contains a detailed evaluation of how the human
resource manager employs various development strategies to manage the organization's human
capital, demonstrates the relevance of human resource management in the workplace. The report
quotes various HR strategies which helps an organisation in bringing change to the organisation
that can enhance the competitive position of the company in the industry. It can be seen that
there are various environmental factors which influence the culture and plan of human resource
management and how a model of human resource management helps to define the value of an
organisation. It can be seen that there are several aspects which differentiate between HRM and
personnel management and this theory is known as 27 Storey model which helps in setting
benchmark. There are several job design strategies such as job rotation, job enlargement and
others which helps in designing the job effectively that can be helpful in completing all required
work from specific job position. The report also involves various hiring and firing strategies
which are followed by business to hire most competent employee and fire the employee who
lacks innovation and is also unable to perform and in meeting organisation objective.