Strategic Human Resource Management Report for Marks & Spencer

This report delves into the realm of Strategic Human Resource Management (SHRM), using Marks & Spencer (M&S) as a case study. It explores the crucial relationship between business strategy and HR strategy, emphasizing vertical alignment and horizontal integration within the organization. The report evaluates key HR practices such as performance management and reward systems, offering insights into their design and impact. Furthermore, it examines the nature of employment relations, the roles of actors within the employment relationship, and the mechanisms of employee participation. The analysis covers theoretical perspectives of SHRM, including various models, and discusses the changing dynamics of employment relations. The report provides a comprehensive overview of SHRM principles and their application within a real-world business context, offering valuable insights for understanding and improving HR strategies.

Strategic Human Resource
Management

Table of Contents
TASK 1............................................................................................................................................1
INTRODUCTION...........................................................................................................................1
Relationship between Business Strategy and Human Resource Strategy...................................1
Vertical alignment and horizontal integration of Marks & Spencer...........................................3
Theoretical basis and models of SHRM......................................................................................3
HR practices of Performance Management and Reward............................................................4
Design/re-design a performance management system................................................................4
CONCLUSION................................................................................................................................5
TASK 2............................................................................................................................................5
INTRODUCTION...........................................................................................................................5
Nature and theoretical perspectives of Employment Relations..................................................5
Roles of the actors within the Employment Relationship...........................................................7
Changing.....................................................................................................................................8
nature of employment relations..................................................................................................8
Mechanisms of employee participation and employee voice.....................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

TASK 1
INTRODUCTION
Strategic Human Resource Management refers that Human Resource manager consistent
and also coordinated business aims and goals for make improvement in the performance of
company. It is an approach to control and manage the HR that helps in supporting the long term
objectives of a business firm (Armstrong, 2011). Marks & Spencer is a multinational retail
organisation. Its main work in selling the luxurious home products, food items, clothing etc. In
this present tasks mentions about the relationship among Human resource strategy and business
strategy. In this tasks also mentions evaluation of HR practices related to performance reward
and management.
Relationship between Business Strategy and Human Resource Strategy
Marks & Spencer is a large business firm and in this enterprise there are many different
departments like HR, marketing, finance, production etc. Human resource department plays an
important role and its main work is to recruitment and selection, training and development,
performance appraisal, make planning, payroll and many other.
Strategic Human Resource Management refers to practice of developing, attracting,
retaining and also rewarding of staff members for the advantage to the company as well as staff
members. It is an approach related to managing the human resource, SHRM supports the long
term objectives and goals of business and their over all outcomes. The SHRM is concerned to the
business strategy, performance of business and also the management of human capital.
Business strategy is helpful in achieving the goals and objectives of a business
organisation. The top management of Marks & Spencer makes strategy for business through
which company can accomplish its target. It is a long term planning for business about 3- 5
years. By making the strategy an organisation can work systematically. On the other hand HR
strategy is a plan of action which is made by business enterprise to integrating the culture of
company, its staff members and coordination among them to achieve the decided goals. It is a
combination of some options related to activities and operations of Human Resource
management of Marks & Spencer (Chaneta, 2010). It is a set action plan for executing the
policies, take decision and work according to plans which are executed by the Human resource.
It gives a structure through which company can accomplish the aims and goals of a business
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firm. For developing the Human Resource strategy, it is necessary that the culture of workplace
should be effective, structure of an organisation should also be proper and employees should be
capable.
HR is a necessary part of the successful business. Its main responsibility is to executing
strategies in an effective and proper manner. The relationship among business strategies and
Human Resource strategies given below as above:
Execute business policies- Top management of Marks & Spencer formulates the strategy
for an organisation. So, it is the responsibility of human resource department to execute
strategies which are formulated by the top level management at workplace.
Manage and control- By making the business strategy, the human resource manage and
control all over the activities and operations of business in an effective and also efficient way.
HR strategy is Business strategy- The human resource strategy is also a business strategy
means some where both are same. Behind successful of a business enterprise, there is a good
connection between business strategy and the Human resource strategy (Gurbuz and Mert, 2011).
To running a business successfully for long term, it is necessary for Marks & Spencer to develop
the capital. In this present time, in HR strategy includes implementation of a leadership teams at
workplace to consult with the experts of HR to create the goals for a business firm and also for
Human Resource.
HR Strategy and Business Productivity- The process related to hiring and selection of
Human resource department is helpful in increasing the growth and productivity of company. If
Human Resource manager will select the people who have knowledge about job, working
abilities, skills etc., then it will be beneficial for company. By creating the HR strategy for hiring
and staffing suitable and capable staff members impact on the bottom line of company. Top
management of Marks & Spencer makes business strategy in which the level of job satisfaction
and security and safety of employees are included. If company will provide safe working
environment to its staff, then from this it can achieve its business objectivities. With the help of
this growth and productivity of Marks & Spencer will be enhanced.
Communication- It is the duty of employers of Marks & Spencer is to communicate the
business policies and objectives to its staff member in a way they feel that they are the partners
in the company process and plays an important role in the successful of business related strategy.
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Interaction between Executive leadership- The relationship between HR strategy and the
business strategy is the interaction among executives of Marks & Spencer executives and the
other firms. It is the responsibility of manager to make improvement in relationship among
Human resource and other executives (Kaufman, 2012). It will help in providing the satisfaction
level of job and increment in turnover of the cited organisation.
Developing business Strategies and Solutions- The management and Human resource
department of Marks & Spencer should cooperate and work together in introducing an efficient
and effective training programme for new as well as present employees, employee rewards and
the performance appraisal. The main elements of management training are development of
company, hiring, selection and human resource planning (Kim and Wright, 2011). If HR
department and management of this business firm will work together then it will meet with the
strategic objectives of company.
Vertical alignment and horizontal integration of Marks & Spencer
Horizontal integration refers that when a company merge with other organisation in a
same sector. It is a type of integration through which company can set its position in the
competitive market. Like Marks & Spencer is a retail company, if it merged with any other retail
business firm then it is a horizontal integration for this organisation.
On the other hand vertical integration refers to the strategy through which Marks &
Spencer increase its business activities and operations in the various sectors. It is helpful in
minimizing the cost and helps in rising the effectiveness and efficiency for transportation cost.
Theoretical basis and models of SHRM
Strategic human resource management refers to connection of HR with the strategic
objectives to introduce the culture of company, rising performance level of business, flexibility
etc. Strategic Human Resource management consists some components of HR such as payroll,
training, hiring, selection etc. There are some models of Strategic Human Resource management
given below as above:
Corporate strategy- This kind of strategy is develop by the top level manager. It may be
impact through the external as well as internal components of an environment.
Business strategy- After developing corporate strategy, the strategic human resource
management of Marks & Spencer formulated the business strategy (Lengnick-Hall, Beck and
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Lengnick-Hall, 2011). It is necessary for every business enterprise to prepare the business
strategy for achieving the business goals and objectives with in a given period of time.
Human Resource Information system (HRIS)- For making the business and human
resource strategy efficient and effective, there will be a need of some necessary information and
data. With the help of good HRIS, a decision maker can develop the HR strategy and also
perform other functions related to HR.
Staffing- It refers to the acquisition of candidates for vacant job positions in an
organisation. It is the duty of human resource manager to hire capable persons with the help of
effective procedure related to staffing.
HR practices of Performance Management and Reward
In this present time, every business firm shows high level of commitment of rewards and
performance practices which are allied with the Human resource practices and objectives of
business enterprise for the purpose of motivating staff members, retaining them at workplace etc.
The performance management and reward system are best HR practices and also helpful in
achieving the goals and objectives of business organisation (Marler and Fisher, 2013). The
reward practices attract employees towards itself. Reward is related with developing and
executing the policies and its main motive is to reward employees equally and fairly. The main
purpose of reward management is to develop and effectively operate a framework related to
reward fore a business firm. On the second second Performance management is also a HR
practice. It is a proceeder through which staff members and employer work together for monitor,
control and take feedback of staff work goals and also their contribution towards company.
Performance management motivate employees for improving their working efficiency. If Marks
& Spencer will use good and effective Human Resource practices at workplace, then it will be
good for business.
The performance management and reward both are the effective way to motivate the
staff members. The Marks & Spencer express the high degree commitment related to the reward
related practices which are joined with the many other Human Resource practices and the aims
and objectives of company for retaining, attracting and also increasing the morale of staff
members.
The reward package is categorised in two two main parts financial and non financial.
There are some main elements of reward package:
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Financial reward package
Compensation- basically, it consists the base salary, but there are some other components
which can include in working in the pay system like short and long term pay of incentive. These
both are helpful in attracting the people.
Incentives- It is includes in the financial reward for motivating the employees. It is an
additional pay other than the salary. It is based on the performance level of employees.
Non- Financial rewards
Work life balance- The working environment of Marks & Spencer promotes the
harmonious and healthy balance among the personal and professional life. If the company will
develop the healthy atmosphere at workplace then employees will work properly and does not
irritated from work.
Performance recognition- In this, it is necessary for manager is to appraise the
performance of team as well as an individual. It will be helpful in boosting the motivation level
of employees and they will achieve the objectives of company.
For developing the healthy relationship in employee relation, the employees and also give
their contribution in this.
Employer- This person provide the safety working environment to employees so that
they can perform better. The manager increase the motivation level of employees. From the the
working efficiency of employees will be increased.
Employees- In this it is necessary for employees to work in a team. The employees give
their contribution in achieving the goals and objectives of company. It is important that they
should be loyal. It will helps in making the positive relationship among the company and
employees.
Design/re-design a performance management system
To design a performance management system is not an easy task. The appraisal system of
a business firm can impact on the promotional opportunities, relationship with employer, payroll
etc (Marler, 2012). Performance management is related to creating all activities and understand
what is achieved and how? Before designing the performance management system, it is
necessary to make the performance strategy. There are five points are included in designing the
performance system:
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Keep it simple- For any kind of change, it is necessary to encourage people to involve in
the new process of business. At workplace, there are many ways to encourage people such as
take review or can say feedback from them, eliminate unnecessary complications, reduce
workload etc.
Have a purpose- Before making performance system, it is important to know the purpose
of performance management. The purpose or aim should be clear and before executive, it should
be discuss with the team. If the people will understand the benefit of system, then it will be
helpful.
Ditch Top down only Feedback- In this, regarding new management system, it is
necessary to take 360 degree feedback from people. It gives the perspective of every staff
members along with the opinions and view points of managers.
Introduce Upward feedback- 360 degree review is not only for team members, also for
staffs to managers. There is a big chance for management of Marks & Spencer to creates
effective opportunities for development and proper communication (Ridder and Baluch, 2017).
The upward feedback is a best way of boost the culture of an cited business industry.
Set regular, useful goals- For this, the goal setting is very necessary. With the help of
this employees will be motivated, attached with goals of an organisation. In context to this, it is
necessary to more focus on the achievements related to future of Marks & Spencer.
With the help of all these, company can design an effective and proper performance
management system.
CONCLUSION
It has been concluded from the above task that for making the business successful, it is
necessary to formulate effective and proper business strategy. Marks & Spencer uses reward and
Performance management HR practices for motivate its employees. In this task studies about the
models of Strategic Human Resource Management and designing an effective performance
management system.
TASK 2
INTRODUCTION
Employment relation is necessary for doing business effectively. In this above task
mentions about the theoretical perspectives and nature of Employment relation. It is necessary to
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determine the actors which play important role in employment relationship (Snow and Snell,
2010). The manager of Marks & Spencer analyse the changing nature related to employment
relation.
Nature and theoretical perspectives of Employment Relations
An employment relationship is a relation among employees and managers. Interaction
among the staff members and managers concerning about the decisions, solutions of any issue,
collective bargaining, disputes etc. If the relationship will be good, then employees will work
properly with out arising any kind of conflict or dispute. For achieving the business target easily,
the relationship of employer and employee should be harmonious and healthy. Unitary, pluralist
and Marxist are the three perspectives of employees relationship.
Unitarist perspective- According to this perspective of Employment relations, Marks &
Spencer is related to harmonious and also integrated people and also group of people who are
loyal towards the culture of this business firm. The staff members of this business firm share
their view and thoughts with each other (Truss, Mankin and Kelliher, 2012). It emphasizes the
coordination and cooperation of manager and employees for achieving the goals and objectives
of a business organisation. This approach of employment relation is depend on the expectations.
Basically it is used for developing the good and healthy industrial relations. In this, there are two
main implications are included:
Conflict- From this, the dissatisfaction level of employees gown down and the difference
among management and employees generated at work place. Dispute impacts the negative
working environment in an organisation.
Trade union- It is concluded as unnecessary. It is always in favour of workers. From it,
the loyalty between the management and workers are included as exclusive.
Pluralist perspective- Marks & Spencer is made of many different sections. It is
perceives as the powerful sub groups and each group has its own loyalty with the goals or
objectives and also their leaders. The two main group of this perspective approach are trade
union and the management. It is the main and primary responsibility of management is to control
all business activities, monitor business operations and also build up proper coordination among
all employees. On the other hand, trade union acts like a legal representative of workers. With
the help of collective bargaining, pluralistic perspective solve any issue and dispute at
workplace. From the dispute, bad working environment will always created (Van Buren,
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Greenwood and Sheehan, 2011). This approach related to industrial relation evaluate that dispute
impacts bad on the society or people of society.
There are some implications of this approach:
 Marks & Spencer should have the good employment relations and also have a
personnel expert who provides advise and suggestions related to the staffing and
negotiation matters.
 The representatives of trade union provides a good scope for carry out their
duties.
 For resolving the conflict, the cited business organisation should use the external
arbitrators.
Marxist perspective- This perspective looks towards the industrial relation from the
perspective of society. It main and important assumption is that the relationship between
employer and employees inside the capitalism are inescapable source of dispute. This
perspective is also known as the radical perspective (Wood and Kispál-Vitai, 2014). In context to
this, it concludes that three is many inequalities towards proving power in industrial relationships
in regards to society. Dispute always gives the bad result. This kind of perspective is a form of
analysis of socio economic that evaluate the social dispute and the class relationship through the
social transformation and the historical development.
Roles of the actors within the Employment Relationship
In making the relationship between the employees and management good, there are three
main parties are involved:
Employer- The main and important right of a manager is to hire and also fire the
employees. It is the duty and responsibility of management to provide flexible and safe working
environment. The management can impact on the interest of employees from not adopting the
latest technology. Related to new technology and machineries, manager of Marks & Spencer
provides training for reducing instructions (Wright and McMahan, 2011). Manager of this
business firm provides guidance regarding new machinery. Employer motivates its employees
for increasing their working performance and ability. It is the duty of employer top work
ethically and also legally.
Employees- They are the essential part of business. To create good relationship, staff
members should give their contribution in the business activities for achieving the goals and
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objectives. The staff members should adopt the new environment at workplace so that they can
think innovative and also creative ideas to doing business activities in effective manner. The
workers should coordinate with each other and also work according to the policies, rules and
plan which is made by the top management.
Government- It is the duty of government to formulate policies and rules for business
firm. For making the workplace discrimination free, it introduce some acts such as
discrimination, equal opportunities acts, health and safety working environment act etc.
Changing nature of employment relations
At workplace, there are many issues and problems and issues faced by the managers. In
this present time, business environment change rapidly. Most of the employees are not feeling
comfortable in the changing working environment (Martín Alcázar and et. al., 2013). They do
not adjust itself and from this not work properly. The manager of past time was work with using
the equipments, machinery, systems, perform the traditional activities. But at this present time,
manager has to face many problems and issues related with the personnel management, cross
training and the communication or interaction among interdepartmental. The main issue is the
irregular flow of data and information. Sometimes, manager does not provide satisfactory or
necessary training to its staff members then from this the performance level of employees will be
goes down and the relationship among management and staff members will be bad. There are
some factors included which can affect on the changing nature of industrial relation:
 changing workforce environment.
 Management expectations.
 Performance appraisal.
 Changing nature of work.
Mechanisms of employee participation and employee voice
The participation of staff members is necessary in the business activities. It is a process
through which workers give their contribution in the process of decision making and the
empowerment at workplace. It is helpful in development of business (Festing, 2010). The
employee voice refers that through it they can interact their opinions, thoughts, suggestions on
the employment and also on the problems and issues related to a business firm to their manager.
If employees will raise their voice in a positive way and also participate in the business, then it
will be impact positivity and manager will solve their issues. The effective and good voice of
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workers impact positive on the business environment, productivity, sales and innovation of an
organisation. The mechanism related to the voice of employees can be formal or informal, task
oriented, direct or indirect (Mitchell, Obeidat and Bra, 2013). The employees voice is helpful in
enhancing the contribution of staff members and improvement in the relationship of employees
and management.
CONCLUSION
It has been concluded from the above report that the good employment relationship is
harmonious for the business. The relationship among employees and also employer can be affect
good and bad. In this present task studied about the unitary, Marxist and the pluralist
perspectives of employment relationship. There is also discussion about the roles of
government, employer and employee in making employment relations better. In this task also
studied about the mechanism of participation of employees and their voice contributed in making
employee relation harmonious.
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REFERENCES
Books & Journals
Akong'o Dimba, B., 2010. Strategic human resource management practices: effect on
performance. African Journal of Economic and Management Studies. 1(2). pp.128-137.
Armstrong, M., 2011. Armstrong's handbook of strategic human resource management. Kogan
Page Publishers.
Chaneta, I., 2010. Strategic human resource management.
Festing, M., 2012. Strategic human resource management in Germany: Evidence of convergence
to the US model, the European model, or a distinctive national model?. The Academy of
Management Perspectives. 26(2). pp.37-54.
Gurbuz, S. and Mert, I.S., 2011. Impact of the strategic human resource management on
organizational performance: Evidence from Turkey. The International Journal of
Human Resource Management. 22(8). pp.1803-1822.
Kaufman, B.E., 2012. Strategic human resource management research in the United States: A
failing grade after 30 years?. The Academy of Management Perspectives. 26(2). pp.12-
36.
Kim, S. and Wright, P.M., 2011. Putting strategic human resource management in context: A
contextualized model of high commitment work systems and its implications in
China.Management and Organization Review. 7(1). pp.153-174.
Lengnick-Hall, C.A., Beck, T.E. and Lengnick-Hall, M.L., 2011. Developing a capacity for
organizational resilience through strategic human resource management. Human
Resource Management Review. 21(3). pp.243-255.
Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human
resource management. Human Resource Management Review. 23(1). pp.18-36.
Marler, J.H., 2012. Strategic human resource management in context: a historical and global
perspective. The Academy of Management Perspectives. 26(2). pp.6-11.
Martín Alcázar, F. and et. al., 2013. Workforce diversity in strategic human resource
management models: A critical review of the literature and implications for future
research. Cross Cultural Management: An International Journal. 20(1). pp.39-49.
Mitchell, R., Obeidat, S. and Bray, M., 2013. The Effect of Strategic Human Resource
Management on Organizational Performance: The Mediating Role of High‐Performance
Human Resource Practices. Human Resource Management. 52(6). pp.899-921.
Ridder, H.G. and Baluch, A.M., 2017. Strategic Human Resource Management. The Nonprofit
Human Resource Management Handbook: From Theory to Practice, p.69.
Rogers, D.P., Strategic Human Resource Management. The Encyclopedia of Human Resource
Management: Short Entries, pp.403-409.
Snow, C.C. and Snell, S.A., 2011. Strategic human resource management. In The Oxford
Handbook of Organizational Psychology, Volume 2.
Truss, C., Mankin, D. and Kelliher, C., 2012. Strategic human resource management. Oxford
University Press.
Van Buren, H.J., Greenwood, M. and Sheehan, C., 2011. Strategic human resource management
and the decline of employee focus. Human Resource Management Review. 21(3).
pp.209-219.
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Wood, G. and Kispál-Vitai, Z., 2014. Strategic Human Resource Management. Strategic Human
Resource Management: An International Perspective, p.72.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management.Human Resource Management Journal. 21(2).
pp.93-104.
Online
Strategic human resource management, 2016. [Online]. Available through:
<https://www.cipd.co.uk/knowledge/strategy/hr/strategic-hrm-factsheet>. [Accessed on
26th September, 2017].
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