This report provides a comprehensive analysis of Human Resource Management (HRM) practices, focusing on Marks & Spencer as a case study. It begins with an introduction to HRM and its strategic importance, followed by an examination of how HR strategies create value for the firm, including employee motivation, talent retention, and acquisition. The report then analyzes the impact of regional and national culture on HRM practices, considering factors such as recruitment, selection, and training. It explores Marks & Spencer's model of employment, organizational levers, and the differences between HRM and personnel management using Storey's 27 points. The report also addresses the significance of local culture in international subsidiaries, employment laws, and concludes with recommendations for employers to enhance organizational performance. Corporate examples and literature are used to support the analysis, providing a well-rounded understanding of HRM principles and their practical application.
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