Question :
M&S hired a human resource management consultant so they can explore possible restructuring that can be done in companys HR practice.
- Analyse human resource management approach of Marks and Spencer by considering relevant models.
- Evaluate recruitment and selection process of M&S in the context of human resource initiatives.
- What is human resource development approach of M&S and provide suggestions for its improvement.
- Evaluate different classical theories of motivation and recommend a hybrid theory by considering relevant characteristics of various theories.
- Explain characteristics and skills of an effective leader.
Answer :
INTRODUCTION
In the order to define the management of human capital and leadership, it is necessary to understood what is human capital and leadership. Human capital is an accumulation of traits, talents, skills, experience, training, intelligence and knowledge possessed individuals. Many theories implicitly relate finance in human capital development to education, and the main function of human capital is to develop economic situation, productivity growth, and creativity has rarely been cited as a consideration for authorities grant for education and job skills training. These origins are the whole capability of the masses that represents a kind of financial condition which can be oriented to fulfil the objectives of the state and nation. It is a congeries economical view of the human being acting within economies, which is an attempt to acquiring the social, natural, ethical and psychological difficulty as they act in declared and economic transactions. Leadership can be defined as an art to motivate the people to accomplish the task and gain success. Furthermore, this report explained different models and approaches of the management of human resources in the organisation of Marks and Spencer. Here is also described the recruitment and selection process of Marks and Spencer in relation to strategic human resource initiatives(Rubtcova and et.al., 2015. ).
TASK 1
Models and approaches to manage human resources in Marks and Spencer
There are different models to manage the human resources in Marks and Spencer organisation. Mainly the company consider these models such as :
HARVARD MODEL: It specifically belongs to six elementary factors such as position factors, human resource policy choice and outcomes, stakeholders involvement, long term consequences and response loop. This models assist in to create the shape of judgement devising process respect to the plan of actions and practices of human resources which is utilized by administration to execute the task and control the workers. According to this model, it considers stack holders such as strategic partner, shareholders, employees, public and vendors. This model outline the four type of human resource policies such as HR flows, reward systems, employee influence and work system. Recruitment, selection, promotion and assessment are the factors of human resource flows. Pay systems and motivation are the factors of reward systems(Bidwell and et.al., 2015). Responsibility, authority and power are included in employee influence and the last is alignment of employees are the factors of work system. This model considered the 4C's human resource policies such as cost effectiveness, congruence, commitment and competence. The framework of HARVARD for HRM can be understand by following diagrams :
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From the above diagram it can be concluded that there are different factors in different types such as reward system, work system, human resource flow and the employees are the components of HRM policies while individual and societal well beings are the factors of long term consequences. Business strategy, management philosophy, laws and tasks technology and labour market are the components of situational factors. Structural factuality concern human resource plan of actions which is an accumulation of two various prospects. First is value execution, short term outcomes and extended term outcomes. Second aspect is ratio, ability and service execution or adaptability. Policy area of the human resource is considered work systems, HR flow, reward and employee influence. Work system mention to plan of work with the cooperation of the people. HR flow evolve the recruitment, placement, appraisal, promotion, selection, assessment and termination. Rewards related to pay systems, motivation and incentives. Employees will be influenced by power, authority and responsibility(Baškarada and Watson, 2017).
MICHIGAN MODEL: it mostly considers that structure of organisation and system of HR should be organised and managed in proper way that is indistinguishable with structural strategy. Addition to this, it includes human resource cycle which usually consider four types of generic process. These generic processes are selection, appraisal, rewards and development. It depends on the sociological aspects. As per this model, all the function and activities are stable and developed through external agencies influenced by friends and family members. It is difficult and less humanistic edge. This model is also known as matching model. This model requires that schemes of human resources should be suitable to the whole business strategies. It also limits the functions and roles of HR. there are different strategic approaches in human resource management which are done in order to ease the effects of the crisis on the employees such as high turnover in labour force, image in public, misinformation, raising health benefits costs, leadership loss, cancelling recruitments and lack of morale(Bartz, Thompson and Rice,2017).
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