Human Resource Management Analytical

The human resource management is identified as the process through which the organisation needs in the changing situations and the developing activities they are essential in fulfilling the human resources needs. The appropriate resourcing planning is an essential responsibility to each and every organisation. Some of the purposes of the human resource planning in Harrods success are as discussed below. It is through the HRM, the organisation has managed to recruit and retain the requisite employees in terms of the quantity, skill, experience, knowledge and quality. The organisation is presently having the appropriate staff and thus enabling the organisation to offer the best in terms of the quality of the services (Allen, 2012). LO 1 Understand the difference between personnel management and human resource management P1.2- Assess the function of the human resource management in contributing to Harrods purposes The human resource management is identified as the process through which the organisation needs in the changing situations and the developing activities they are essential in fulfilling the human resources needs.

The appropriate resourcing planning is an essential responsibility to each and every organisation. Some of purposes of the human resource planning in Harrods success are as discussed below. It is through the HRM, the organisation has managed to recruit and retain the requisite employees in terms of the quantity, skill, experience, knowledge and quality. The organisation is presently having the appropriate staff and thus enabling the organisation to offer the best in terms of the quality of the services. The other essential function of HRM is reducing the rate of employee turnover in almost half the number in less than five years as well as enabling the organisation to fill the subsequent vacancies as soon as possible. Presently, the organisation has sustained a notable record in terms of employee’s turnover and therefore saving a lot of finances used in the recruitment and the loss incurred in losing the experienced and skilled personnel.

The management has led to the development of staff through the appropriate and the apparent paths. This has ensured only the required personnel are hired within the organisation and they entail the required skills in execution of the tasks. Appropriate use of the HRM determines the success of the organisation (Braithwaite, 2009). P1.3- Evaluate the roles and responsibilities of line managers at the Harrods human resource department The line managers are those individuals that are situated in the lowest level in terms of management hierarchy. In most of the cases, they are composed of the junior managers as well as supervisors. Their principle task in most of the institutions is supervising and the controlling the daily activities. In case of Harrods, the line managers are entrusted with a number of roles and responsibility and they include the talent spotting.

The junior managers are expected to spot those employees that are executing their tasks in an extra ordinary manner this includes the time and kind of results attained and the extra duties completed. The talents are identified and the department manager is informed on the personnel, they are develop into a more beneficial and positive manner. The junior managers take the role of coaching as well as mentoring. These are personnel who act as advisors and the guiders and more specifically to those who are new the organisation and the less experienced. The mentoring in the most of the cases the organisation takes place in an informal conversations. The junior managers in Harrods are encouraged to communicate the targets and the advices to the employees through face-to-face interactions. The roles involves sitting in formal as well as informal areas to discuss the objectives and goals and the efficient as well as effective manner of accomplishment of the tasks.

Finally, they are involved in the creation of good relationship, developing the managerial skills and strengthening the trust at Harrods organisation (Christoper, 2011). P1.4 – Analyse the impact of legal and regulatory framework on Harrods human resource management. The legal as well as the regulatory framework in Harrods HRM entails a range of impacts on the company. This has enhanced the welfare of the employees from the unfair treatment in form of discrimination, harassment sexual harassment among others. Some of the impacts of legal as well as regulatory framework include: equal employment opportunities. This offers the employees equal rights in attaining employments in the organisation and protecting them from the discrimination in the organisation. The employees are assigned to equal working hours for instance 40 working hours weekly and fair and just compensation.

The regulations offer minimum wage for the employees and they are also protected in future through the pensions. It also requires women and men performing equal tasks to rewarded equally. The regulations states the framework through which the labour relations are observed. This is composed of the procedure of forming unions and indicating their tasks and powers. The organisations are obligated to being charge of the safety and the health of the employee when executing duties. It also ensure the employees are protected from the request for sexual favours, unwelcome sexual advances and other inapt verbal and the physical conduct or intimidating conditions. Employee’s privacy are withheld except for the cases of strong suspicion of in appropriate actions (Clark, 2012). LO2 Understand how to recruit employees

P2.1- Analyse the reasons for human resource planning at Harrods Appropriate HRM is required to have the capacity to reflect on objectives, goals of the organisation and the welfare of the employees as well as the functional differentiation as in organisation of Harrods. In addition, it required to represent the output of entire operational departments and the parts within the organisation. Henceforth, the HR manager is expected to co-ordinate with other department manager. There have been valid reason for Harrods Company to use HRM as the means of managing human resource. The plan has enabled the organisation to foresee the surpluses and the shortages of the workers in the organisation. This aids the organisation in sustaining the required employees at different times and thus able to have constant productions. It also enables the organisation to have the maximum utilisation of the employees since only the required number is employed according to the tasks available (Daniel, 2013).

Secondly, the organisation is able to plan for the following important events for the organisations promotion, recruitment, separation and retirement. These processes are essential for the continuation of the organisation since they are consistent and they are critical for performances of the organisation. Thirdly, it aids the organisation in identifying the specific employees to recruit in terms of the skill, experience, education and knowledge. The process aids the organisation in determining the positions that require addition employees those better performing employees and deserve promotion while disciplining those does adhere to the rules and regulations. Finally, it assists in determining the replacements and the back-up more commonly in the managerial levels and in the integration of matters relating to the employees (Egenhofer, 2013).

P 2.2 – Outline the stages that Harrods can adapt in planning human resource Requirements There is no single perfect approach in developing the human resource strategy. The approaches are more determined by the organisations needs and they differ from one organisation to another. Although, the most preferred approach towards the HRM is evident in and analysed in a number of steps it is not perfect to all the organisations. The six steps identified in developing the HRM are as follows; Initially is the setting of the strategic condition- this is tactical and outcomes that results the organisation expects to attain. The scheming of HRM system- this is meant for shaping the HRM for the organisation success The scheduling of the entire workforce- this involved in the deciding the number and the competence of individual organisation needs. The generation of the needed workforce- catch the attention, accessing and first assigning the individuals needs in the organisation workforce.

Investing in HR development as well as the performance- the developing of competence and the performance in the personal groups as well the teams in the organisation’s workforce Assessing and maintaining the organisational competence and the performance (Arnoldt, 2013) P 2.3 – Compare the recruitment and selection process at Harrods with another organisation such as John Lewis, M&S or Sainsbury etc. In the first application, sufficient time is allowed to accomplish the application process. In the period offered, chances are rendered to read job description before the report submission of the report and the email is received upon the delivery the application details. In this step, the applications are screened thoroughly and the feedback is offered through the means of telephone or an email within a span of ten days.

If one is successful in this step, invitation through email is conducted to attend a video call or a telephone interview that takes 10 days to receive feedback. In passing the stage, one is required to physically attend the interview, which takes almost one hour with interview ranging about 15 personnel. In passing the step one is required to attend a face to face interview that takes almost 45 minutes. The same assessment is executed by the line manager who is expected to be in charge of the employee. Finally, a technical nature interview is prepared where the applicant to accomplish the task and the results are released (Brantley, 2012).

The process of recruitment differs slightly across role and the recruitment cycles, with every program searching for different skills. Nevertheless, generally the recruitment process is almost the similar. P2.4 – Evaluate the effectiveness of the recruitment and selection techniques in the above two selected organizations. The planning of the workforce is essential for every organisation if they are intending to meet the future demand of the employees. It is through HRM that the organisation has the capacity of attaining the required staff in order to fill the vacancies and the newly positions. Through the plan, the organisation is able to identify the number and the qualifications of the employees are required and thus through the recruitment they are absorbed and this ensures objectives and goals of the organisation are attained.

The organisation improvements are attained in accordance with the employee’s capacity to execute duties and only experienced and skilled employees makes such performances. The HRM can be described as the main aspects that has led Harrods organisation to be successful (David, 2007). P3.1 – Assess the link between motivation theory and its reward with an application on Harrods Case study Motivation can be identified as the inner drive that is found within a individual that energizes some the behaviours pattern or whichever incentive that can cause behaviour change within an human being that entail the power to maintain the behaviour. An individual exhibits a need or a want for something. The existence of the want or desire causes motivation within an personnel.

The satisfaction of the desires does not necessary indicate the end of the process but an indication of more needs and desires. Therefore, motivation can even go infinity. This is apparent in success of Harrods organisation, since motivation has been the basis to their success. Motivation has been changing according to time, needs, place as well as environment. The organisation of Harrods has been evident in using the following rewards system: Better rewarding system according to results as opposed to the time Flexibility in working system

Rewarding the hard working employees
Recognizing and promotion the best performing employees (Clarke, 2012) The organisation has also attained a number of benefits from the motivated employees: Attain increased the productivity and thus profitability

Attaining the employee’s contribution in organisational matters Reduce considerably the rate of employee’s turnover
Attain employee’s morale
Attain integration as well as harmony in the organisation as well as within all the departments. LO 3 Understand how to reward employees in order to motivate and retain them P3.1 – assess the link between motivation theory and its reward with an application on Harrods Case study Motivation is a process through which individual’s behaviour is influenced by others either through offers or satisfaction. Motivational theories exist in two categories: content and process theory. Content theory gives description of motivations are as process theories emphasize on the process of motivation. Reward on the other hand is anything achieved by workers as they perform their job.

This can range from financial especially when the employer pays for their performance or non-financial where the employer rewards them through promotion, achievement and praise. Harrods uses two motivational theories: Maslow’s and Herzberg’s motivational theory. The company uses Maslow’s motivational theory as according to this theory, a firm will achieve the next level when they achieve the current level. Their achievement motivates them to work better. Harrods also motivates workers by paying interest to sanitation factors. The firm motivates its staff through good communication, giving responsibility and involving them in times of decision making. P3.2 – Research and evaluate the process of job evaluation and other factors determining pay with special reference to Harrods as your scenario. Income can be described as one most essential factor in the assessing the economic performances and the gross domestic product.

It is apparent that most of the individuals are in the job sector in order o attain better pays orb rewards from their hard work, thus the issue of pay determinant is essential not only to Harrods but also to all business ventures. In Harrods, one principal factor that determines payment of employees within an organisation is fairness and equity. Equity being a more key component in creation of the successful compensation system. In addition, it can further discussed in the three following ways: The external payment equity when the employees in the company perceive that they paid fairly in relation to those employed in the same positions in other organisations The workplace equity is identified as that all the employees in the organisation are fairly treated The internal payment equity exists when the staff in the organisation perceive that are fairly paid in line to relative values of their jobs Through equity rewarding, motivation has been promoted within the organisation.

The perceived inequity or unfairness, which is externally or internally, can result in low morale and loss of the company effectiveness. P3.3 – Assess the effectiveness of reward systems in different contexts with your references to Harrods The employees can be described as the most essential stakeholders in the business. They are simply hired to aid and sustain the success of the organisation and the organisation administrations try as much to inspire them to ensure they perform their duties as they are expected. The system of rewarding in most organisation when the staff effectively and efficiently fulfil their directives are in the most cases overlooked although it essential management tool. When the rewarding is observed and communicated with the required intensity, it can create and sustain the highly motivated employee forcing executing of tasks for the prosperity of business (Christoper, 2011). The system of rewarding in Harrods effectively promoted the optimal fulfilment in business technique of designing allowing successful job performance according to business objectives.

The company initiated with the principle goal, then listed precise steps that are essential in their achievement. For instance, the primary aim of the business is improving service rendering as well as reduce the rate of employee’s turnover even higher, one has the basis to manage the employees to perform certain duties to make the objectives reality. As much as the company advertises their products offering it some benefits of products as well as services rendered, one can identify the increase in sales through the appropriate rewarding system of the employees (Allen, 2012). P3.4 – Examine the methods adopted by Harrods to monitor employee performance. Comment with any suggestions There are few categories involved in the organisation for monitoring the employees they include: Communication, which can involve the upward and the downward communication and organisation uses in monitoring the performance of the employees Downwards

The downwards can be describe as the interaction from the high managing levels of managements towards to the lower positions. The principle purpose of this communication is informing as well as enlightening the employees concerning the execution and the management of the plans (Clark, 2012).
Upwards communication

This mode of communication is designed to tap staff experience, opinions and ideas at either the personal or group level. This communication involves the staff or lower level staff communicating to the higher authority. The main intention of the communication is fluctuate concept within company and encourage decision making between employees to enhance productivity (David, 2007). Quality circles

These are circles made by employees ranging from 6 to 10 employees and they held consecutive meetings intended in identifying the problems in different areas through the use of the data collection measures (Braithwaite, 2009). The financial participation

The primary objective of the financial participation schemes includes encouraging the employees’ commitment to the organisation. This can be executed through the organisation the performances to the employees (Egenhofer, 2013). LO 4 know the mechanism for the cessation of employment

P.4.1 Identify the reasons for cessation of employment with special reference to Harrods in General. Termination of employment contracts have been witnessed in many organisations of not all but what differs is the reasons for the employment cessation. There are ranges of reasons for cessation of the employment and they include inadequate job performance or behaviour exhibited and unacceptable performance (Egenhofer, 2013). Inadequate performance

In Harrods organisation, the employment contract might be terminated due to the employees continuation poor performance. If the employees report poor performance for continuation period without a valid reason, risk his employment ceased. The performances of the employees measured are assessed through the set standard of the employee that is prior in recruitment (Clark, 2012). Unacceptable behaviour

Unacceptable behaviour can be describe as those actions against the wishes of the organisation and might lead to cessation employment from the organisation. For instance in Harrods, the codes of the ethics firmly forbids the offering of the confidential information to the clients and if discovered that employee has given the information to the clients, employment might be ceased from the organisation (Christoper, 2011). Absenteeism

These are usually described as the number of days an employee fails to report to job and more possibly with no good reasons. This amounts to burden to the organisation since they will always require a back-up plan for the position which is an additional cost (Egenhofer, 2013). P4.2 Research and Describe the employment exit procedures used by Harrods and compare it with any other organisation of your choice. Employment termination can be either voluntary or involuntary but in most cases they are involuntary. The involuntary employment termination include stand-downs over thirty 30 days, layoffs, which are management initiated dismissal. in Harrods organisation, the employment contract might be terminated due to the employees continuation poor performance. If the employees report poor performance for continuation period without a valid reason, risk his employment ceased.

The performances of the employees measured are assessed through the set standard of the employee that is prior in recruitment. Unacceptable behaviour can be describe as those actions against the wishes of the organisation and might lead to cessation employment from the organisation. For instance in Harrods, the codes of the ethics firmly forbids the offering of the confidential information to the clients and if discovered that employee has given the information to the clients, employment might be ceased from the organisation. These are usually described as the number of days an employee fails to report to job and more possibly with no good reasons. This amounts to burden to the organisation since they will always require a back-up plan for the position which is an additional cost (Christoper, 2011).

P4.3 Consider the impact of the legal and regulatory framework on employment cessation arrangements with special reference to Harrods. Upon the receiving notice to the redesign and layoff job description of the employee, certain areas were reviewed to make decisions, which would offer the best outcome for the organisation. The length of the service should play an essential role in deciding for the reduction in the organisation and it should be taken in deep thought along with the skill level. An employee cannot retain the job only due to the several years services rendered to the organisation. The existing employees are assets to the organisation since their best services as well as know how to performance as well as cop with the recruitment is a strong candidate since new employee requires to further training to meet required standard (Clarke, 2012). Conclusion

In conclusion, the human resource management is identified as the process through which the organisation needs in the changing situations and the developing activities they are essential in fulfilling the human resources needs. The appropriate resourcing planning is an essential responsibility to each and every organisation. Some of purpose of the human resource planning in Harrods success is as discussed below. It is through the HRM, the organisation has managed to recruit and retain the requisite employees in terms of the quantity, skill, experience, knowledge and quality. The organisation is presently having the appropriate staff and thus enabling the organisation to offer the best in terms of the quality of the services (David, 2007).

Works Cited

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Daniel, k. (2013). The Workplace . London: Prentice Hall.
David, N. (2007). Case study for Human Resource Management. London: Prentice Hall. Egenhofer, C. (2013). The Management Skills. New York: Harper’s College Press.