SHRM Model Application: Analyzing Challenges Faced by Morrison's

This report provides an analysis of Morrison's, a UK supermarket chain, through the lens of the Strategic Human Resource Management (SHRM) model. It identifies two primary challenges: outdated internal systems and cultural issues related to roles and inertia. The report explores how the Control Based Model and Resource Based Model of SHRM can be applied to address these problems. The Control Based Model is suggested to combat outdated systems by focusing on technical and bureaucratic controls, including upgrading technology and improving internal processes. The Resource Based Model is proposed to tackle cultural issues by emphasizing the value of human resources, fostering a culture of learning, and leveraging employee skills for competitive advantage. The report emphasizes the importance of strategic planning, effective resource management, and adapting to market opportunities to ensure Morrison's long-term success. The report highlights the importance of understanding the internal strengths and weaknesses of the company and recommends that the company focus on strategic initiatives to improve its position.

SHRM Model

Table of Contents
INTRODUCTION................................................................................................................................3
MAIN BODY.......................................................................................................................................3
TASK...............................................................................................................................................3
CONCLUSION....................................................................................................................................7
REFERENCES.....................................................................................................................................8

INTRODUCTION
The SHRM Model is defined as Strategic Human Resource Management Competency Model
which helps the company in identifying the criteria or basis, which is required to become successful
Human Resource professional according to the performance level, job roles and function all over
the world. The present report is based on Morrison’s Company which is engaged in the business of
Supermarket chains in United Kingdom by providing products such as Food and Drink, Books,
Magazines, Clothes etc. By using SHRM Model, Morrison’s is able to monitor and assess two
major challenges which is to be faced in the future. Further, report will verify about challenges
identified are actual problems or not and the mechanism for resolving such problems and issues
with the help of SHRM model will be provided in the report.
MAIN BODY
TASK
The SHRM Model is considered as one of the most important Competency Model for every
business organisation. This Model helps the company in making evaluation of what is required for
a Human Resource Professional to become successful. The successful criteria is based on factors
such as across the Continuum of Performance, career levels, job functions, roles and responsibilities
around the globe. It also provides the clear understanding of where Human Resource Professional
are required to develop and improve further.
With the help of SHRM Model, HR Professional are served and provided a suitable and
effective bench mark or set of standards for HR success and framework for communicating other
employees or individual relayed to what HR are doing as a profession (BAY and BEZİRCİ, 2016).
Morrison’s is one of the fourth largest supermarket chain in United Kingdom and is having
its headquarter in England. Morrison’s was founded in the year 1899 by William Morrison. The
company is basically dealing in Retail industry and is delivering products and services related to
Food and Drinks, CDs and DVDs, Clothes, Magazines and Books etc. The current number of
employee working in Morrison is approx 110000 as per year 2019 with 498 number of stores across
England. With the help of SHRM Model, Morrison is able to determine its key issues which it is
going to face in the near future time period. SHRM is not only related with the human Resource
Department function by involving all the key managerial personnel, managers and executives but
also emphasizes on the active involvement of other people which is important for Morrison’s to

gain competitive advantage in the market.
SHRM also emphasizes on factors related to implementation of good and sound business
strategies at the right time so that competitive advantage and opportunities can be availed. It also
focuses on monitoring of these business strategies and plans implemented from time to time to
ensure that business organisation is working towards attainment of its business objectives by
following and adopting all business standards, practices and rules.
One of the main SHRM issues faced by Morrison’s is related to the Out dated Internal
Systems being followed by the company while carrying on their business operations and activities.
For smooth functioning of business operations, it is very important for every business organisation
to have good, updated and advance business methodology, business processes, internal system etc.
As the Morrison company is one of the fourth largest supermarket chain in United Kingdom, it is
best suited for the company of such size to have an effective Enterprise Resource Planning software
such as Oracle, Microsoft Dynamics GP, SAP ERP etc. for providing solution related to the
different business operations and processes (Nankervis and et.al., 2016). With the help of ERP
software, Morrison’s can engage in providing solution related to the problem faced while
conducting functions of manufacturing, supply chain, logistics, finance and distribution facilities.
For overcoming the issue of Outdated Internal Systems as faced by Morrison’s company, the
best suitable SHRM Competency Model which can resolve such issue is Control Based Model.
With the help of this SHRM Model, the Human Resource Department professional along with the
management of Morrison’s can formulate strategies and plans for improving the business
performance and profitability level. Control Based Model of SHRM helps in framing of business
strategies and plans to the management of Morrison’s by laying emphasis on the internal business
processes and systems, workplace control and the behavioural attitude. Proper communication and
directing of work function, job role performance of employee is necessary for betterment of
business (Dimba and Obonyo, 2015). Regular up-gradation, adoption of new, innovative and better
improved technology, internal business system, processes etc. can assist Morrison’s in dealing with
use of out of date business control systems on the internal basis.
With the help of effective and efficient management structures and Human Resource
strategies, plans, policies Morrison’s can have control over all the business & financial aspects of
works. According to business and financial perspective, strategy related to Human Resource and
structure of management in the company are considered as important instruments and techniques
which assists Morrison’s by providing security related to high level of labour and business
productivity along with maximum profitability level. At the time of hiring or recruiting of
candidates, they are only having the capacity to work and perform as per their job role and job

functions. It is the duty and responsibility of Human Resource professional and department to
ensure that each and every individual worker or employee is able to exercise in full capacity as per
their own potential and manager should organise relevant task, activities time frame within which
these individuals have to perform and operate as per their job role.
The Control Based Model of SHRM is of two types: Bureaucratic Control and Technical
Control. Morrison’s as is facing issue related to outdated internal system by using technical control
part can overcome this problem. Technical control function helps in providing solutions for
resolving technical defects, faults which has been come in plants & machinery and its equipment’s,
assembly line or the surveillance cameras installed in the business premises for monitoring the
performance, behaviour and work of its employees (Nwachukwu, 2016). By disposing of all the
obsolescent business assets and machines, Morrison’s can reduce its cost of operations thereby
increasing its profit margins.
By Bureaucratic control, Morrison’s can laid down all the rules, procedures, regulations,
norms and standards related to the work, work culture, methodology of achieving the set business
objectives and plans. By using a proper “divide and rule” strategy, managers of Morrison’s can
foster managerial control related to issues face and also for betterment of overall business and
employees performance. Further, control based model comprises two parts which supports the
overall functioning of the company. The first part is Process based control which main emphasis is
to improve as well as increase the business and operational efficiency of Morrison’s. With better
improved operational efficiency of business, Morrison’s is able to increase its profit margins and is
able to control its cost factor associated with business operations. With the help of proper budgetary
planning tools, every company can minimize its cost expenses by eradication those unproductive
and unnecessary business areas which are incurring loss more than earning profit amount. The
second part of Control based model is related with logic of Indirect Outcomes based control system.
The main objective of this control based system is to monitor the overall business growth and
success level by comparing and measuring the actual results with the projected one.
Another key issue faced by Morrison’s is related to the Role factor and Cultural Issue. As
per the Morrison’s role it does not appear to know that what roles it need to deliver for formulation
of better and effective business strategy and also how these should be organised by they? Every
business organisation is required to have clear strategic plans and objectives, avoidance of which
can lead to unclear picture of business system in the mind of its employees (Farndale and Paauwe,
2018). By developing a proper and clear road map of what the business organisation is willing to
achieve and what are the methods and processes following of which can result in attainment of the
set defined business goals and objectives is necessary. In case of Morrison’s, one of the biggest
cultural issue faced by the business is of inertia. In Morrison’s, inactivity or remaining unchanged

has become most important cultural issue for the company and its employees as whole as
everything in the business organisation is having a pace of slow and cumbersome which is mostly
driven by its committees and meetings, hierarchies and inter-functional politics.
There are several other conflicts of interest in Morrison due to the limited business as well
as financial resource availability in the business and also for its employees and staff, closure of
many convenience stores and allocation of limited resources for carrying on business operations. It
is required on the part of Morrison’s to have proper planning and goal values related to its business
goals and objectives. Also, it is the responsibility of Human Resource Professional of Morrison’s to
focus on procurement and effective utilisation of business and human resources in a cost effective
manner (Wright, Nyberg and Ployhart, 2018). If the organisation is ill performing in relation to
financial context, then it can result in more issues and also limits more to recourse uses which in
turn give rise to more & more conflicts in the company.
For mitigating the issues faced by Morrison’s, Resource Based Model of SHRM
Competency Model is helpful. In this model, emphasis is made on the nature of the reward and
effort exchange function between the employer or Human Resource professional and its employees.
This model defines the degree to which the managers of the company i.e. Morrison’s is valuing their
human resources or employees as one of the most important and valuable assets for the business as
opposed to the variable cost expense. For solving the problem of limited resource availability in the
business, it is very important to have a good financial plan and strategies with proper involvement
& actions taken by the management of Morrison’s. For seeking competitive advantage, every
business organisation should grab the market opportunities as and when it arises (Uysal, 2014).
With the proper and right use of knowledge, skill, expertise and potential of the employees by the
company together can result in non-substitutable capabilities which will provide competitive
advantage and gains.
By achieving the competitive edge in the market, Morrison’s should not only focus on
analysing the external market position and situation of the business but it is required on the part of
management to do detailed analysis of its employees skills, characteristics, knowledge, capabilities
and creative thinking which the competitor is not able to determine and copy (Uysal, 2015). With
the help of this model, Morrison’s can emphasizes on the strategic importance of making
exploitation of all the available internal strengths and focus is made on mitigating all the internal
weaknesses. This model ensures proper exploitation of distinctive competencies of its business
resources and capabilities so as to gain competitive advantage and secure high market share in the
market.
Resources and Capabilities of Morrison’s vary as per their different characteristics nature
viz. Value, Inimitably property, and rarity as well as non-substitutability. These characteristics help

the human resource professional in sustaining more competitive advantage in the market as the
rivalry firms are not aware of these characteristics nature of the resources and capabilities factors
which the Morrison’s is having with itself. For every business organisation, it is required to have a
good leadership capabilities with HR department so as to make proper and good use of available
internal strengths of its human assets, resources and capabilities. By ensuring practice of collective
learning in the place of work, Managers and HR professional of Morrison’s can coordinate the
knowledge’s & skills of its employees, integrate its diverse information technology which the
rivalry firm cannot copy or use.
CONCLUSION
From the above report it can be concluded that SHRM model is a Strategic Human Resource
Management which ensures the company by identifying what is required for a Human Resource
professional to become successful. With the help of SHRM Competency Model, it also helps the
Human Resource professional by determining what factor should be taken into consideration for
making further improvement and development. The present report was based on the case study of
Morrison’s, which is the fourth largest supermarket chain in United Kingdom. The report has
discussed about the key issues which has been faced by Morrison’s viz. Use of outdated Internal
System and Conflict related to unclear strategic plan, cultural issue caused by inertia and limited
resource availability for conducting of business operations smoothly. For resolving these issues
SHRM model has been used named as Control based model and Resource based model. The
Control based model has assisted Morrison’s in overcoming with all the technical faults, defects or
errors coming in the internal business systems. And Resource based model helps Morrison’s in
determining the strategic importance in performing of regular business operations.

REFERENCES
Books and Journals
Uysal, G., 2015. Stages, Content, and Theory of Strategic Human Resource Management (SHRM):
An Exploratory Study.
Uysal, G., 2014. Stages, Content and Theory of SHRM: An Exploratory Study. Journal of Modern
Accounting and Auditing. 10(2). pp.252-256.
Wright, P. M., Nyberg, A. J. and Ployhart, R. E., 2018. A Research Revolution in SHRM: New
Challenges and New Research Directions. In Research in Personnel and Human Resources
Management (pp. 141-161). Emerald Publishing Limited.
Farndale, E. and Paauwe, J., 2018. SHRM and context: why firms want to be as different as
legitimately possible. Journal of Organizational Effectiveness: People and Performance. 5(3).
pp.202-210.
Nwachukwu, C. I., 2016. Investigating the linkage between competitive strategy and human
resource management practices in Nigeria medium-sized enterprises (Doctoral dissertation,
Liverpool John Moores University).
Dimba, B. and Obonyo, P. K., 2015. Influence of culture on strategic human resource management
(SHRM) practices in multinational companies (MNC) in Kenya: A critical literature review.
BAY, M. and BEZİRCİ, M., 2016. STRATEGIC HUMAN RESORCES MANAGEMENT AND
INTRAPRENEUR PERFORMANCE. PROCEEDINGS BOOK p.257.
Nankervis, A. R. and et.al., 2016. Human resource management: strategy and practice. Cengage
AU.
Online
Different Models of Strategic HRM. 2019. [Online]. Available through:
<https://www.academia.edu/11189754/The_Different_Models_of_Strategic_HRM>.