Table of Content
P1 Describe internal and external factors in human resource planning.
P2 Describe how the skills that employees require to carry out jobs in an organization are identified.
P3 Outline how Marks & Spencer motivates its employees.
P4 Explain how organizations obtain the cooperation of their employees.
Task 3. 1
P5 Explain how employee performance is measured and managed in Marks & Spencer.
This paper emphasizes HRM in the field of business. The HRM practice in Marks & Spencer’s business is described in this paper. Marks & Spencer is a major British multinational retailer headquartered in Westminster, London that specializes in selling high-quality clothing, home products, and food products. In the first step, the internal and external aspects of the HR plan are discussed. The process is described to identify the various important skills needed to perform the task correctly. In the next course, a variety of motivational theories that are effective in conducting successful business are described. In this paper, Maslow’s Hierarchy of Needs theory and The Hawthorne Effect are briefly discussed. This is followed by explaining various ways to cooperate with employees. The final part describes the process of measuring and managing staff performance.
P1 Describe internal and external factors in human resource planning
A successful human resources strategy complements an organization’s goals and goals – so what works for the industry giant may not be suitable for young business people. The factors affecting HR operations are not static: To maximize recruitment and retention and to reduce employee problems, small business managers must constantly monitor internal and external environmental issues and adjust the HR strategy accordingly. To do this, it is important to know what the internal and external elements may contain (Anderton, 2015).
The mission is very purposeful and equitable for the existence of a firm. The statement of a company’s mission says – what it is, why it exists and the unique contribution it can make. At various levels, people must perform the tasks assigned to the overall mission of the firm. HRM functions are also influenced by the mission of the organization (Anderton, 2015).
Policies are the guide maps in the organization. Policies tell people what they may or may not do. These direct the manner in which the objectives of the organization are to be achieved. Objectives show the destination but the route towards that destination is shown by policies (Anderton, 2015).
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Culture is the sum of values, beliefs, and practices shared within an organizational organization. It depicts the personality of the organization. HR managers must positively adjust to the culture of the organization. Understanding the type of culture that prevails within a firm is important in order to formulate appropriate HR policies and strategies. HR managers have to choose the paths that best reflect the culture of the firm and the attitudes of the people (Anderton, 2015).
There is often conflict between organizational culture and employee’s attitudes (Anderton, 2015).
Basically, the two types of organizational structures are long and flat. Long or pyramid type organizational structures are suitable for labor-intensive companies. The authority here shows the classification of the top and the pyramid locations. Flat Organizations suggest decentralization of F flat organizational structure authority suited to technology-based companies. Most of the modern companies are technology-based and capitalized and enriched by highly educated employees. These companies have an organizational structure where the number of employees at the operating level is relatively low. The work of HR managers in modern companies is extremely challenging and important (Anderton, 2015)………..