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Managing Human Resources

I will be producing a report on how Mark and Spencer manages human resources, the report I will carry out will be a full detailed reports looking at the process of the human resources is carried out by Marks and Spencer. Procedure 1 I will carry out my research by using the Internet for information on Marks and Spencer 2 I will also be using the Heinemann AVCE Business book. 3 I will visit the Marks and Spencer stores in my local area to find out how they operate in the human resources function. Introduction

This report has been written in order to show how successfully the company – ‘Marks and Spencer’ is in running its human resources department in order to meet its business objectives. The report has been divided into four parts to ensure a comprehensive coverage of Marks and Spencer has been researched and also to give the report a main structure of the human resources departments. Part 2 will be discussed in depth. Part 1 = Planning Part 2 = Recruitment & Selection Part 3 = Training & Development Part 4 = Performance Management

This unit provides an insight into how businesses recruit and manage their human resources.

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It shows that if businesses are to achieve their objectives, they must plan their human resource function so that they have the right number of employees with the appropriate qualifications and training to meet the needs of the business. Successful human resource management requires that a business takes account of changes in the labour market and employment legislation to keep its employees motivated, to monitor their performance and to help them continuously develop through additional training.

What are human resources? Summary – Human Resource Management is a much broader term than just simply ‘Personnel Management’ as it encompasses the development of workers within a team that contributes towards the business’s objectives. Accordingly, the Human Resources Management department incorporates the Personnel department functions and develops them. The role of HRM is to enable workers to contribute to their maximum efficiency towards the objectives of the business. In order to do that, a variety of functions are incorporated within the overall functions of Marks and Spencer Human Resources Manager.

In this part we will discuss: * Definitions * The objectives of Human Resource Management * Human Resource Management functions Definition ‘Human Resource Management concerns the human side of the management of enterprises and employees’ relations with the firms… ‘ Source: Graham & Bennett ‘Human Resource Management’ (7th edition) As workers become more empowered, it is argued, there is less need for the management of relationships. As each worker becomes more responsible for their own quality of output, then there is less left for the Personnel department to do.

This empowerment is not just the HRM showing his acquiescence to the needs of the workers as they struggle against the boredom of work. Rather it is the constant pressure to cut costs, improve quality and productivity. With a reduction in the need for supervision there are thus fewer needs for supervisors – and hence there will be a cut in wage costs. With the reduction in middle managers there has been a shift in power, a disempowerment from the Human Resources professionals to the line managers.

Policy related issues will go to directors, but the team leaders of autonomous work groups may take day-to-day decisions. The objectives of Human Resource Management 1. As with all departments, the overall role of the Human Resource Department is to contribute towards the company objectives. 2. ‘The bottom line in Human Resource Management is profitability and financial performance’ Source: Fernie & Metcalfe: London School of Economics 3. ‘To help a company achieve its business strategy by maximising the performance of its employees.

Better management-employee relations are not necessarily a sign of success. The assumed validity of the notion of management-employee relations is indicative of the continued prevalence of command-control management style. Individuals empower themselves when they recognise the self-interest in the job they are performing. Individuals do not take a job just to further the business goals of the company – they take a job to further their personal GOALS. Only when the two coincide can a company hope to maximise the commitment of its people and thus facilitate the attainment of its business objectives’

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