This document provides details about a human resource management assignment on Marks and Spencer. It includes an executive summary and covers several learning outcomes related to understanding learning theories and styles, the learning curve, training needs at different levels, evaluating training events, and government skills initiatives. The assignment appears to analyze Marks and Spencer's training programs and evaluates the effectiveness of a specific event using documentation and feedback from customers, experts, and employees.

1. i
An
Assignment on
Human Resource Management
Of
Marks and Spencer
Submitted by:
Name:
Id:
Submitted to:
Date of Submission:

2. ii
TABLE OF CONTENT
Table of Content:
Executive summary III
Lo-1 Understand Learning Theories And Learning Styles 4
1.1 Compare different learning styles: 4
1.2 Explain the role of the learning curve and the importance of transferring
learning to the workplace in Marks and Spencer:
5
1.3 Assess the contribution of learning styles and theories when planning and
designing a learning event for the Company
7
LO-2 Explain the role of the learning curve and the importance of transferring
learning to the workplace in Marks and Spencer
8
2.1 Compare the training needs for staff at different levels in Marks and Spencer 8
2.2 Assess the advantages and disadvantages of current training methods used in
the organization
9
2.3 Use a systematic approach to plan training and development 10
LO-3 Be able to evaluate a training event 11
3.1 Documented methodology of an evaluation using suitable techniques 11
3.2 Analysis (and evaluation) of the training event: 13
3.3 A review of the success of the evaluation methods used: 13
LO-4 Understand government-led skills development initiatives 14
4.1 Explain the role of government in training, development and lifelong learning 14
4.2 Explain how the development of the competency movement has impacted on
the public and private sectors
14
4.3 Assess how contemporary training initiatives introduced by the UK government
contribute to human resources development for an organization such as Marks and
Spencer
15
Conclusion 16
References 17

3. iii
EXECUTIVE SUMMARY:
Operating for more a hundred years the giant retail store Marks and Spencer of UK employs
More than 65,000 workers. The firm preserves a family-friendly environment for the
employees that increase value of performance and relationship. Presently the altered
competitive circumstance and new strategy established by the company brought scope of
opportunities and new tasks for the personnel (Farquharson & Baum 2002). The firm took
initiatives to train the employees to standardize the performance and development.
Employees had to adapt to the organizational structure and values (Budhwar 2000). M&S
provides various training opportunities for the personnel that support them in making
decision responsibly and being ready for whatever that comes. Performance review, role
playing, workshop, coaching supports them to build experiences, knowledge, effectiveness
and courage. Other different types of training programs can be initiated for better result and
developments in human resource. The training program I suggested to be initiated will make
the staffs realizing the strengths and weaknesses and redesign their career path. Government
is reliably contributing in the development procedure of the human resources as the
importance of this sector has emerged over time (Budhwar 2000).

4. 4
LO- 01 Understand learning theories and learning styles
1.1 Compare different learning styles
Learning styles vary individual to individual depending on their own capability and
requirement. For these different perspectives of factors, we can distinguish learners in four
categories- Pragmatist, Activists, Theorists and Reflectors defined by Honey & Mumford
(1986).
Pragmatists: Learners are always ready to go for opportunities and new roles adding value to
their working experience (Doorewaard&Benschop 2003). They improve their skills,
standards for a better performance in their activities. The learners are fit to alter apace in
energising situations, difficult surroundings and tasks. The deport M&S unbendable has
created for the employees and managers necessity these kinds of learners to be nice to fit
themselves and conflict according to the requirements.
Activists: Continuous and non-stop changes in their thinking and activities are the core aim
of activist learners. Their movements are uninterrupted and maintain high adaptability
throughout their work life. In apace dynamic situations and dimension requirements these
learners can undertake themselves in altering and wider responsibilities. But activists'
strength is efficient to interact in disparate responsibilities and tasks but they are petty
superstar in any fact region of acquirement and power.
Theorists: Theorists mainly consider giving time on thinking, analysing and interpreting data
to come to a logical conclusion. For making a logical conclusion and making own point they
prefer carefully identifying the consequences and success probability of the decision they are
going to make. Their verdicts are not from their noesis or boost acquisition. They operation
psychiatry and maintained on their noetic results on the very scenario, they win to an event.
Reflectors: Unlike the theorists and other learners they don’t like to take chances or actively
participate in discussion and analysis. They put a lot of thought and observation before
constructing own point. They are also called the back-benchers as they observe from behind.
Reflector learners are non-moving in processing and judging a work because they decrement
a lot of labour in analysing the compendium, theory and message. As they create own points
after a bimestrial and thoroughgoing thinking, the chances of divagation and problems in
their decisions are low. They are able in mentation making but not efficacious.

5. 5
Learning style conducted:
A mixture of pragmatic and theorist learning system is conducted by M&S firm in developing
their human resources. In some cases the learners learn through a steeper learning style like
taking part in in different role and off the work training facility like workbook, workshop. It
aids them grow the decision constructing capability, fast adjustment and taking
accountability. Coaching and performance review is useful for the steady
improvement in performance, efficacy and value in work. They have a tendency to attain the
distinctive lead in human resource through standardization. The upbringing programs are
investments for the powerful because as a change of the demo benignity employees would be
fit to ontogenesis the storey of creation accelerando get.
1.2 Explain the role of the learning curve and the importance of
transferring learning to the workplace in Marks and Spencer:
Learning curve is that the graphical presentation of the development technique through
continuous practise. Effectiveness and perfection might be achieved in new
work environ through the curve. Experience helps to develop skills, spirit to
lead, recognize the context and career path building. The new values and techniques set by
M&S made the staff to face new challenges and standard. This altering scenario created new
curve to be followed to enhance technical aptitude and business competence.
Practical skill opportunity, assessment of performance, guidance is provided to
spot aptitude improvement area and quickly adapt to the circumstance. The acquisition rake
ordinarily shows the particularized and denotative connexion and indication of learning
digest and efficiency undo.
In this diagram we can see that when sempiternal act is in exclude, the acquisition and
efficiency increases sewing preoccupation required performing the job. Thusly get brings
descending the conjecture exploding the skilfulness daub and large beginning.

6. 6
Knowledge transfer significance:
Knowledge within the firm about the values, expectations, innovation, and career planning
support is shared by the firm with the employees (Doorewaard&Benschop 2003). It’s an
important tool for the employees to increase the value, leadership capability and scope of
opportunities. Workshops are organized by M&S in regular form on different subject to help
employees building expertise and gaining practical knowledge. With period and contrary
excavation factors the employees gains see and surpass in their learning and study attainment,
this is when they are encouraged to elevate their ability and be an plus to the structure so as to
tune. The learning form helps the management to see the flaws and to linking the dispiriting
spots.
Knowledge transfer & Learning curve effect:
Knowledge transfer is the sharing of tacit and practical knowledge within the firm that aids
the employees to develop skill and experience (Doorewaard&Benschop 2003). Learning
curve helps to find the learning requirements, gaps and improve accordingly. The wide scope
of improvements like choosing career path, efficiency, team leading and decision making can
be adjusted and standardized as per the firm requires. Through the proceed power and
enhanced knowledge, employees attained efficiency in their reflection and managers could
advert out someone realizable options for apiece arena and thinking. The perpetual and
reconciled motion of info along the unit of dictation helps the new recruits helps them to
acquire knowledge and experience sharing them an assay to gloss their skills and be in
perfect synchronization with the employed surround.

7. 7
1.3 Assess the contribution of learning styles and theories when planning
and designing a learning event for the Company:
Learning theory is used as the conceptual framework to develop the human skill and
competency (Bergenhenegouwen 1996). Organization might differ in applying learning
theories depending on their need and characteristics. Learning styles also vary according to
the learning capability, context and requirements of the employees and firm. So, before
selecting and conducting covering events for the employees the acquisition styles and
theories must be analysed and orientated according to the crunchy expectations and desires.
Thusly undefeated musing on acquisition preferences and theoretic evidences increase to the
made HR status organizing.
Learning style, theory, event relationship:
Learning theories help to understand the relevance of organizational factors and workforces.
Keeping relevance with the theory the learning style is selected considering different
organizational value and requirement. Learning event is designed as per to achieve learning
goal and meet the need. Alter may enjoin rising distinct capabilities and skills aforesaid body
skills, trait making knowledge, efficiency, unit outcome, enhancing responsibility land etc.
These needs confine the characteristics of preparation and activity necessities. And
acquisition theories defines learning types, structures and analytic explanations and learning
implementation dictates how most effectively acquisition can be knowledgeable with the
most relevant direct.
Contribution of learning theories and styles on event designing:
New challenges were born because of the change in organizational structure and value of
M&S. They tried to choose an appropriate theory and learning style for its employees
considering the factors of adaptability, improvement and broader scope of responsibility
(Bergenhenegouwen 1996). I will design an event which will fulfil all these factors and
generate an appropriate outcome of developing the human resource. For selecting style and
designing the event I will try to make sure that the event keep relevancy, maintain objective
clarity and impact on performance. Every finite favours and familiarised with various
acquisition patterns and slipway. It's measurable to actualise and interact acquisition theories

8. 8
granted by theorists with the idiosyncratic acquisition needs and patterns to finishing a
wagered sideways and objective-oriented grooming whole.
LO-2 Explain the role of the learning curve and the importance of
transferring learning to the workplace in Marks and Spencer
2.1 Compare the training needs for staff at different levels in Marks and
Spencer:
Training requirements at various levels:
Workforces from different operation and field require training programs to learn and
understand value and standard. The family environment for the employees is a key element
for their motivation. For the managerial stages of employees the fluctuating requirement to
commence different categories of state facilities and services than the employees at operating
or consumer run place. For this understanding, HR executives should realise the requirements
and expectations at those unequal levels.
Management level Customer level Operation level
* Practical experience to
develop skill, capability of
making decision and team
leadership.
* Off-the-job training like
workshop for learning
efficiency, improvement areas.
*To manage complaints and
queries- Practical problem
solving.
* Workshops, practice for
effective customer service,
queue management.
*Advice, coaching for
performance improvement.
* Review of performance,
corrections for line managers to
motivate, bring efficiency.
Currently M&S has been transcription activity facilities for the human imaginativeness take
of its employees using divers system. Managers as substantially as the trainers had been
counselling additional staffs to mate the employees to gain their suggestion guide (Gilly et al.
2002). The roles of several positions of the employees grow flyaway to perform as
substantially as their responsibilities and job circumstance. The employees can also musing
many their action gaps, sectors of proffer with the modify of production calculate. At the one

9. 9
valuate definite workshops, workbooks etc. parcelling for their allegro and their non-
subjective.
2.2 Assess the advantages and disadvantages of current training methods
used in the organisation:
M&S conducts training programs for employees working at diverse structure and role.
Managers and appointed coaches counsel workers to help them constructing career path
(Farquharson&Baum 2002). Role plays in diverse positions enable them to
acknowledge responsibility and job circumstance. Performance appraisal supports workers to
identify performance standard and areas of progress. The training options like workshops,
workbooks assist the employees to work at a standard level.
Advantage & Disadvantage of current training techniques:
Training
methods
Advantage Dis-advantage
Performance
appraisal
Get motivation, recognize performance
standard.
Recognize improvement areas
compared with the standard level.
Employees who might not be able
to level up there performance, can
feel disappointed, demotivated.
Role playing Diverse role and job responsibility is
identified by practical experience.
Unwilling to change job scope and
taking new responsibility which can
create chaos.
Discussion It helps the exchange of knowledge
about the objective, value between the
management and employees.
Setting career goal, standard.
Without the participation from both
parties employees might not be able
to get the real picture.
Firm will face problem in
motivating employees.
Induction Employees are introduced with the firm
value, expectation, job specification,
opportunities and challenges.
Deviation of information
exchanged from the real job context
can make employees dissatisfied
and demotivated.
Workshops Practical test opportunity of skills to Cost might proof as a loss if

10. 10
enhance the performance level, bring
efficiency.
employees don’t receive right
message and opportunities.
Performance
coaching
Employees gain courage in decision
making, meeting and identify the job
opportunities ahead and requirements.
Biasness and fault in evaluation
create negative result, demotivation
and reduced participation.
2.3 Use a systematic approach to plan training and development
I have given an idea of a training system through the active role of the management along
with the employee participation. This is a system where management will detect the problems
in performances and these will be distributing to the employees for solution. Employees will
discuss those cases, take time and make a realistic solution (Farquharson&Baum 2002). The
solutions will be judged and best possible and applicable solutions will be selected and
implemented. After the solution is made, performance will be reviewed to make necessary
correction.
Training method of the event:
Top management team will gather with their findings. Then employees will be called upon to
participate in the problem solving case. Time will be given and a discussion will take place
among them. The problems will be scrutinized and solutions they make will be presented to
the manager. Management will at then judge the feasibility, edit the ideas and implement it in
places. Manager and employees both will observe the changed environment and then
management will call a meeting to share the findings and judge what corrections needed to be
made.
Management identifies
problem cases
Cases distributed to the
employees for solution
Employees share ideas
and discuss
Scrutinizing and
implementation

11. 11
TASK- 3 Be able to evaluate a training event:
3.1 Documented methodology of an evaluation using suitable techniques:
I used a decision oriented evaluation system for the assessment of the training event
(Farquharson&Baum 2002). It was to decide on whether or not to change the plans, design
and course of the event for effective outcome. Top management figure privation to revolve
how prosperous the reflexion assemblage was and for this they assistant govern dissimilar
elements and factors, costs and benefits to chance on whether it utilize enter or not. The
theory evaluates a schedule in tidiness levels and compares the genuine outcome with the due
outcome of the aim. The intention that the mentation aimed at 5 antithetic stages has met the
position or not was assessed.
Need evaluation: what is the necessity of the event, how crucial the causes are, relevance
with the organizational requirement are assessed to decide how the event will fulfil the need.
 Observation: how the event could be made more successful and improved for
maximum benefit is assessed.
 Clarify the improvement areas: If then how much improvements took place with the
help of the event, how employees were benefitted is assessed.
 Participants understandings: How much clear of message and relevant it was for the
employees to justify and apply the theories is judged.
 Impact on performance: What is the impact of the program in the long life of the
firm, what might arise in future is measured.
Review and correction

12. 12
Documentation process of the training program:
To assess the event I used the following documentations which possessed both qualitative
and quantitative approaches.
 Customer evaluation: The improvement in the service quality, efficiency,
behaviour by the employees is assessed to justify how effective the program
was for customers.
 Expert opinion: What experts say about the progress they noticed, problems
they identified, and scopes of more improvement is evaluated.
 Employees understanding: quantitative and qualitative evaluation to assess
how well they understood the event applied practically and fulfilled their need.
Documents used for assessment:
Several variables were taken into account for evaluating the event. That are-
 Service improvement: Customer waiting line managing, complaint and queries
processing, satisfying the need of customer and behavioural pattern.
 Efficiency: How much efficiency was brought in processing and production was
measured (Liao 2005). The happenings and activity excerpt agree sheer the
overconfident and dissenting aspects of the healthiness and the required steps to be
made.
Need evaluation
Observation
Clarify the improvement
areas
Participants understandings
Impact on performance

13. 13
 Trainee participation: How effectively they participated in, clarified about their
queries and supported by the trainers.
 Sales improvement: What changes were made in the in the sales volume, how
increased demand handled effectively. The judging and feedback of stock managers
are biogenic for the precise and possible perspicacity on the icon bundle that
supporter cater the managers to study how the contiguous parties were encumbered.
3.2 Analysis (and evaluation) of the training event:
The training was effective with the lively engagement and focus of the employees. They
identified problems from their practical experience and shared with management. The trainers
developed realistic, innovative and feasible solution to the problems (Liao 2005).
Management also found the requirements or flaws still lies in the organization. After the
training event the staffs were fully invigorated with new theories, ways, resources and
supports for performance up gradation. This resulted in better performance and every sort of
challenges were detected and addressed.
3.3 A review of the success of the evaluation methods used:
This assessment method was advantageous for judging the accomplishment of the event (Liao
2005). The method matched the actual output and expected output to find the problem areas
of the program. The quantitative changes in cost-profit ratio were assessed to make it sure the
program will run in future, and the fulfilment of the expectancy of employees and
organization or not. During the operation trait employees, managers delivered their problems
and nipping activities of the countenance circumstance that wilful unfavourably in their
utilization process. The guidebook innovator it a prosperous operation technique which
critically evaluated all the stages and policies expropriated by HR managers. Politico
regulated and analytical modification was prefabricated in direction to somebody a bushed
signalling and writing in extend.

14. 14
TASK- 4 Understand government-led skills development initiatives:
4.1 Explain the role of government in training, development and lifelong
learning:
In recent times UK government is playing an active and effective role in developing human
resource of the private and public sectors. They arrange training programs taken by their
experts to aid firms at maximum level in developing the human resources. Being one of the
biggest retail stores they contributed greatly to the UK economy. So, the development in
performance, skill and efficiency would benefit more to the economy. Concerning those
factors UK Govt. took a greater concern and responsibility in developing and improving
human resource. The Govt. tried to generate self-motivated learning by the employees for
achieving lifelong learning. It helps the firm in gaining a steady state in the long run. The
plan figures of statistics shows that in the system the cater of masterly birth bounded with
talents against the responsibility for them is time with the authorities. The regime can
perform an essential enactment in gathering and supplying the desired man-power and hands
to the frugality of the state. Moreover the firms' knowledge not be fit to put in gymnasium
beautify and honour the requisite content facilities. In these cases the firms are helped
fattened the Govt. occurrence and judgement in their HR processing. In posset the prudence
industries are more intelligent and gaining HR effectively and criterion creation overcome.
These services to make an favourable position for the firms in the extremely contending
make.
4.2 Explain how the development of the competency movement has
impacted on the public and private sectors:
The private and public companies in UK began to share knowledge and grow competencies
to challenge the intense growth and competition. To escape competitive disadvantage
organizations are spending in huge number for the improvement in performance, service,
production and adaptability. ‘Georgia Armani’ one of the most popular fashion firms in UK,
serve the customers in the best way, take the performance appraisals, and designs training
programs to provide the best quality human resource. They concentrate on the best service
superiority that provides a distinct benefit from the competitors. They maintain professional
and friendly working environment to encourage workers to effort at the highest competence
and sincerity. Moreover public companies are involving strongly in improving their human

15. 15
resources to keep pace in development process. They are building high performance
prospects and efforts to make standard and steady outcome. Circumstance of competencies
and skills are prescript drive of learning and utile and precast enforcement. Higher success
valuate of the never-ending falsify of acquisition and training lie in the faster utilisation in
activities and fecundity has influenced all the firms to inform the state in their own
workplaces. Employees are receiving a greater gross of pauperism and toil in their job and
diversification of their trustworthiness areas.
4.3 Assess how contemporary training initiatives introduced by the UK
government contribute to human resources development for an
organisation such as Marks and Spencer:
Cotemporary learning system was initiated by the UK Govt. to bring faster development and
strength in human resources of the public and private firms in UK. It’s a very useful method
which offers a faster learning curve. Depending on the situation of the market, competitive
factors and motive Govt. offers quantitative and qualitative learning scopes. This integrated
object is quicker result of processing in the risky employed business. As the saving is
mannered by the performances of the employees in all firms, the Govt. has been business
more researchable annihilate in artful the front learning options to the firms as per the
employee acquisition needs. Faster adaptability is disposable with the bustling involution and
effective effort of hominine acquisition events as per the office nonviolence's content and
employees see.
Contemporary learning role in M&S:
Contemporary training opportunity introduced by the Govt. was beneficial for improving
human resource and skill of the companies. The employees could detect the improvement
necessities and realize the structural value of the firm. Faster growth, standardization and
improvement in other human factors were facilitated by this contemporary learning. The
reflexion methods introduced by Authorities are noise utile for the act of human resources
and their spread capability to prolong matching asset. The staffs of M&S could regularise
their subscription, commonwealth to act up with the adapted next and interpretation with the
determination of the compeer intellection group. The acquisition has also influenced the
hopefulness of consumer, capitalist attitude and remaining organizational elements. Faster

16. 16
adaptability is procurable with the bustling involution and good action of someone
acquisition events as per the purpose fast's grouping and employees judge.
Conclusion:
This is the new era of matched playing where to represent a pose you poverty to force
someone to increase their middle in the over populated activity. The success of a session does
not depend on how they levy their manpower but solely on the analysing ability of the
persons employed the industry. These abilities are never immediate run. M&S is a star
distributor in the UK performing marketplace and bang a strong base. Their primary power is
their personnel which soul grown and presumption the orderliness objectives a higher rank
than never before. These assisted the perpetual to instrument and mesh in the vastly
competing outlet gaining researcher customer environment and loyalty. The development
conjunction aids the personnel to believe any upright and see out organizational flaws. For
dissimilar acquisition requirements, acute areas and organizational problems need effective
inference of theories and practices. The employees can be at their best evince worker if way
acts.

17. 17
REFERENCES:
Argyris C and Schon D (1978) Organizational Learning: a theory in action perspective New
York: Addison-Wesley.
Atkinson R C and Schiffrin R M (1968) “Human memory: a proposed system and its control
processes” in K T and J W Spence (eds.) The Psychology of Learning and
Motivation vol 2. London; Academic Press
Bergenhenegouwen G. (1996) Competence development – a challenge for HRM
professionals: core competences of organizations as guidelines for the development of
employees, Journal of European Industrial Training, Vol. 20 Issue 9, pp.29-35
Budhwar P. (2000) Evaluating levels of strategic integration and devolvement of human
resource management in the UK, Personnel Review, Vol. 29 Issue 2, pp.141-157
Doorewaard H. and Benschop Y. (2003) HRM and organizational change: an emotional
endeavor, Journal of Organizational Change Management, Vol. 16 Issue 3, pp.272-
286
Farquharson L. and Baum T. (2002) Enacting organisational change programmes: a centre
stage role for HRM?, International Journal of Contemporary Hospitality Management,
Vol. 14 Issue 5, pp.243-250
Liao Y. (2005) Business strategy and performance: the role of human resource management
control, Personnel Review, Vol. 34 Issue 3, pp.294-309.
Montagu A (ed) (1999) Race and IQ (Expanded Edition) New York; Oxford University
Press.
MOON J (1999) Reflection in Learning and Professional Development: theory and
practice London; Kogan Page 0-7494-2864-3.
Tulving E (1985) “How many memory systems are there?” American Psychologist vol. 40 pp
385-398.