Managing human resource assignment help

Managing Human resource
Harrods
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Table of Contents
LO 1 Understand the different perspectives of human resource management 4
P1.1- Explain how the Guests model of HRM is adopted at Harrods. ..4
P1.2- Compare the differences between storey’s definitions of HRM, Personnel and IR practices, by reflecting the HRM practices at Harrods and choose similar organizations which have adopted Personnel or IR practices…………………………………….5
P1.3- Assess the implications for line managers and employees of developing a strategic approach to HRM at Harrods 6
LO 2 Understand ways of developing flexibility within the workplace. …..6
P2.1- Explain how a model of flexibility might be applied in practice. Relate this to the Harrods and reflect your argument with examples ……7
P 2.2 – Discuss the types of flexibility which may be developed by the Harrods. 8
P 2.3 – Argue by assessing the use of flexible working practices from both the employee and the employer perspective of Harrods 9
P2.4 – Discuss the impact that changes in the labor market have had on flexible working practices at Harrods 11
LO 3 Understand the impact of equal opportunities within the workplace. 11
P3.1 – Explain the forms of discrimination that can take place with special reference to Harrods 11
P3.2 – Discuss the practical implications of equal opportunities legislation practiced in Harrods 12
P3.3 Compare the approaches adapted by Harrods to managing equal opportunities and managing diversity. 13
LO 4 Understand approaches to human resource practices for the chosen organization  14
P.4.1 Research, Compare and comment on different methods of performance management adopted by Harrods 15
P4.2 Research and assess the approaches to the practice of managing employee welfare in Harrods. 16
P4.3 Discuss the implications of health and safety legislation on human resources practices with special reference to Harrods. 16
P4.4 Evaluate the impact of one topical issue on human resources practices reflected in the case study and additional research of Harrods………………………………17
Conclusion. 17
References 18















LO 1 Understand the different perspectives of human resource management
There are five different perspectives to human resource management which are as under:
  • Normative approach: Normative approach base itself on Hard HRM and soft HRM concepts through which HRM strategies are applied.
  • Critical approach: Critical approach to human resource management is against the normative approach and contradicts the theory proposed in normative approach.
  • Behavioural approach: Behavioural approach to human resource management focuses on employee attitude and behaviour to suit strategies so that desired performance can be attained (Merkle, 2007).
  • System approach: System approach to human resource management advocates for competencies management, behaviour management and setting up mechanism for technology.
  • Agency of transaction cost: Human resource department of the organization need to adopt an approach which can minimize transaction cost for the organization.
P1.1- Explain how the Guests model of HRM is adopted at Harrods.
Guest model of HRM followed at Harrods have six major parameters which are given as below:
  • HRM strategy: HRM strategy adopted at Harrods is to make higher employee engagement as this would ensure the organizational success. Harrods have focus on enhancing employee engagement as organization understands that an engaged employee can perform much better in comparison to other employees.
  • HRM practice: HRM practice adopted at Harrods includes recruitment & selection, performance and development. Aim of recruitment & selection processes adopted at Harrods is to attract suitable new employees while performance enables their employee to work in accordance with the employee abilities and get desired results (Mayo, 2005). Employee development is done through identification of career progression opportunities for the employees at Harrods. HRM practices adopted at Harrods should be such that career development can be done for the employees.
  • HRM outcomes: Through HRM practices there are two vital results which have been obtained by Harrods and these are commitment and quality. Commitment and quality both are resultant of their HRM strategy of higher employee engagement. Harrods needs to ensure high organizational performance by understanding employees need and maintain Harrods value.
  • Behaviour outcomes: There are four behavioural outcomes obtained by Harrods by deploying best HR practices and these behavioural outcomes include motivation among employees, cooperation, employee engagement and organizational citizenship.
  • Performance outcomes: Through HRM practices and HRM strategy adopted by Harrods organization is successful in obtaining key performance outcomes such as higher productivity, quality and innovation.
  • Financial outcomes: Financial outcomes which have been gained by Harrods through its active HRM policies include higher return on investment made and higher profits.
P1.2- Compare the differences between storey’s definitions of HRM, Personnel and IR practices, by reflecting the HRM practices at Harrods and choose similar organizations which have adopted Personnel or IR practices.
According to Storey’s definition of HRM, personnel and IR practices there is difference between these terms. Difference in the terminologies can be identified based on the HRM practice followed at Harrods and there are two aspects which can make the difference and these two aspects are belief & assumption and strategic aspects. Personnel management and IR practices tries to carefully delineation of written contract while Storey’s definition for human resource management followed at Harrods looks much beyond written contracts. In terms of management action personnel and IR follows procedure while HRM practices at Harrods manages business card (O'Brien, 2009). In terms of behaviour personnel and IR follows customs & practices while HRM followed at Harrods emphasizes on values & mission. Following the managerial control process personnel management and IR follows monitoring while HRM at Harrods makes nurturing as its guiding principle. Nature of relationship followed in personnel management and IR is pluralist in nature while HRM adopts unitarist approach. Dealing with strategic aspects it has been observed that personnel and IR are labour management while HRM is customer focused through active employee engagement as adopted at Harrods. Another difference is in terms of initiative as personnel & IR is piecemeal while HRM followed at Harrods is integrated in nature.
P1.3- Assess the implications for line managers and employees of developing a strategic approach to HRM at Harrods
Strategic approach to HRM adopted at Harrods demands for higher level of employee engagement understanding the viewpoint that engaged employees in the organization would be highly performing. Hence employees need to perform as per Harrods expectations and also measures would be adopted by the organization in order to achieve higher employee satisfaction. Line managers would be solely responsible in order to develop the relationship with the employees of the organization and higher engagement with employees would be the prime responsibility of line managers as they are in direct touch to the employees.
Line managers are responsible at Harrods in order to develop open communication with the human resource of the organization and direct functioning related with human resource is being directly handled by line managers. Line managers at Harrods handle the role of selection & recruitment, payroll management, assessing customer satisfaction and adopting measure for enhancing employee motivation.
LO 2 Understand ways of developing flexibility within the workplace
In order to develop flexibility approach within the workplace it is important to have thorough research and active communication process with the employees of the organization. Communication practices with employees would explore way out regarding HR practices that best suit the organization.
P2.1- Explain how a model of flexibility might be applied in practice. Relate this to the Harrods and reflect your argument with examples
One of the vital models for human resource management flexibility used at workplace is the mixture model which can be applied to Harrods as given as below:
High functional flexibility
&
High numerical flexibility (HH)
High functional flexibility
&
Low numerical flexibility (HL)
Low functional flexibility
&
High numerical flexibility (LH)
Low functional flexibility
&
Low numerical flexibility (LL)
Figure 1: Showing the mixture model of flexibility (Ling, 2012)
In the above proposed model LL and HH region represent the balanced models whiles LH and HL regions represent the unbalanced model. There is difference in role played by functional and numerical flexibility at workplace. Difference in terms of employee’s ability would make an overall impact on the organizational performance. Firm would have best performance under HH model followed by HL, LH & LL models.

For Harrods it is recommended that HH model of flexibility should be employed in order to enhance the organizational performance. Functional flexibility can be employed in Harrods by deploying employees between various functions. For example an employee at cash counter can also work in the customer support division at retail store. Similarly Harrods can hire contract employee so as to handle rush during several occasion which would foster numerical flexibility in the organization. Hence a mix of the two flexibilities would help Harrods to ensure good performance.
Mixture model of functionality works according to the two main flexibility aspects which are numerical flexibility and functional flexibility. An organization need to develop employee skill set in various functions so as to foster functional flexibility while numerical flexibility needs to be foster in organization by hiring contract employees, part time employees and full time employees in the organizational context.
P 2.2 – Discuss the types of flexibility which may be developed by the Harrods.
There can be three types of flexibility that can be developed in Harrods and can be given as under:
  • Functional flexibility: Functional flexibility is sought in organizational environment in order to redeploy employee between various functions & role smoothly. Functional flexibility would mean to reduce occupation or job roles for the individuals. For example in NHS nurses are offered the job roles which were initially reserved for the medical staff (Jonathan, 2010).
  • Financial flexibility: Financial flexibility provided for the pay levels of employee would enable demarcation in demand & supply for employees in external labour market. For example in order to link cost to output variable pay linked with performance of sales staff has been spread over various departments of the organization. This would be important to reduce linkage between price and output.
  • Numerical flexibility: Numerical flexibility of the organization can be in terms of the number of employees working in the organization, number of hours worked or number of locations at which employees are working in the organization. In order to ensure numerical flexibility several organizations hire employees on contract basis or through part time jobs. Numerical flexibility of the organization depends upon the nature of business done by the organization. For example, supermarkets would be more interested to employ people on part time basis so as to match shopping hours of the customers while hospital would be interested to employ nurses on contract basis so as to meet peak demand for the hospitals.
In context of Harrods flexibility at workplace has been implemented as revealed through below points:
  • Offering work life choices for the employees which contains preferred meeting schedule, paid employee volunteering and compressed working schedule for one week
  • Defining reward structure which is in accordance with family such as offering break during children school off
  • Work policies such as work from home and flexible timings as per availability of time in organization
  • Special leave arrangement for parents, e.g. 22 weeks paid leave for mothers, 10 day paid leave for father and 52 week unpaid leave for mother to grow their child till age of six years
  • Unpaid life style or career break so that people can take long breaks and can join again
P 2.3 – Argue by assessing the use of flexible working practices from both the employee and the employer perspective of Harrods
Flexible working programs are arrangement where in employer would give levy for the employees to select their working time with higher flexibility such as flex time where in start and end time for the work are chosen by employee while ensuring that employee give fixed number of hours as stated by employer (Wright, 2011). Some of the common examples of flexible time job arrangement include job sharing and telecommuting etc. For Harrods example of flexible working practice can be given as under:
  • Offering work life choices for the employees which contains preferred meeting schedule, paid employee volunteering and compressed working schedule for one week
  • Special leave arrangement for parents, e.g. 22 weeks paid leave for mothers, 10 day paid leave for father and 52 week unpaid leave for mother to grow their child till age of six years
  • Unpaid life style or career break so that people can take long breaks and can join again
Benefit & limitations for the employer
Benefits
For an employer such as Harrods below can be some of the possible advantages for the flexible working practices:
  • Higher employee engagement & freedom involving higher performance
  • Emerging organization as an attractive employer to work with
  • Best possible tool for implementing employee retention as it has become necessity for the organization to allow flexible work schedule for the employee or taking risk for losing valuable human resource
  • To match the organization peak and valley of activities during which requirement for the human resource would vary
  • Reduced absenteeism which organization attain through flexible working schedule
Limitations
Some of the potential limitations for the flexible work schedule for Harrods include below mentioned:
  • Businesses and their managers need to recognize that flexible work schedule is not always applicable to all industries, people and business needs
  • It becomes burden for the organization as by providing flexibility to one employee there would be problem of work allotment to other employees working in the organization or organization has to suffer from work loss
  • In long run work schedule flexibility can create inequalities among employees leading bad working environment in the organization (Conaty and Ram, 2011)
  • Job flexibility creates problems for job success measurement and require higher investment for establishing continuous communication with its employees
Benefits & limitations for employees
Benefits
Employees working at Harrods can deploy below mentioned benefits through flexible work schedule practice employed in the organization:
  • Work life balance
  • Additional income through part time or contract jobs
  • Help in enhancing productivity
  • Facilities such as work from home offers opportunities for physically disables persons as well
Limitations
Some of the potential limitations for flexible schedule working for employees of Harrods include below mentioned:
  • Create inequalities among peer group leading to unfavourable working environment in the organization
  • Some of the forms of flexible work schedule such as contract or part time are not considered as full time work experience for the employees
P2.4 – Discuss the impact that changes in the labour market have had on flexible working practices at Harrods
A large number of organizations implement flexible working practices in order to deploy benefits which are obtained through such practice. Flexible working practices have favourable impact for both employees as well as employer due to which trend for flexible working practice is ever increasing. IOD member organizations have reported that flexible working practice has noticeable impact on their bottom line and more than 81% of the organizations have reported positive impact on the bottom line. Changes in labour market would impact the flexible working practices at Harrods as organization need to respond to demand & supply situations (Maier et al, 2013). In case of excess supply from labour market organization would try to deploy flexible working practice so that cost for human resource can be minimized. While in case of shortfall in demand for the workforce organization may reduce number of contract or part time employees and try to get higher number of fixed employees so that work loss can be minimized through availability of the employees.
For Harrods changing labour market trends such as high employee churning and shortage of skilled labour are the main issues. In order to handle these issues Harrods needs to implement flexible work practice which would help employees to work according to their suitable time hence employee churn would reduce and higher availability of employees can be ensured.
LO 3 Understand the impact of equal opportunities within the workplace
Equal opportunities at workplace would allow an employee to engage it better with the organization and a sense of equality would be obtained by the employees working in the organization. Hence employees would be working with better motivation in the organization for the equal opportunities offered by the organization to its employees.
P3.1 – Explain the forms of discrimination that can take place with special reference to Harrods  
Considering context of Harrods below forms of discrimination can take place:
  • Direct discrimination: Direct discrimination can be said when an employee is favoured against other in the similar situations due to the some factor which is not present in other employee of the organization. Factor under consideration for such a differentiation may include physical disability or economic status etc. For example refusal to a person for hiring despite of required skill because of physical disability (not hampering workplace performance) can be considered as example for such discrimination adopted at workplace in Harrods.
  • Indirect discrimination: Indirect discrimination at workplace for Harrods can take several forms such as illegal hiring & firing, denial for pay or promotion and on job harassment etc.
Some of the common factors which may lead to the direct or indirect discrimination at workplace with the employees include age, gender, religion, disability, marital status and citizenship. For example in case a person is legally allowed to work in United States but denying a person for job in United States is barred by law (Ingraham and David, 2002).
P3.2 – Discuss the practical implications of equal opportunities legislation practiced in Harrods
Some of the key equal opportunities legislations being practiced in Harrods include below mentioned:
Race relations act 1976
According to Race relations act 1976 it is unlawful to discriminate against a person on racial grounds for any kind of services, goods or opportunity for employment. There exist two type of discrimination i.e. direct and indirect. Direct discrimination would be when a person is less favoured against another person in same situation while indirect discrimination involves application of a requirement which is equal for the people of same race while having adverse impact on the people of other race. Racial grounds on which discrimination is done include colour, race, nationality, citizenship or ethnic factors. For example in Britain the most prevalent form of discrimination is against the ethnic minorities. Section 71 states that it is the prime duty for local authorities to ensure that unlawful race discrimination is not prevailing in society and good race relations are being promoted in society (Pohlmann and Linda, 2002).
Race relation amendment act 2000
Amendment act 2000 put forward idea for bringing government departments such as police, immigration services and prisons in purview of racial discrimination legislation. The aim of amendment act was to combat against discrimination prevailing in institutions and give duty to the public bodies to fight against racial discrimination. Public bodies were asked to analyse reasons for absence of black people in senior position in their organizations. With implementation of amendment act 2000 public bodies started analysing their policies & procedure so that racial discrimination can be avoided in any form from their organization.
Some of the duties which were allotted to public bodies in order to ensure implementation of racial discrimination legislation include carrying out impact assessment, conducting ethnic monitoring and issuing reports pertaining to the received information (Mathis & Jackson, 2006). Harrods has got benefit of equal opportunity regulations as it creates an environment where employees feel encouraged and there is no direct or indirect discrimination prevailing in the organizational environment.
P3.3 Compare the approaches adapted by Harrods to managing equal opportunities and managing diversity
Harrods has adopted vital measures in order to promote equal opportunities and managing diversity at workplace such as treating employees fairly without any biases, creating environment that creates emphasis on value system of the organization and encourage workplace diversity. Harrods provides ample chances of career development to their employees so that they can make a better career with the organization and can remain in the organization for longer time period. Diversity is managed at Harrods through seven elements which are age, disability, race, gender, religion, sexual orientation, work life balance etc. Harrods does not promote any discrimination at workplace related to age, sex, region, gender or disability of the employees. Work life balance is maintained by providing necessary breaks and offering chances to work as per their comfortable timings.
LO 4 Understand approaches to human resource practices for the chosen organization
Some of the major responsibilities for Harrods in organizational context include below mentioned:
  • Impart training for the employees so that organizational competitiveness can be maintained
  • Developing industrial policies & procedure of the organization in accordance with the legislation
  • Establishing recruitment and firing processes within the organization
  • Establishing active communication with trade unions
  • Assess employee performance and design reward structure which can motivate employees
  • Establish career progression for the employees so that they can remain with the organization for longer time period
  • Enhance employee engagement so as to get better performance
P.4.1 Research, Compare and comment on different methods of performance management adopted by Harrods
Harrods management has adopted several methods in order to evaluate performances which are as under:
  • Performance appraisal 360 degree: In this method of performance appraisal performance of a person is evaluated through confidential form filled by people working around them. Stakeholders involves in 360 degree feedback involve superior, subordinate, peer group and people working in other departments as well. Harrods while making assessment for the employees would take feedback from the various employees, supervisors and from the cross functional team so that proper assessment can be done for a person.
  • Employee engagement: Another method of employee performance can be to measure employee engagement level as an engaged employee would perform better and would be satisfied as compared to an employee who is not engaged. An engaged employee is supposed to perform much better in comparison to an engaged employee. Hence employee engagement should be enhanced for Harrods which would be done through active communication with the employees of the organization and involving into various HR activities of the organization.
P4.2 Research and assess the approaches to the practice of managing employee welfare in Harrods.
Every organization includes employee welfare in their human resource policies and Harrods in pioneer among their policy regarding employee welfare scheme. Some of the major adopted by Harrods for employee welfare are as under:
  • Friend-family policy: Employees are given additional leaves annually so as to spend their time with friends and family. Additional leaves are being paid at lower salary in comparison to normal salary range of an employee.
  • Flexible timings: Employees are being given autonomy to choose their start and end hours for working making total hours at job fix.
  • Assistance program for employees: Harrods make career progression planning for their employees and assist them in developing a bright career for their employees.
  • Bullying and harassment policy: Harrods have developed suitable policies in order to avoid any incident of bullying and harassment with their employees so that employees can work freely in organization.
  • Lifestyle and career breaks: Employees working at Harrods are being given career and lifestyle breaks so that they can take out time from regular schedule and can relax.
P4.3 Discuss the implications of health and safety legislation on human resources practices with special reference to Harrods.
Considering health and safety legislation in human resource policy at Harrods there are two important acts which are management of health and safety at workplace act 1999 and Health and safety at work act 1974. These two acts are important in order to ensure that employees and other stakeholders involved in organization related to work do not get affected adversely. In addition to above mention two acts for the health safety of employee other health legislation covering specific activities also pertains in organizational context e.g. computer work & electricity and lifting & carrying activities (Samuel & Herbert, 2005). Considering Harrods context lifting and carrying activities may have health & safety impact for the employees working in the organization and other people at workplace. Lifting and carrying activities are generally being done in supermarkets so as to shift goods from one place to other (Sherwin, 2007).
P4.4 Evaluate the impact of one topical issue on human resources practices reflected in the case study and additional research of Harrods.
The key issue identified in present context is high employee turnover and enhancing organizational performance with help of higher employee engagement. Looking into the current labour market scenario employee turnover is a major issue especially into retail domain. Harrods has the strategy so as to improve employee engagement level with the organizational activities and providing flexible work practice so that long term commitment with the organization can be ensured and organizational performance can be enhanced. 
Harrods needs to deal with the human resource issues identified in above context wherein high employee turnover can be improved through enhancing employee morale and giving reward and recognition in the organizational context. Employee engagement would be beneficial but other methods of reducing employee turnover should be implemented in the organizational context.
Conclusion
The aim of present task was to understand various human resource management perspectives followed at Harrods. Through present task human resource perspectives have been understood, importance of flexibility at workplace was examined in order to evaluate benefits & limitations for the flexibility policy to the organization. Further organizational equality in terms of providing opportunities for the employees was examined along with its impact on the organizational performance by enhancing employee motivation. Human resource practices adopted at Harrods were evaluated in order to understand essential element of Human resource practice which helps an organization to maintain its most important asset which are the employees of the organization. Overall present task has helped to examine role of human resource and its related legislations such as equal opportunities, employee welfare and best practices in human resource management towards development of an organizational environment which is supported for both organization as well as its employees.

References

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