Assignment Sample: Managing Human Resource in Business

Managing Human Resource
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Table of Contents
Table of Figures...............................................................................................................................1
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1...................................................................................................................................................1
2...................................................................................................................................................3
3...................................................................................................................................................4
TASK 2............................................................................................................................................5
4...................................................................................................................................................5
5...................................................................................................................................................7
6...................................................................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

Table of Figures
Figure 1: Guest Model of HRM.......................................................................................................2

INTRODUCTION
Employees are an essential part of every organization and effectively managing human
resource in business can assist organization in achieving objectives. The map of HRM is a part of
management that is concerned with the organization’s employees. It also helps the management
in a strategic way to ensure continuous organizational success (Jackson, Schuler and Werner,
2011). In the present study on managing human resource organization undertaken is Harrods. It
is an upmarket department store which is located on the Brompton Road in Knighsbride.
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The store occupies around 5 acre land and has over 330 departments making it the largest
department store. The study focuses on Guest Model of human resource management and also
acknowledges about the Mr. Storey definition in relation to personnel management. Moreover, it
also discusses various types of models of flexibility and how these types are practiced with
reference to Harrods.

TASK 1
1.
The Guest’s Model of HRM aims to differentiate personnel management from human
resource management. It states that HRM is commitment based rather than compliance based as
practiced by personnel management. Thus, business applying this model assesses employees as
assets to the organization that needs to be strategically managed in order to gain their
commitment and achieve organizational goals. Moreover, this approach focuses on the needs of
individual rather than collective workforce. Being a HR manager at Harrods, Guest model is
adopted by the HRM department in order to develop strategy that helps in increasing employee
engagement and commitment (Armstrong and Taylor, 2014). Providing proper training and
development at Harrods helps employees to enable them and perform their roles to the best of
their ability. Management of organization encourages personal leadership by changing the
leadership styles where employees are encouraged to take decisions and attain results.
Furthermore, there is an improved communication among employees using different approaches
like Morning Briefing, Internal employee magazine, Quarterly employee forum etc.
Figure 1: Guest Model of HRM
(Source: Sánchez, 2011).
Mr. Storey defines HRM as a strategic approach to the management of an organization,
the employees which are most valued assets who individually and collectively contribute to the

achievement of organizational objectives. Storey also distinguishes between hard and soft form
of HRM. It states that Hard HRM emphasizes on the need to manage workforce in varied ways
so that added value can be obtained from them and thus it help in achieving competitive
advantage. While, Soft HRM model is based upon building good relation with employees and
also treats them as valued assets. Storey’s personnel management (PM) as management of the
workforce helps to comply with rules as required by the owners of business. Therefore, it is
mostly concerned with recruitment, pay roll and employment laws. Therefore, according to
Storey’s view PM and IR is being bureaucratic as based on different rules and practices and also
differs from general management (Evans, Pucik and Björkman, 2011). In order to reflect HRM
practices at Harrods, the model suggested by Storey can be implemented as they have come to
recognize the psychological needs of people and thus it helps in engaging workforce in order to
meet the needs. Further, non-financial rewards provides opportunities for employees promotion,
involves them in decision making and more. All these strategies help workers to accomplish task
effectively at Harrods and contribute to attain goals. In HRM practices employees are nurtured in
order to bring best out of them and not monitored as done in PM.
At Harrods there are various implications for both line managers and employees in order
to develop strategic HRM approaches. Line managers play a crucial role in order to integrate
different approaches within organizational culture, leadership style etc. HRM aspects like
hierarchy in senior management and changing the leadership style, job rotation can help in
presenting various implications since line managers are required to avoid such approaches that
leads to increased conflict within business operations and presents negative aspects that affects
the brand value of Harrods. It is essential for business to assess the implications in business and
use effective strategies so that best results can be achieved. Both line managers and employees
are required to develop strategic approach to HRM in organization so that they can attain set
goals. In HRM it is essential for business to identify different solutions so that importance can be
attained. While, for employees the implication ranges from job security, variation in bonuses and
salaries and now this will be based on performance and contribution to the success of the team
and not on the position of the individuals (Ulrich, 2013).

2.
In the 21st
century it is essential for organization to provide flexibility in the workplace. It
all depends on the employees and employer to make changes to when, where and how an
individual will work together in order to meet the needs of business. Further, there are different
models of flexibility that can be applied in the workplace i.e. job sharing, part time working,
working from home, compressed hours, mobile working and many more. For a mobile working
model of flexibility, it is a system whereby an employer makes a provision for an employee in
order to work all or part time of their working week at remote location from the employer’s
workplace. This can be practiced in the organization through agreeing with the particular
employee so that to work on such a location which is remote from the workplace and involves in
trading for the business (Budhwar and Debrah, 2013). For instance, it means that to reach all
those customers who are far away from organization’s place and provide them products and
services of business. It helps in providing flexible job opportunity to employees so that their
needs of maximum engagement can be fulfilled at Harrods. The mobile working model is
adopted by Harrods as it can be used by employees like mobile working at Airports through
using the broadband technology and access the internet to work at Airport at reduced cost but
still completing the working hours. Thus, it also helps Harrods to reduce the cost of organization
and also to improve the quality of life of workers so that they can give best output (Price, 2011).
There are various types of flexibility that can be used and implemented in business by
Harrods and it helps in engaging employees to deliver higher efficiency and productivity. Part
time working model can be developed by business to provide opportunity to people like working
mothers as they have issues of taking care of their child but still they want to pursue their career.
Therefore, HRM department of Harrods should practice recruiting temporary workers at the time
of winter and summer sales period. Business adopts different ways through which flexibility can
be developed and attain desired success. Thus, adopting flexible time model assist business in
providing varied opportunities to employees to attain success. Also, at Harrods flexible time
model should be developed that provides opportunities to individual like graduates and
undergraduates to work at times when they are not in school/college. As business is operating in
retail organization it will be difficult for them to develop working from home (Hendry, 2012).

3.
Organization usually applies flexible working practices that help in providing benefits
and purposes to both employees and employers. Thus, flexibility in working practices are in
accordance with the equality and diversity legislation and human rights acts in order to ensure
fair working practices that help in fulfilling the needs of workers and help Harrods to attain
organizational goals. For instance, part time working arrangement is useful to students who
works as permanent staff and give their best to the business during their holidays. This method
benefits Harrods as they use other staff in order to cover the shift and helps in saving the salary
that have to be paid to the employee when they are on duty (Leonard and Cardy, 2011).
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Furthermore, working from remote location or from home also benefits both the employer and
employee as it reduces cost of transport, office space, equipment and other expenditures etc. But
still the employee completes working hours while working from home and helps in achieving
organizational goals and objectives. Additionally, part time working during peak season not only
benefits employees who want to work at their convenience because of issues like child care or
further education but also benefits Harrods. It reduces their spending on different factors like
employee health covers, pensions and different retirement packages that are necessary to be
provided to full time employees (Martin, 2010).

As business is facing changes in the global market and these changes across the labor
market have been affecting flexible working practices at Harrods. The changes are due to factors
like rapid change in technology, increase in recruitment of undergraduate and post graduates;
also change in demographics like migration of people from one country to another. All these
changes affect the organization in several aspects. While implementing flexibility approach
determines where and when individual work is becoming increasingly affordable for both
employees and employer as Harrods is required to spend less on staff and still people have to
accomplish their jobs by providing quality work as they are working in top retail brand (Storey,
2007). Also, migration and demographic factors affect Harrods as it has an increase the number
of people with different background and culture who want to work in organization as both part
time and full time. All such changes have made procedures and approaches related to
implementation of such flexible practices easier and convenient that leads to decreasing the
expenditures of businesses and developing cultural diversity (Hafeez and Abdelmeguid, 2003).
TASK 2
4.
There are various forms of discrimination that can take place in the organization. Gender
discrimination can take in the workplace where certain rules are imposed on male and female
employees against their wish and that works in the interest of business. Like, in Harrods it is
mandatory for female employees to wear makeup all the time while working in the organization.
This affects some of the female staff and they get affected from such rule. There are various
employees who claimed that employees are suffering from such rules and regulations and it
affects their job. Another form of discrimination that can occur at Harrods is age discrimination.
It mainly affects because of change in global labor market as younger undergraduate and post
graduate people being recruited in Harrods. It helps business in employing young and energetic
talent that helps organization in achieving overall goals (Karami, Analoui and Cusworth, 2004).
There are various practical implications like equal opportunities legislation in Harrods.
For instance, business is required to review and practice their HRM policies and guidelines in
order to ensure that they do not follow discrimination in organization. In this regard, it is crucial

for Harrods to follow different operation guidelines and procedures to ensure that they should not
violate the equality legislation and other codes of practice within UK (Miller and Pielack, 2008).
Thus, it leads to increase in the financial cost of business as it is essential to contact external
professionals to maintain equal opportunities in organization. Harrods in order to maintain its
reputation in market of providing equal opportunity to every employee and opposes
discrimination through demonstrating the policies and legislations publically. It also positively
impacted the recruitment process as it provided opportunity to all eligible people regardless of
their religious belief, gender and age etc (Sánchez, 2011).
Equality and diversity in the workplace can be promoted equally by following various
approaches effectively and efficiently. Therefore, in Harrods different approaches for managing
equal opportunity and diversity have been working concurrently. For example, organization’s
recruitment process follows different HRM sources that help in searching talents from all over
the globe using different media for advertisement to follow equality and employment legislation
(Wright and McMahan, 2011). Thus, this approach provides equal opportunity to all qualified
and skilled individuals instead of their background and culture. Another approach used at
Harrods is application of equality of gender in the top management team and line managers.
Further, there is also no gender discrimination in organization and it provides equal opportunity
to both male and female who are hired in the business that posses right skills and talent that helps
organization to move forward. In Harrods employees are given flexible working environment
like part time, full employment, temporary workers hired during peak season in order to provide
effective services to Harrods. All these approaches provide Harrods an equal opportunity in
organization that promotes diversity. It ensures that all the workers employed in organization are
provided equal opportunities irrespective of diverse factors such as gender, age, culture etc
(Souza and Zajas, 2006).

5.
Performance management is a crucial element that helps in monitoring and reviewing
performance of employees in order to identify the areas where they are performing excellent
services and the areas where additional improvement is required in order to attain goals
(Armstrong and Taylor, 2014). There are different performance management methods that focus
on employees, departments, production lines, subsidiaries etc. Moreover, all the methods of
performance management are similar because it helps Harrods HRM to identify the actual
performance of workers. Organization chooses talent by spotting method that helps company in
identifying talented people that can assist in achieving goals. Another performance management
method that has been used by Harrods is flatter organizational structure that helps in providing
opportunities for employees to take more responsibilities and enhance productivity in business.
Thus, it leads to job satisfaction to employees (Jiang, 2012). There are different methods that
help the business in attaining success. All these method provide different opportunities to
business so that desired results can be achieved. Also, it is a productive method that gives
opportunity to employees and maximizes their potential that ultimately benefits the organization.
Harrods also offers rewards for excellence as it proves to be successful for workers in attaining
results. It develops positive environment in the workplace and assist workforce to gain
motivational factors and put their best in the organization knowing that their hard work will be
rewarded. HR department of Harrods should use different performance management method so
that they can provide appraisal to employees as per their performance and achieve organizational
goals (Lengnick-Hall, Beck and Lengnick-Hall, 2011).
Managing employee welfare in Harrods is a crucial part of HRM department. Within, the
HR department in organization there is Employee Relations team that fulfills the responsibility of
managing several issues that affects the well being of employees. It also helps in ensuring the
commitment and performance of employees so that it does not negatively affects issues like
grievances, policies and procedures. The employee’s relations team plays very effective role in
organization as it has developed pension scheme which is very effective in meeting the
employees’ welfare. This team directly links the employees and employer in fulfilling the needs
of individuals (Mossholder, Richardson and Settoon, 2011). The HRM practices at Harrods take
certain time in order to respond to various aspects of employees work and life by handling

workplace problems that can affect the commitment of employees towards the organization.
Therefore, it is essential for employees to provide effective work culture so that they can have
experience and attain results. It helps in maximizing the need of workforce at Harrods. Through,
developing employee relation in business it assists in handling workplace problems so that
organizational goals can be achieved. Also, introducing various schemes at Harrods for the
welfare of workers helps business in supporting employees to plan for their future. Therefore, it
is significant to manage employee welfare in organization so that every department fulfills their
responsibility in solving issues and also ensures performance and commitment of workers
(Crook and et. al., 2011).
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6.
The implication of Health and safety legislation of HR practices at Harrods needs to
fulfill the obligation and follow all the safety and well being of employees and customers. Thus,
it can lead to increase in expenditure of company. For example, health legislations like Health
and Safety Act 1974 constitutes that business is required to follow different health programs that
ensures proper acceptable health standards of employees. Therefore, it helps in gaining
confidence of employees and they will also work with full commitment and enthusiastic so that
overall objectives of organization can be attained. Through the following health and safety
legislations in business it ensures the health and safety of employees while working at workplace

and business which is wholly responsible for any violation or inconvenience of the act (Djabatey,
2012). All such legislation is required to be maintained by the HR department of business and
maintains safety standards of people. Moreover, it is the duty of the HR managers of Harrods to
ensure that both employees and company work environment should comply with the states
requirements. It also leads to imply extra cost and resources on the training and development of
employees on the health and safety issues. In order to help Harrods human resource management
in their practices in relation to health and safety legislation for that organization has placed
various safety and security units like fire extinguisher, health and safety team, security guards etc
(Itika, 2011).
There are various issues that affect human resource practices in organization. Work life
balance is one of the issues that impact the HR practices at Harrods. It is essential for the
organization to understand the personal and professional life of individuals and then provide
them work accordingly. It helps employees to work effectively and maintain the work culture so
that overall organizational goals can be achieved. Developing a balance between their work life
and personal life will not impact the business (Evans, Pucik and Björkman, 2011). Therefore, it
is essential for HRM at Harrods that they should shape the management of recruitment and
engagement of employees. People should develop learning and development as it helps in
focusing them to better engage themselves in work and maintain the standards. In the search of
best talent, organization should use effective techniques like social media advertising that ensure
Harrods to adopt best talented and skilled employees in business. Work life balance is a topical
issue that help the business in measuring the performance so that set goals can be attained.
Furthermore, it is a concept that includes proper prioritizing between work and lifestyle so that
best results can be gained. HR management of organization should implement effective
communication with employees in order to develop managerial skills, develop relationships etc.
that helps Harrods in attaining results (Armstrong and Taylor, 2014).

CONCLUSION
It can be evaluated from the above report, that it is essential for business to manage
human resources so that organization can attain results. There are various flexibility models like
part time and mobile working method used by Harrods employees in order to work at different
locations in business. Furthermore, there is also a chance of developing flexibility like part time
working model that helps working women in order to build their career. Business employs part
time workers at the peak season time and that levies low cost to them. Additionally, business uses
health and safety measures so that employees and customers can be protected from fire etc at the
workplace.

REFERENCES
Books
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Budhwar, P. S. and Debrah, Y. A., 2013. Human resource management in developing countries.
Routledge.
Evans, P., Pucik, V. and Björkman, I., 2011. The global challenge: International human resource
management. McGraw-Hill Irwin.
Hendry, C., 2012. Human Resource Management. Routledge.
Jackson, S., Schuler, R. and Werner, S., 2011. Managing human resources. Cengage Learning.
Leonard, B. and Cardy, R. L., 2011. Performance Management. 2nd ed. New York: M E Sharp
Inc.
Martin, J., 2010. Key Concepts in Human Resource Management. SAGE.
Price, A., 2011. Human resource management. Cengage Learning.
Storey, J., 2007. Human Resource Management: A Critical Text. 3rd ed. Cengage Learning
EMEA.
Ulrich, D., 2013. Human resource champions: The next agenda for adding value and delivering
results. Harvard Business Press.
Journals
Crook, T. R. and et. al., 2011. Does human capital matter? A meta-analysis of the relationship
between human capital and firm performance. Journal of applied psychology. 96(3). pp.
443.
Hafeez, K. and Abdelmeguid, H., 2003. Dynamics o Human Resource and Knowledge
Management. The Journal of the Operational Research Society. 54(2). pp. 153–164.
Jiang, K., 2012. How does human resource management influence organizational outcomes? A
meta-analytic investigation of mediating mechanisms. Academy of management Journal.
55(6). pp. 1264-1294.
Karami, A., Analoui, F. and Cusworth, J., 2004. Strategic human resource management and
resource-based approach: the evidence from the british manufacturing industry.
Management Research News. 27(6). pp.50 – 68.

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.
Miller, H. and Pielack, D., 2008. The satisfaction and retention of frontline employees: A
customer satisfaction measurement approach. International Journal of Service Industry
Management. 7(5). pp.62–80.
Mossholder, K. W., Richardson, H. A. and Settoon, R. P., 2011. Human resource systems and
helping in organizations: A relational perspective. Academy of Management Review.
36(1). pp. 33-52.
Sánchez, M. A., 2011. Utilitarianism or romanticism: the effect of rewards on employees'
innovative behavior. International Journal of Manpower. 32(1). pp.81–98.
Souza, S. F. and Zajas, J. J., 2006. Recruiting executives in business:: an organizational and
conceptual perspective. Executive Development. 8(3). pp.23–27.
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
Djabatey, E. N., 2012. RECRUITMENT AND SELECTION PRACTICES OF ORGANISATIONS.
[PDF]. Available through: < http://ir.knust.edu.gh/bitstream/123456789/4294/1/FINAL
%20THESIS%20-%20EDWARD%20DJABATEY.pdf>. [Accessed on 14th
January
2015].
Itika, S. J., 2011. Fundamentals of human resource management. [PDF]. Available through : <
https://openaccess.leidenuniv.nl/bitstream/handle/1887/22381/ASC-075287668-3030-
01.pdf?sequence=2>. [Accessed on 14th
January 2015].

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