Strategic Human Resource Management: IPRP Analysis at Marks & Spencer

This report provides a comprehensive analysis of Individual Performance Related Pay (IPRP) within the context of Marks & Spencer. It begins with an introduction to strategic human resource management and its role in aligning employee needs with organizational goals, specifically focusing on the impact of IPRP on employee performance. The main body critically evaluates the extent to which IPRP stimulates higher levels of employee performance, examining how it motivates staff through financial rewards and performance-based assessments. The report explores various circumstances where IPRP is effective, such as in enhancing employee engagement and productivity, and also identifies situations where it may not work well, including potential issues related to discrimination and reduced teamwork. The conclusion summarizes the findings and emphasizes the importance of understanding both the benefits and drawbacks of IPRP in a retail environment like Marks & Spencer. The report references relevant academic literature to support its analysis.

STRATEGIC HUMAN
RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Critically evaluate extent to individual performance related pay that can stimulate the higher
levels of performance from employees ......................................................................................1
In what circumstances IPRP tends to motivates employees and in what circumstances IPRP is
not work so well..........................................................................................................................3
CONCLUSION ...............................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Strategic human resource management refers to an strategic tool that designed the
organisation by helping them to fulfilling the proper needs of their workers while directing them
business firm goals. This department deals with the varieties of aspects that may affect the
employees by selecting, firing, training and administration etc. Human resource encourages the
innovation and flexibility within the employees and firm that helps in maximising the overall
performance so that company will gain higher profits. This report is based on the Marks &
Spencer that is one of the largest British retailing multinational brand of the UK that deals in
different range of product such as clothing, footwear, home-ware, financial services etc. This
report is study on the individual performance related pay in the context of the Marks & Spencer.
In this it involves the various circumstances that helps in motivating and encouraging the
employees for developing and growing the business and several dimensions that tends to not
work well(Armstrong, 2019).
MAIN BODY
Critically evaluate extent to individual performance related pay that can stimulate the higher
levels of performance from employees
Individual performance related pay is an effective reward system that motivates
employees to work effectively by getting the high financial rewards at the working place. In this
performance related pay is a strategic method that managing the pay by make a linking of salary
that is based on their assessment of the individual performance. It involves some potential issues
that is maintained and addressed according to the implementation of the performance related pay
schemes that is adopted by the firm to make a strong linkage between performance and pay. This
gives the overview of several key issues involving the measuring performance, role of line
managers, awards distribution and impact on the actions and behaviour of the employees
(Performance-related pay, 2020). There is an intense competition in the business industry and to
sustain in the marketplace company will reflects their capable employees that represents the
attractive organisation. In this enterprises are constantly tries to improve the level of
performance and productivity by using the individual performance related pay because in this
capability and ability of the employees are determined and their good work is appreciated(Delery
and Roumpi, 2017).
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In context of the Marks & Spencer, manager can adopts the individual performance
related pay because it shows helpful in managing and maintaining the high relations with their
staff members that gives the effective results to the company profits and it also enhance the
efforts of employees and growth their future career and offers the varieties of opportunities. It is
very important for the managers to have high level of knowledge and experience at the time of
designing the rewards system so that employees are encouraged in an effective and appropriate
manner. This will enhance the firm productivity, revenues and profits by incentivise the existing
employees so that they will stay at their jobs. In this Marks & Spencer is highly emphasis on
designing the pay scale to their employees on timely manner so that productivity and
performance of the employees and business will enhances. At the very first stage of the job,
workers are attracted by the working culture and standards of the organisation this helps in
leading to maximise their performance. This will need expertise and proper allocation of the
work. In this individual performance related pay playing an essential role in retaining and
satisfying the workers at their job and the working standards of the firm(Boon and et. al., 2018).
IPRP is an reflective term that represents that an individual get their pay as per their
capability of completing the task and this will encouraged them towards gaining the overall
business enterprise performance. This term is helpful in judging the performance of the
individual person. This IPRP system is elaborating the various aspects of rewards system to the
company in a way that will value the staff members and maximise the overall working
performance of the employees within the Marks & Spencer. On the contrary it is highly
complicated for the human resource manager to update and evaluate the every and each
employee performance in an effective way(Obeidat and et. al., 2016).
PRP reflects the effective reward in the organisation that can foster the correct actions
and financial terms for influencing the employees on behalf of the business venture. Marks &
Spencer can adopted the managerial criteria in this they can follow the proper rewards which is
related to the decision making of the employees which is based on satisfaction of the staff
members. On the other hand individual performance related pay is dangerous for the staff
members because it elaborates the negative points of the employees performance that
demotivated and discouraged them at the working environment. At this time to reduce the
harmful effect of IPRP company can adopts the effective communication tool that helps in
making the strong interaction within the organisation. At this time Marks and Spencer can face
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the major issues at the time of applying the individual performance related pay because in this
employees face the discrimination problem. At this time manager of the firm will focus on
dealing with their situation and maintains a healthy and effective working working
culture(Mansour, 2015).
In retailing sector this term is place a significant impact on the performance of the
workers because in this manager can offers the financial rewards to their effective performance
at the working place. In this employees performance are reviewed as per their ability to perform
a task so that they get the standardised benefits. This helps in motivating the employees by the
large extent. In this motivation can be of two types i.e. extrinsic and intrinsic. In terms of
intrinsic motivation recognition, more responsibility, advancement are included whereas in
extrinsic benefits bonus and incentives are reflected. Both the types of motivation are effective in
their own way to satisfy the needs of the employees so that they show their full efforts to
accomplished the task(Sparrow, Brewster and Chung, 2016).
In what circumstances IPRP tends to motivates employees and in what circumstances IPRP is not
work so well
Individual performance related pay is followed by the Marks & Spencer for encouraging
and motivating their employees so that goals and objectives can be fulfilled of the organisation.
This place an positive impact on the performance of the employees by enhancing their working
capabilities and efforts to attaining the task in the working environment. This is adopted by the
M & S manager for develops the culture of the working place so that employees are motivated to
do a work in an appropriate manner(Marler and Parry, 2016). In this employee behaviour and
their actions represents a attractive role in fulfilling the objectives and goals of the organisation.
In the dimensions of the individual performance related pay that act as an essential term in
offering the deserving benefits to the employees so that they are working with full satisfaction
and also happy with their job role and getting the rewards for their good work. In this
performance management plays an essential role to measuring the performance of the employees
so that they will benefited according to that. At this time manager can ensure that the
performance of employees can be measure without any error so that de satisfaction can be
removed. In the background of the Marks & Spencer, this IPRP is an attractive concept because
it helps in engaging the staff members by satisfying them to their salary and benefit that is based
on their knowledge, experience and capabilities to perform and attain the task. In this manage
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can gives the various rewards for the deserving candidates so that organisation will see the
proficient results in their future terms. In retail business venture firm will focus on treating their
employees fairly and effectively according to their work and abilities due to this success can be
faced by the company and it will sustain for a longer period of time(Brewster, 2017).
As retail organisation give more emphasis on employees in simple terms they value their
workers due to this Marks & Spencer show their good position in the global market and it also
helps in beating the competition within the competitive marketplace at international level. In
today's business world, company like M & S can face major competition and changes in the
customer trends and demands. Due to this performance of the working members can be
measured on the basis of their innovative solutions to the issues that helps in gaining the proficint
results to the company. According to this employees get their pay and this also set the high
expectations to the staff members in receiving the high pay and incentives as per their
performance and ideas. This will motivates them towards the best work and due to this company
will gain more revenues and sustain for a longer period of time. This also develops the
performance of the employees that helps in exploring values of the firm in the market(Dragusha,
Josimovski and Dragusha, 2019).
There are various factors which is related to the individual performance related pay that
place an positive and negative impact on the well being of the employees in context of
motivation and attaining the goals. By following the IPRP within the company manager can
focus mainly on employees motivation and retentions. It includes the various determinants that
will show the impact on the employee encouragement that can be shown below.
Equity and efficiency- In this manager of the Marks & Spencer can mainly focused on
motivating the employees and their energy so that they will indulge in attaining the overall
objectives of the organisation. In this firm will distribute the financial rewards in an equitable
and efficiently manner. If at the working place, equality is majorly enhanced that it will shows
the high values to the organisation employee that will helps in achieving the set task. This also
helps in enhancing the performance of members. This also removes the gap between employees
and employer. Thus, it is evaluated that using the IPRP system helps in managing the company
decorum in appropriate manner by fulfilling the needs of the employees(Barrick and et. al.,
2015).
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Individual performance related pay also impact negatively in some of the circumstances
at the time of motivating, encouraging employees by high level of discrimination, avoid equality
and good performance. Due to this at the working place de satisfaction can be placed so that task
cannot be attained on set time period. By using the IPRP in the firm it may enhance the burden
on the employees to show their high performance due to this team work and collaboration is
reduced. This individual performance related pay is related to the system of merit due to this
incorrect awards would be deliver to the employees. This issue is mainly faced by the Marks &
Spencer so that workers are demotivated and de satisfied at their job and this negatively affects
the organisation results and also the performance of the employees. In delivering and conveying
the rewards within the organisation average employees are not included in it and it will
demotivate the work of the employees due to this there performance is also affected. In terms of
Marks & Spencer the employees are only motivated with the monetary value at their major job
roles is depend on the marketing sector. At this time decision related to individual performance
related pay is affected negatively as managers can face major difficulty in measuring the
performance rate of the employees in an appropriate way(Chung and et. al., 2015).
CONCLUSION
From the above report it is to be concluded that human resource management is an
effective strategic tool that will helps in enhancing the performance and productivity of the
employees so that business will get higher profits and revenues. This study is inculcates a
particular framework of the human resource that is individual performance related pay which
reflects the reward system for the employees so that they work effectively and efficiently. This
term is used to achieve the objectives on the specified time frame due to this firm will gain the
competitive advantage and survive for a longer period of time. It reflects the achievements and
progress of the employees but it may impact sometimes negatively on the performance and task
accomplishment.
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REFERENCES
Books and Journals
Armstrong, M., 2019. Strategic human resource management. pdf drive. Com.
Barrick, M.R. and et. al., 2015. Collective organizational engagement: Linking motivational
antecedents, strategic implementation, and firm performance. Academy of Management
journal. 58(1). pp.111-135.
Boon, C. and et. al., 2018. Integrating strategic human capital and strategic human resource
management. The International Journal of Human Resource Management. 29(1). pp.34-
67.
Brewster, C., 2017. The integration of human resource management and corporate
strategy. Policy and practice in European human resource management, pp.22-35.
Chung, C.C. and et. al., 2015. Human capital in multinational enterprises: Does strategic
alignment matter?. Journal of International Business Studies. 46(7). pp.806-829.
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and
competitive advantage: is the field going in circles?. Human Resource Management
Journal. 27(1). pp.1-21.
Dragusha, B., Josimovski, S. and Dragusha, N., 2019. Social Network impact on strategic human
resource management and traditional recruitment process: Case study Republic of
Kosova. ILIRIA International Review. 9(1). pp.179-189.
Mansour, M., 2015. The practice of strategic human resource management in a developing
country. European Online Journal of Natural and Social Sciences. 4(3). pp.pp-500.
Marler, J.H. and Parry, E., 2016. Human resource management, strategic involvement and e-
HRM technology. The International Journal of Human Resource Management. 27(19).
pp.2233-2253.
Obeidat, B.Y. and et. al., 2016. Cultural influence on strategic human resource management
practices: A Jordanian case study. International Business Research. 9(10). pp.94-114.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Online
Performance-related pay, 2020 [Online]. Available Through <
https://www.cipd.co.uk/knowledge/fundamentals/people/pay/performance-factsheet>
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