LSC UoS BA Business HRM: Rolls-Royce HR Strategies Analysis

This individual project report analyzes the Human Resource Management (HRM) strategies employed by Rolls-Royce Motor Cars. It begins with an introduction to HRM, followed by an evaluation of how the firm has adapted its HR strategies, emphasizing the use of strategic HRM concepts. The report examines the impact of environmental factors on the company's culture and HR planning. It further investigates how the firm creates value through its HR model, analyzes the practical application of Storey's 27 points of difference between HRM and personnel management, and evaluates the job design strategies used. The report also explores the company's hiring and firing practices, supporting its arguments with corporate examples and relevant literature, before concluding with a summary of findings.

Individual Project
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Table Of Contents
INTRODUCTION…………………………………………………………………………3
TASK A
Evaluate about how HR strategies have been changed by the firm. Concepts of strategic
HRM should be used in the evident manner………………………………………………….3
TASK B
Evaluate about the impact of environmental factors on culture and about the HR plan of the
particular organisation ……………………………………………………………………4
TASK C
How value has been created by the firm with the support of HR model ……………………5
TASK D
What the firm needs to practise with the support of Storey’s 27 points of difference between
HRM and personnel management as per the benchmark……………………………………6
TASK E
Evaluate about the job design strategies for the particular organisation…………………….7
TASK F
Explain about the hiring and firing strategies of the chosen firm during this period………….8
TASK G
For justifying the stand with the support of corporate examples of firms using good HR
practices and literature…………………………………………………………………………9
CONCLUSION……………………………………………………………………………….9
REFERENCES……………………………………………………………………………….11
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INTRODUCTION
Human resource management can be defined in the manner that it is a kind of
strategic approach in terms of effective and efficient management of people in the company
or organisation such that they help their business gain a competitive advantage. It has been
designed for maximizing the employee performance in service of an employer’s strategic
objectives. (Koster, F. and Wittek, R., 2016).In this report, the analysis has been done on how
Hr strategies has been changed by the firm and also about the impact of environmental
factors on culture. The analysis has also been done on the how the value was created by the
firm and also about what has been practised by the firm. The research has been done on the
job design strategies of the particular firm and also about the hiring and firing strategies of
the particular firm. The research has also been done on the suggestions made for the
employers regarding the HRM practices. The chosen organisation is Rolls-Royce Motor
Cars. It is the company which is a British luxury automobile maker. It has operated from
purpose –built administrative and production facilities which has been opened in the year of
2003.
TASK A
Evaluate about how HR strategies have been changed by the firm. Concepts of strategic
HRM should be used in the evident manner
With reference to the Rolls-Royce Motor Cars, the company has created some new
vacancies according to the change in organisational goals and objectives. And the action
taken by the firm should be in the prompt manner for persons to fill such type of vacancies.
The company has created a documented recruitment plan which is approved by organisational
unit is essential as it gives guidelines with respect to the implementation of this recruitment
exercise. (Hashim, and et.al., 2017). For the purpose of retaining their employees, the
company has adopted the different and unique strategy which will help in understanding the
employees into the better way. The company has provided a platform where their views and
feedback are appreciated. With the special holding open forums through which the
organisation can gather information with respect to what motivates the employees to remain
in the organisation and what it makes the existing staff to leave the organisation. Another
strategy which is adopted by the company is the employee centred environment. This can be
achieved through creating such type of environment where work-life balance can be
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maintained. Flexible and open working environment should be there within the organisation.
Another retention strategy is that on the basis of performance rewards and recognition needs
to be given to the employees. Rolls Royce has also taken step by sending congratulatory
message to the top performers and recognize them in a staff meeting. For building the
positive relation with each other at the workplace the strategy adopted by the company is that
to build a team work environment. Under this type of strategy the management of the
company assigns duties and responsibilities according to the different interests and
capabilities of the different staff members within the organisation. (Khan, S. A. and Tang, J.,
2016). For ensuring the positive relation, communication skills plays as a very important
factor. Downward, horizontal and upward communication in an organisation is very
important for enhancing the harmony in delivery of work. So these are the strategies which
has been adopted by the company according to their changing goals and objectives of the
company.
TASK B
Evaluate about the impact of environmental factors on culture and about the HR plan of the
particular organisation
There are certain kinds of environmental factors which affect the HRM into the
different way. It includes social and cultural, technological, economic, political and legal
environments.
 Social and cultural factors: Under this head, from the point of view of HRM
attitudes, beliefs, desires, expectations and customs plays a important role at some
point of time. (Shi, and et.al., 2018). These factors determine about the expectations
of society from the organisation, views towards the social status of jobs, views about
the achievement of work.
 Technological factors: Under this factor where the technology has been changing on
the constant manner with the changing period of time. Due to which the changes can
be made with respect to the working process within the organisation
 Economic factors: It is that factor which includes the changes can be observed with
respect to the inflation, tax rates, government activities and other parameters also.
Due to changes in these parameters, the company’s HR department also have to made
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amendments with respect to the company’s policies and can be made changes with
respect to the employment policies also.
 Political factors: In this factor, it includes the political system, role of government
into the business, different types of policies which are related to the business
operations. These parameters force the businesses to make amendments in their
policies and the way of working also so that they can walk along with the country’s
requirement and match according to the needs of the market at the international level.
 Legal environments: Under this factor, the description has been there with respect to
the company’s norms, rules and regulations which every business has to follow
because it has been prescribed by the legal authorities. (Martini, and et.al., 2017). Due
to this reason with the changing period of time somewhere company has affected the
culture and the HR planning also.
So these are the factors which can influence the culture of the company as well as the HR
planning of the organisation.
TASK C
How value has been created by the firm with the support of HR model
The standard causal model of HRM depicts about the causal chain which starts with
the business strategy and ends with the HR process with the financial performance. This
model shows about the HR activities that are aligned with organisational strategy which leads
to business performance. (Halevi, and et.al., 2015). The overall strategy which is derived
from the HR strategy. The HRM outcomes will lead towards in turning out the improved
internal performance. There are certain kinds of HR practices which leads towards the
improved internal performance. Under the model, there are some reverse causality which
shows sometimes the stronger financial performance which leads towards the more
investments into the HR practices and better HR outcomes. This kind of model depicts about
the more business strategy and its relation with the HRM practices. The value of the company
depends upon its success and the success is dependent upon the planning, strategy has been
adopted by the company for purpose of successful execution. (Langwell, C. and Heaton, D.,
2016). Customers always value the result products and services and if this can be stand
strongly in the market at the international level then the chances have been increased to grab
the larger share of market. The value of the firm also depends on that how they follow the
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process of working and what are the steps they have taken to meet out the bigger targets. So
within the organisational environment its important to understand that how the strategy
should be changed with the changing period of time and also depends on that what is the
current need of the market so they have to mold themselves accordingly. In this way, the
value of the firm has increased into the different manner. Value of the firm depends on its
standard in the market and its branding at the international level. This also includes the
policies framed by the HR department and how should be the working environment. All these
kind of decisions have been taken by the human resource department. Because a healthy
environment leads towards the successful and fast results from the company in terms of their
products and services. (KINGI, W. K., 2015). That’s why the HR department plays a very
important role in creating the value of the firm.
TASK D
What the firm needs to practise with the support of Storey’s 27 points of difference between
HRM and personnel management as per the benchmark
There are certain dimensions which have been included in the Storey’s 27 points of
difference. It includes the contract, rules, guide to management action, behaviour referent,
managerial task vis-à-vis labour, nature of relations, conflict, key relations, initiatives,
corporate plan, speed of decision line management, management role, key managers,
communication, standardisation, prized management, selection, pay, conditions, labour
management, thrust of relation with stewards, job categories and grades, communication, job
design, conflict handling, training and development and focus of attention for interventions.
The company has to work on particular dimensions like managerial task vis-a vis labour,
corporate plan and on the speed of decision line management. It is because of the reason that
the cars manufactured by this company are very long in size due to which its necessary that
they guide their labourers and managers to again plan the design of the car.
They also need to work on the corporate plan so that it helps in raising their brand identity
and supports in the leverage their resources which makes them wisely better than their
competitors. It is that kind of plan which is all about to take action to grow so that they comes
with the unique idea in this competitive market at the international level. Profits, exposure are
the parameter which can be only achieved with the proper execution of the corporate
planning. (Pichler, and et.al., 2018). Next dimension is about the speed of decision line
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management. The company has to set proper price, tax rates and the easy maintenance cost
which can be easily affordable by each kind of customer. So its important that the decision
with respect to these parameters have been taken according to the consideration of every kind
of customers. If the company does not take it seriously then it becomes difficult to increase
the sales of the company and also becomes challenging to grab the larger share of the market.
So these are the three main dimensions that the company needs to work on it so that they can
stand strongly in the market for the longer period of time.
TASK E
Evaluate about the job design strategies for the particular organisation
Rolls Royce Motors Cars have designed the job strategies in such a manner that they
have been very clear about the roles and responsibilities they have to take while working into
professional manner. There are various kinds of profiles which include system design
operational design engineer, production control coordinator, MRB design engineer and
manufacturing engineer specialist. So the company is very specific about their requirements
and if all those parameters have been meet out then it becomes easier to select the candidate.
The strategy which they have adopted that they clearly mention about the working conditions
so that no one can question about it. They are also very clear about the educational
parameters and certain kinds of courses and certificates due to which it becomes easier to
screen out the candidate on the earlier basis prior to the practical interview conduction. They
also very clear about which department the individual has to work and what are the specific
task that they have to meet out on the daily basis. (Chuang, and et.al., 2015). The company
also clearly mention that what are the key accountabilities that they have to fulfil while
working into the professional manner. In their job design, they also give the short summary
about their company in which small idea has been given about the company’s culture so that
the candidate on the prior basis decide that whether they are comfortable or not while
working in this type of culture or the environment. Job design strategy basically discusses
about the particular kind of relationship between employees needs and job design
dimensions, job characteristics dimensions, the interpretation concepts, personal and work
outcomes and employees growth needs and also about the original implementation concept.
So these are the parameters which the company has taken into consideration while framing
the strategy for the purpose of making the job design.
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TASK F
Explain about the hiring and firing strategies of the chosen firm during this period
The strategy used by the Rolls Royce motor cars is that they select the candidate on
the basis of merit based employee recruitment practice with the extensive screening steps
which includes background checks of the candidate. The company uses the new e-learning
module. This module explains about how to use the high-performance culture principles
while interviewing, data privacy and compliance and the effective question techniques. In this
way, the interview parameters have been decided so that the high standards can be created for
the purpose of selection of the candidate. (Burmeister, and et.al., 2018). The company
follows this procedure so that the process becomes excellent and also keeps the company’s
parameter into the safer manner. The company follows a certain procedure in case of the
firing strategy. Sometimes company evaluates that particular employee is not following the
rules and regulations of the company or does not meet out the daily task into the proper
manner. Then the company gives the warning and after the certain period of time the
company fires that particular employee. The company follows the notice-period strategy so
that until the company finds out the replacement of the employee. Till that period of time the
employee has to work in a proper manner while following all the professional rules. The
employee hand over the work to the new employee and before leaving the organisation that
particular employee finishes all their pending works and clears their all allowances or any
type of dues and fines before leaving the organisation. The employee has to properly follow
all the rules and regulations into the effective manner during the notice-period of time. The
company is very serious about the recruitment and firing strategies because these are the main
parameters of any employee who is working into the organisation. Because on the basis of the
performance of the employees the results have been come out either into the positive and
negative manner. So company has to really frame the strategies into the smarter manner and
into the result-oriented way also.
TASK G
For justifying the stand with the support of corporate examples of firms using good HR
practices and literature
The good HR practices which has been adopted by the company for the welfare of the
company and in terms of good performance. (Guerci, and et.al., 2019). The company has
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taken initiative for creating a relaxing and free environment so that the employees can work
without pressure and results have been come with the appropriate nature. For maintaining the
good relation between the employees the company has given the equal opportunity to every
employee who are working within the organisation. For understanding the employees in a
better way the company has provided the platform where they can share their point of views
and their feedbacks so that the company can understand that what is the thought process of
their employees and to what extent their thinking is into the positive manner. The company
has also taken initiative to give the opportunity to share their ideas so that they comes with
new type of innovation and gives something unique into the market at the international level.
So these are the examples which can be implemented at the corporate level for justifying the
stand into the positive and into the effective manner.
TASK H
Give the recommendations to the employers with respect to the HRM practices for ensuring
the high level of organisational performance
For ensuring the high level of performance, the human resource management have to
continuously made changes into their planning and strategies. They have to be aware about
how to leverage the resources into result-oriented manner. (Rajabi, and et.al., 2017). They
have to take care about the employees mental health. The initiative can be taken with respect
to how to make the process more simpler and easier for achieving their daily basis tasks so
that it won’t be complicated for achieving the objectives of the organisation. For maintaining
a healthy competition and harmony in the environment a discipline environment should be
there so that everybody do their work into the sincere manner. The equal opportunity and the
performance of each and every employee should be evaluated into the fair manner so that
everybody receives their desired results of outcome. For enhancing the organisational
performance they have to follow the current trend of the market and matches with the modern
approach so that the organisation can stand strongly in the market at the international level.
So these are suggestions which are important for the high level of performance of the
organisation.
CONCLUSION
Human resource management plays a vey important role at the organisational level. It
is important to understand that how HR strategies should be changed by the particular
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organisation. The concepts of HRM supports in the organisational environment where they
can achieve their desired results of outcome. There has been a great impact of the
organisational culture and the HR planning due to environmental factors. It is very important
for the organisation to design the job into the strategic manner so that it can set the higher
standards at the international level. (Kilroy, ad et.al., 2017). The company also follows the
certain kind of strategy with respect to the hiring and firing terms. The corporate examples
also supports in justifying the good strategies of the human resource management. For
improving the organisational performance it is important that certain kind of changes and
suggestions need to be adopted by the company so that it can perform on a larger scale within
the successful manner. (Warsame, A. S., 2015). That’s why the human resource management
is very important not only at the organisational level but at the international level because on
the basis of their decisions the particular kind of execution can be achieved by the company.
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REFERENCES
Books and Journals
Warsame, A. S., 2015. Human resource management practices and organizational
commitment (Doctoral dissertation, ISTANBUL AYDIN UNIVERSITY INSTITUTE OF
SOCIAL SCIENCES).
Kilroy, ad et.al., 2017. Perceptions of high‐involvement work practices, person‐organization
fit, and burnout: A time‐lagged study of health care employees. Human Resource
Management, 56(5), pp.821-835.
Rajabi, and et.al., 2017. The purpose of this paper is to examine the role of Human Resource
management practices on innovation, test the role of mediator organizational learning and
knowledge management among employers by Imam Khomeini Committee in West
Azarbaijan. Journal of Innovation and Creativity in Human Science, 6(3), pp.151-178.
Guerci, and et.al., 2019. Conducting Mode 2 research in HRM: A phase‐based
framework. Human Resource Management, 58(1), pp.5-20.
Burmeister, and et.al., 2018. Knowledge transfer in age‐diverse coworker dyads in China and
Germany: How and when do age‐inclusive human resource practices have an effect?. Human
Resource Management Journal, 28(4), pp.605-620.
Chuang, and et.al., 2015. The effects of human resource capability and internal customer
satisfaction on organizational effectiveness. International Journal of Distributed Sensor
Networks, 11(7), p.835194.
Pichler, and et.al., 2018. Do LGBT‐supportive corporate policies enhance firm
performance?. Human Resource Management, 57(1), pp.263-278.
KINGI, W. K., 2015. Effect of human resource development on the performance of tourist
class hotels in Malindi District, Kenya (Doctoral dissertation, HUMAN RESOURCE
MANAGEMENT, JKUAT).
Langwell, C. and Heaton, D., 2016. Using human resource activities to implement
sustainability in SMEs. Journal of Small Business and Enterprise Development.
Martini, and et.al., 2017. Improving cooperative performance through human resource
development efforts. International Journal of Social Sciences and Humanities (IJSSH), 1(3),
pp.49-58.
Halevi, and et.al., 2015. Ambidexterity in SBUs: TMT behavioral integration and
environmental dynamism. Human Resource Management, 54(S1), pp.223-238.
Shi, and et.al., 2018. The adoption of chief diversity officers among S&P 500 firms:
Institutional, resource dependence, and upper echelons accounts. Human Resource
Management, 57(1), pp.83-96.
Khan, S. A. and Tang, J., 2016. The paradox of human resource analytics: being mindful of
employees. Journal of General Management, 42(2), pp.57-66.
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Hashim, and et.al., 2017. Impact of human resource practices on perceived performance: A
study of teaching faculty in private universities of Peshawar, Pakistan. City University
Research Journal, pp.120-129.
Koster, F. and Wittek, R., 2016. Competition and constraint: Economic globalization and
human resource practices in 23 European countries. Employee Relations.
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