Individual Assignment on Human Resource Management (GC01870)

Executive Summary

The report aims to discuss the various contexts of HRM in the business and from the perspectives of Sainsbury’s. Firstly, this paper discusses the values created by the HR strategies establishment of Sainsbury for the segmentation in the Indian market. The company needs to modify its personnel to maintain all assets and resources to attain its goals. The business goals refer to the business success achievement. The business goals comprise revenues management and making profits for the business. Then, this paper explains the impacts of the regional and national cultures on business, especially Sainsbury’s business.

Thirdly, the report establishes the employment model and organizational cultures and levers to the marketplace. It summarizes the differences between HRM and Personnel management as a standard and their application to Sainsbury’s business. Then, this report discusses the importance of the local cultures on hiring and firing plans for hiring people for their business at Sainsbury’s workplace. Thirdly, the report discusses the laws relating to the employment regulations at Sainsbury’s and business operations in the Indian market. Finally, the report puts some recommendations about the HRM practices in India for high-performance organization culture.

Table of Contents

Executive Summary.

1.0        Introduction.

2.0        How Sainsbury’s creates value using HR strategies and strategic HRM in its Indian market

3.0        Impact of regional and national culture on Sainsbury’s HRM practices in India.

4.0 Employment model and organizational levers used by Sainsbury’s to create value in its Indian market

5.0 Differences between HRM and Personnel Management as a benchmark and their usage by Sainsbury’s in India.

6.0        Importance of local culture on hiring and firing process of Sainsbury’s in India.

7.0        Differences in terms of employment laws in India when Sainsbury’s international HRM changes local business systems.

8.0 Recommendation for Sainsbury’s regarding its HRM practices in India to ensure high organizational performance.

8.0        Conclusion.

References.

1.0   Introduction

Regional and national cultures have definite impacts on the process operation and management of the business. Sainsbury is the leading business in the UK to serve their customers with groceries and retail services. The authority within its workplace adopts several employment models and organizational levers to create brand value and products value in its India marketplace. There are specific differences between HRM and personnel management in the workplace. The business applies the different types of HRM tools and strategies to operate their regular basis business functionality. The rudimentary objective/ purpose of SHRM is achieving competitive compensations through operative employment of the employees’ competencies. As the standing of the SHRM process, it is producing the reimbursements for the organization. Most of these studies by marketers highlight the strong inspiration of political, socio-cultural, and economic issues on HRM policies and performs in Indian firms.

2.0   How Sainsbury’s creates value using HR strategies and strategic HRM in its Indian market

As Sainsbury’s has a wide range of products from Indian cultures and regions, the Business in India market can be a better source of revenue management by developing its market and adopting proper HRM strategies to creates value for the business. Sainsbury’s international sells Korma & mild curries, Madras & hot curries, Tikka masala & medium curries, Thai pastes & curry sauce, Indian curry pastes, Naan, poppadoms & chutneys and so on. The company uses several technologies and business models especially HR strategies like SHRM practices and applications as the Society for Human Resource Management (SHRM) being the world’s largest HR association can promote HR management in the Sainsbury’s workplace (Holbeche and Matthews, 2020).

The SHRM continues several training and unique approaches worldwide having 300000 members to supply workers skilled to the companies. creating better workplaces. SHRM invented Strategic HR Management in the business. Sainsbury’s business in the Indian market adopts the SHRM model to ensure their company value by enabling strong human resources and manpower to promote their business and develop the business goals in the marketplace (James and David, 2018). The key objectives of the Strategic Humana Resources Management by the Sainsbury’s authority to attain the products value, brand value, profits value, social values, employees’ value, workplace value, workplace cultures, customer diversity management, workplace diversity management, workforce’s diversity and brand awareness in the marketplace.

The business Sainsbury’s by retaining its strategy holds its position in the marketplace by creating brand value and product grade, values and tastes. The business manages their HR to recollect their policy to serve the customers with the best services and support the skilled workforces in the business promotion and sustainability. The maintenance of the HR needs to be correctly be promoted by the management and authority to ensure their skills development and retention. Sainsbury’s has the prestigious value to support their workers with high security, safety and remuneration process. Development of the personnel includes various training to develop their personality, capability and modification of their interpersonal ability. Motivated workers are the driving forces for business development. The authority ensures the worker’s proper bonus, gifts and dignity by their charismatic leaders (Sainsbury’s Annual Report, 2019).

3.0   Impact of regional and national culture on Sainsbury’s HRM practices in India

The company has reputed HRM practices in their workplace culture to serve the diverse cultural customers from regional and national variety. According to James and David (2018), the basis of impacts by the regional and national culture in the HR management includes counting the organizational hierarchy, communication, etiquette. From the regional view of the supreme hierarchical management can affect the other regional workers, subordinates. The workers face communication effects, and etiquette differs from culture to culture and nation to nation. Sainsbury’s supreme hierarchic management from the UK national and culture can help the people from the countries were previously used to familiar with the leadership from England………………………………………….

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