Table of Contents
1.1 Guest’s model of HRM at Harrods.
Application of Guest’s model of HRM on Harrods.
1.2 Differences between Storey’s definitions of HRM and Personnel practices at Harrods.
1.3 Implications for Line Managers and Employees of Developing a Strategic Approach to HRM at Harrods
2.1 Explain how a model of flexibility might be applied in Harrods.
2.2 Types of flexibility which may be developed by the Harrods.
2.3 Use of flexible working practices from both the employee and the employer perspective of Harrods
2.4 The impact of changes in the labor market on flexible working practices at Harrods.
3.1 Forms of Discrimination that can take place in the workplace of Harrods.
3.2 Practical implications of equal opportunities legislation practiced in Harrods.
3.3 Compare the approaches to managing equal opportunities and managing diversity.
4.1 Different methods of performance management adopted by Harrods.
4.2 Approaches to the practice of managing employee welfare in Harrods.
4.3 Implications of health and safety legislation on human resources practice.
4.4 Impact of e-learning on human resources practices at Harrods.
Managing Human Resource (MHR) refers to the management and taking care of human resources in organizations. The key functions of managing the human resource (MHR) department in an organization are recruiting and selecting, training and development, employee engagement and personal development, and performance management (Kehoe and Wright, 2013). This paper focuses on a number of factors related to managing human resources in a business. The first section of this paper focuses on different perspectives of human resource management. The second section emphasizes the significance of work-life balance issues and working flexibilities in workplaces. The third part of this paper outlines different kinds of discrimination along with their implication of legislation related to equal opportunities. The last part of this paper gives concentrations on the performance management and the health and well-being of employees at workplaces.
1.1 Guest’s model of HRM at Harrods
Guest’s model of HRM, which has been developed by professor David Guest, is recognized as the effective model of analyzing human resource management in organizations. The outcome of this model are grouped into four key goals:
Strategic integration: this model makes sure of the integration of HRM into strategic planning, where the policies are coherent and managers use HR practices at workplaces. According to Harrods Annual Report (2015), its strategies are effective to lead its employees and managers and to achieve business objectives and goals.
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Commitment: Employees are bound to the workplace and committed to providing better performance at the workplace. Harrods has defined roles and responsibilities for every single staff and manager. Thus, employees have met the business objectives according to company policies and the responsibilities given (Harrods Annual Report, 2015).
Flexibility: makes sure of adaptable organizational structure and multi-skilling functional flexibility. Harrods has developed a flexible business structure and diverse business cultures along with different other flexible opportunities. This flexibility motivates Harrods staff in the workplace and helps it to gain improve productivity and performance (Harrods, 2016).
Quality: makes sure of high quality and flexible workforces to ensure high-quality products and services. Harrods has about 12000 skilled and experienced staff, who are devoted and dedicated to the Harrods business. Thus, Harrods has been able to provide quality and integrity in its products and services (Harrods Annual Report, 2015).
The Guest’s model of HRM includes six particular elements, which are HRM strategies, HRM practices, HR outcomes; Behavioural outcomes, Performance Outcomes, Financial Outcomes. The Guest’s model of HRM is shown in the diagram below…………………………