Human Resources Management in Marks and Spencer | Research

Human Resources Management in Marks and Spencer | Research Background Marks Spencer is one of the leading retailers of the UK. About 21 million people visit their stores every week. They operate around 895 stores around the globe. 600 of these stores are in UK while 295 of these stores are operated in countries outside UK. The first Marks Spencer store was opened in the year 1894 at 21 Cheetham Hill Road, Manchester. The company was formed by a partnership between Michael Marks and Thomas Spencer. Marks were a Litvak Jew from Poland and Spencer was a cashier from Yorkshire. Marks Spencer is the largest clothing retailer in United Kingdom. It is also an upmarket food retailer. It is the 43rd largest retailer in the world. Now Marks Spencer has diversified into homewares, furniture and technology. In the year 1998, Marks Spencer posted a pre-tax profit of GBP 1 billion. This was the first time that a British retailer was able to do so. Marks Spencer is listed on the London Stock exchange. Since the beginning of the 21st century, Marks Spencer has managed to have a turnaround. It posted substantial profits over the last five years. In the year 2008 the Time magazine ranked Marks Spencer as seventeenth in the list of top 100 graduate employers. Marks Spencer believes in the philosophy that the customer is always and completely right. Most stores of Marks Spencer also feature some sort of hospitality offering like M S cafà © and Espresso bars. Post the economic crisis, Marks Spencer has renewed its focus on cutting costs and improving efficiency. The company closed down many of its unprofitable stores , like the ones at Ripon and Balham, in early 2009 as part of cost-cutting measures. The human resources management plays a great role in achieving such cost efficiencies. After the financial crisis, the consumers in many developed markets of Marks Spencer have become prudent. Savings have increased and the extravagant, reckless consumption seems to be a thing of the past. In such a scenario, retailers aim at capturing a greater share of the customers consumption. The United Kingdom, which is the domestic and the most important market of Marks Spencer, was severely hit by the economic recession. The U.K. economy has still not come out of the throes of recession. The dissertation will look into the effectiveness of human resources management in Marks Spencer. How has the human resources management at Marks Spencer helped in the achievement of the objectives of the organization? How has human resources management contributed to the creation of value for the stakeholders of the organization? Has the human resources management at Marks Spencer achieved the objectives of the human resources function? Does the human resources management at Marks Spencer follow a strategic approach to human resources management? This dissertation will explore in depth the role of human resources management in Marks Spencer. In the intensely competitive and dynamic retail industry the importance of employees as human resources is increased significantly. The employees act as the interface of the company with the customers. If they fail to satisfy the customers then the organization will fail to exploit the lifetime value of the customers. The human resources management strategy at an organization like Marks Spencer is an interesting subject for academic research. This topic is very important from an empirical point of view. The human resources management function in organizations is changing. From a transactional function it is evolving into a strategic one. My personal reason for choosing this topic was that I wanted to understand the role that human resources management plays in a retail organization. The human resources management of such an organization will be effective only if it is able to achieve its objectives. The main objective of this research will be to determine the degree of effectiveness of the human resources management at Marks Spencer. The research will achieve this objective by investigating into the following questions: Q1) To what extent has the human resources management at Marks Spencer helped in enabling the company to perform well on all the parameters of its balanced scorecard? Q2) Does the human resources management at Marks Spencer strategic in its approach? Q3) Has Marks Spencer succeeded in transforming its human resources management into a source of competitive advantage? Q4) What are the strategies that the organization predominantly uses in its human resources management? Q5) How effective has been the human resources management at Marks Spencer in creating value for all the stakeholders of the organization? Through the above questions the dissertation will strive for achieving the objectives of the research. The human resources management at Marks Spencer will be deemed to be effective if it makes a significant positive contribution to the achievement of the objectives of the organization. This can only be done if the human resources management is able to contribute to stakeholder value creation process of Marks Spencer. The main stakeholders of Marks Spencer are: customers, employees, shareholders, suppliers, community and the state. Human resources management in the retail industry can become a source of much needed competitive advantage. The human resources management strategies also need to be tailored according to the marketing strategy of the organization. The choice of the human resources strategy is also influenced by the choice of the competitive strategy. Employees are the most important link in the chain of implementation of the competitive strategy of the organization. The human resources and the human resources management are therefore in every aspect of the organizational performance. Literature Review Human Resources Management is the management of the human resources of the organization. The earlier avatar of human resources management was personnel management. But the nomenclature was changed to human resources management when it was realized that the employees are one of the most important resources of any organization. Another definition of human resources management defines it as a set of processes that employ people, develop their capacities and manages them so that they are able to fulfill the requirements of the job and the organization. There is a link between human resources management and the organizational performance. This gives a strategic twist to the role that human resources management plays in organizations. It is not limited to transactional role. The objective of any transactional function is to be as efficient as possible i.e. they aim for lowest costs. On the other hand a strategic function also aims to be effective. Effectiveness means doing the right things. An effective human resources management is one that is able to contribute positively to the organizational performance. An effective human resources management influences the performance of the organization on all the parameters of its balanced scorecard [Becker, B. and Gerhart, B. (1996)]. The strategic human resources management plays an important role in boosting the productivity of the employees. This enhanced productivity of employees is translated into enhanced organizational productivity which results in greater shareholder wealth and more stakeholder value (Paauwe, 2009). Pfeffer (1994) says that there are seven best practices for achieving competitive advantage through people and building profits by putting people first. According to Pfeffer these seven practices are: Providing employee security. Selective Hiring. Training. Sharing of information. Self-managed teams. High pay based on the organizational performance. Reduction of status differentials. If the human resources management of the organization follows the above seven best practices, it will become a source of competitive advantage for the organization [ Pfeffer, 1994]. Pfeffer approach is the best practice approach to strategic management. Organizational performance will be improved if there is a close vertical fit between the human resources management practices and the strategy of the company. This is the best fit approach to human resources management. The lifecycle approaches to human resources management propound that HR practices, policies and processes can be mapped onto the stage of an organizations development or lifecycle (Kochan Barocci, 1985). Different human resources management strategies suit different stages of the organizational lifecycle. A growing organization needs a different human resources strategy from an organization that has matured (Storey, 2007). Different competitive strategies also require different human resources strategy. There should be a best fit between the competitive strategy and human resources strategy of the organization (Paauwe, 2009). The configurational theory argues for an approach that involves a close examination of the organizations strategy so as to determine the appropriate human resources strategy for the organization. (Delery Doty, 1996) The human resources strategy is drawn from the strategy of the organization. This forms the crux of strategic human resources management. The Resource Based View (RBV) considers human resources as the internal resources of the organization. The human resources can be used to create a sustainable competitive advantage for the organization that is difficult to imitate by the competitors. The human resources management plays the pivotal role in the management of the human resources of the organization. The objective of human resources management in every organization is to attract and retain the best employees so that the organization can be effective in achieving its objectives. Dave Ulrich (1996) defines human resources management in terms of its four dimensions. The four dimensions of human resources management, according to Ulrich are: change management, employee champion, administration and strategic business partner. It is in the role of strategic business partner that human resources makes the greatest contribution to the organizational effectiveness. The human resources management of an organization will be considered to be effective if it enables an organization to perform well on all the four parameters of the balanced scorecard. These parameters of the balanced scorecard are: The customer perspective. The employee perspective. The financial perspective. Internal processes perspective. The human resources management directly and indirectly influences all the above four parameters of an organizations performance. An organization cannot sustain in the long run if it fails to perform on all of the above parameters. An effective human resources management plays a proactive role rather than a reactive one. The human resources management strategy also varies with the sector of the organization. The human resources management strategy of an organization like Marks Spencer that operates in the retail sector may vary from the human resources management strategy of an organization like Boeing that operates in the aviation sector. The human resources strategy of the organization plays a critical role in the success or failure of any organization. Most successful corporations, like Google, have effectively used human resources management to create value. Before deciding on the human resources strategy of an organization, a detailed industry analysis should be done. This industry analysis can be done using models like Porters five forces model. Effective human resources management collaborates with the other functions like finance and marketing to enhance the overall performance of the organization. Human resources management should not operate in isolation. The successful implementation of the human resources strategy of the organization is dependent on many other factors like the size of the organization, the nature of the industry, nature of the industry and the organizational culture. The efficiency and effectiveness of human resources management is critical for the success of an organization like Marks Spencer that operates in a highly competitive environment. The retail sector is one where the differentiation between the different competitors is little or null. Employees play a very important role because they act as the point of interface of the company with the customers. They also implement the strategies of the organization. Research Methodology The main objective if this dissertation is to determine the effectiveness of human resources management at Marks Spencer. The research will investigate into the following questions: The degree of effectiveness of the human resources management at Marks Spencer. To what extent does human resources management at Marks Spencer influence the performance of the company on all the parameters (customer, employees, financial, internal processes) of its balanced scorecard. To what extent is the human resources management strategic in approach? What are the predominant human resources strategies at Marks Spencer? Is Human resources management contributing to the competitive advantage of Marks Spencer? The research methodology will use both primary research and secondary research. Primary research uses first hand primary sources of information. The primary research is original in nature. The main advantages of primary research are: Primary research is often more valid than secondary research since it is tailored for the purposes of the research. Primary research can throw up really new and potent insights. The main disadvantages of primary research are: It requires a lot of resources. It is very time-consuming. Primary research is often difficult to conduct as primary sources are difficult to find. Secondary research uses secondary sources of data and information. Secondary sources are those that already exist. Examples of secondary sources are internet, journals, government agencies publications etc. The main advantages of secondary research are: There are large numbers of sources of secondary research available on the internet and relevant publications. It is easier to conduct and does not require too many resources. The main disadvantages of secondary research are: Information collected from secondary sources may often be not relevant or valid for the objectives of the research. It lacks originality. This research will be predominantly qualitative in nature. The qualitative research will be supplemented by simple quantitative research using simple statistical models. Research Methods Primary research will involve interviewing the employees of the stores of Marks Spencer. These interviews will prove to be a source of great insight in understanding the employees perspective of Marks Spencer. The customers of the Marks Spencer stores will be interviewed to determine their level of satisfaction and dissatisfaction with the service of Marks Spencer. This will help in determining the impact of human resources management on customer satisfaction, customer loyalty etc. The secondary research will be intensive and extensive. It will analyze the financial statements of Marks Spencer and compare it with its rivals. The role that human resources management has played in the financial performance of Marks Spencer will be determined through this. The secondary research will also focus on all the aspects of the human resources management at Marks Spencer to determine its effectiveness. After the research is complete the data and information collected will be analyzed. Wherever quantitative analysis is required it will be done? Qualitative analysis will be as objective as possible. The findings of the research will be based on the above analysis. The findings will be followed by conclusions and reflections. The conclusions will determine the degree of effectiveness of the human resources management at Marks Spencer. The reflections will be the subjective opinion of the research scholar. It will recommend the ways in which the effectiveness of the human resources management can be enhanced so as to create more value for all the stakeholders of Marks Spencer. The research methodology will suffice in achieving the objectives of the research. The sample size for the purposes of the primary research will be 50. Secondary research will also include industry analysis of the retail industry. This will help in determining the position of Marks Spencer vis-à  -vis its competitors. The competitive strategy of Marks Spencer will be linked to the human resources strategy to determine whether the choice of the human resources strategy is influenced by the choice of the competitive strategy of the organization. The research will be a valid one. A valid research is that which measures what it intended to words. In other words, a research is valid if it is able to achieve all its objectives. The research methodology will ensure the validity of this research. A reliable research is one which gives consistent results when repeated. Reliability is a measure of the credibility of the findings of the research. Intensive research and objective analysis will ensure the validity of this research. Timescale There is sufficient slack in the time estimated for the completion of each activity. This will ensure that the dissertation is submitted in time and achieves its objectives even if some unforeseen contingencies crop up during its course. The time estimated for the various activities are as follows: Submission and approval of the research proposal: 1 week. Primary research: 2 weeks. Secondary research: 2 weeks. Analysis of the data and information collected: 2 weeks. Conclusions and Reflection: 1 week. Finishing and editing of the dissertations: 2 weeks. Suitability My academic requirements, qualifications and my aptitude make me suitable for this research. The topic of the proposal will be of great practical use for my future roles. I have all the capabilities and resources that are needed for the successful completion of this research. I have good knowledge of the subject of human resources management. This knowledge can be put to application during the course of this research. It will increase my understanding of the subject and bridge the gap between the theoretical and empirical. The primary research will present the challenge and the opportunity to do some fulfilling field work. The secondary research will throw up fresh perspectives, new ideas and new insights on the subject of human resources management. I have always felt that organizations and there human resources management strategies still do not give due importance to the employees as an invaluable source of competitive advantage for the organization. This research will enable me to see if an organization like Marks Spencer actually has human resources management strategies that are effective in harnessing this very valuable resource. Ethics Plagiarism is against the values of the research scholar. It will be totally shunned in this dissertation. The extracts from the works of other researchers and writers on the subject have been used only in the literature review section. Wherever they will be used they will be extensively referenced. The subjects used in the primary research will be informed about the objectives of their research. Their participation in the primary research will have no harmful affect on them. The whole research process will be ethical and transparent. References Becker, B. and Gerhart, B. (1996) ,The impact of human resource management on organisational performance, Academy of Management Journal 39 (4) 779-801 Delery, J. and Doty, H. (1996) ,Modes of theorizing in SHRM ,Academy of Management Journal, 39(4), 802-835 Kochan, T. and Barocci, T. (1985) ,Human Resource Management and Industrial Relations, LittleBrown Paauwe, J. (2009) ,HRM and Performance: Achievement, Methodological Issues and Prospects,Journal of Management Studies, 46 (1) Pfeffer, J. (1994), Competitive advantage through people, Harvard Business School Press Prahalad, C. and Hamel, G. (1990) The core competences of the organisation Harvard Business Review Storey, J. (2007) What is strategic HRM? Human Resource Management: A Critical Text, Thompson Ulrich, Dave (1996). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass.: Harvard Business School Press.

Learning Team Reflection Essay

With the advancement of technology and the rise in Internet usage amongst individual companies, businesses, and organizations, they are faced with new challenges in protecting their brand, trademark, and image from competitors (Clark, 2007). This has caused many businesses to take action in the protection of intellection property rights or IPR. For the week three assignment, the members of team A choose to discuss the case in which Premier Technologies wins intellectual property lawsuit. This paper would highlight details of the case. Doug Sayer, the owner of Premier Technologies, claimed that two of his former employees stole private information for trade secret infringement and future sabotage. The former men were members of top management at Premier Technologies. Orr and Schutte, the two men, downloaded the organizations insider information to external hard drivers, and shortly after that, left the organization to work for the competitor. According to Legal information Institute, â€Å"Trade Secret is defined as the information, including a formula, pattern, compilation, program, device, method, technique, or process that derives independent economic value or potential, from not being generally known to or readily ascertainable through appropriate means by other persons who might obtain economic value from its disclosure or use.† The issue is that Orr and Schutte had an intentional plan to use the operations of Premier Technologies against them to make the organization fall into the red and sale for a price less than what the business is worth. In Bannock County, Idaho’s Sixth Judicial District in December 2011 ruled in favor of Premier Technologies in the lawsuit Premier Technologies v. Chadd Orr, Jeff Schutte and Petersen, Inc. Doug Sayer, also Premier Technology’s president and chief operating officer, argued that Chadd Orr and Jeff Schutte was conspiring with Peterson. This made Orr and Schutte breach their fiduciary duties that they owed to Premier Technology while they were high level managers at Premier Technologies. The jury unanimously voted in favor of Premier Technologies and agreed that both Orr and Schutte violated the Idaho Trade Secret Act, and that they both had a fiduciary relationship with  Premier. The jury also ruled in favor of Premier, implicating Petersen Inc. had, in fact, conspired with Orr and Schutte in breaching of their fiduciary responsibility to Premier Technologies. The ruling awarded a little over two million dollars to Premier Technologies. A $905,250 judgment was set agains t Schutte, while a $603,500 judgment against Orr was set for breaching their fiduciary duties. Punitive damages were awarded as such $172,000 against Schutte and $120,000 against Orr. The analysis of the case appears to be quite simple in nature. The court’s decision ultimately stems from Orr and Schutte’s fiduciary responsibilities that they owed to Premier during their employment with the company. The copy of protected data was not in itself the infraction, but when that information was subsequently provided to a direct competitor, an illegal activity had taken place and the two men were liable for their actions. The state laws of Idaho clearly protected Premier, and any business entity, from this form of intellectual property theft. It also awards that company money to satisfy the damages that were caused by these actions, and because of the intentional nature of the act, punitive damages were made possible as well. As there are often no formal means to protect the trade secrets that a company might have in their processes, litigation is sometimes the best option and, in this case, it certainly provided Premier with the chance to recoup their losses. As a future employee hiring procedure, it might be pertinent for Sayer to include an employee clause that gives up their right to work for a direct competitor in the future, as some highly competitive organizations do (Idaho State Journal). Through many trials and errors, laws have come to pass to protect each business from employees who wish to harm them. Orr and Schutte not only jeopardized Premier Technology’s operation, but they also jeopardized their integrity. Once they decided to work with a competitor, they stole valuable information from the Plaintiff in order to make the business fail. Their actions turned into a lawsuit that determined they breached their contract with Premier Technologies. Due to this infringement, both parties and competitor were liable for all damages incurred to Premier Technologies. For Premier Technologies to prevent this from happening again, they should  determine if a clause is needed to prevent employees from working with the competitor. Reference Clark, D. (2007). EBusiness and Intellectual Property. IBB Solicitors. Retrieved from http://www.ibblaw.co.uk/downloads/brochures/2010-05-27-15-05-41-ebusiness_and_intellectual_property.pdf Legal Information Institute, August 2010, Trade Secret. Cornell University law school.http://www.law.cornell.edu/wex/trade_secret

Philosophy Study Questions

PHI 101C HW6 10/18/2012 Qiansongzi Chen 1. How might the constructive nature of your perceptions play a role in what you experience while you’re walking at night through a graveyard said to be visited by spirits of the dead? Constructive perception is in part something that our minds manufacture. Thus what we perceive is determined, not only by what our eyes and ears and other senses detect, but also by what we know, what we expect, what we believe, and what our physiological state is.Just because something seems or feels real doesn’t mean that it is real. 2. What are some of the factors that could influence the accuracy of your memory of an event that happened three years ago? Our memories are also constructive and easily influenced by all sorts of factors: stress, expectation, belief, and the introduction of new information. Added to all this is the selectivity of memory. We selectively remember certain things and ignore others, setting up a recall bias. No wonder the recall of eyewitness is often unreliable. 3.Let’s say that an incredible coincidence occurs in your life, and your friend argues that the odds against the occurrences are so astronomical that the only explanation must be a paranormal one. What is wrong with this argument? Just because something seems not so realistic, doesn’t mean it can only be explained by paranormal reasons. It’s an example of the appeal to ignorance. Just because you can’t show that the supernatural or paranormal explanation is false doesn’t mean that it is true. Unfortunately, although this reasoning is logically fallacious, it is psychologically compelling. 4.How is it possible for the prophecies of Nostradamus to appear to be highly accurate and yet not be? Prophecies of Nostradamus can be highly accurate when they predict very general and broad things, when they predict a specific thing, it usually fails to be accurate. Also, people tent to only notice the things prophecie s predict and turn out to be true, and ignore the things turn out to be false. 5. What is the principle that explains how much trust we should put in personal experience as reliable evidence? It’s reasonable to accept personal experience as reliable evidence only if there’s no reason to doubt its reliability.Personal experience alone generally cannot establish the effectiveness of a treatment beyond a reasonable doubt. 6. What is confirmation bias? How does it affect our thinking? Not only do we have a tendency to ignore and misinterpret evidence that conflicts with our own views; we also have tendency to look for and recognize only evidence that confirms them. We tend to look for confirming rather than disconfirming evidence, even though the latter can often be far more revealing. 7. What is the availability error? How does it affect our thinking?The availability error occurs when people base their judgments on evidence that’s vivid or memorable instead of reli able or trustworthy. 8. How do confirmation bias and the availability error lead to superstitious beliefs? The availability error not only leads us to ignore the relevant evidence, it also leads us to ignore relevant hypotheses. For any set of data, it is, in principle, possible to construct any number of different hypotheses to account for the data. In practice, however, it is often difficult to come up with many different hypotheses.As a result, we often end up choosing among only those hypotheses that come to mind, that are available. In the case of unusual phenomena, the only explanations that come to mind are often supernatural or paranormal ones. Many people take the inability to come up with a natural or normal explanation for something as proof that it is supernatural or paranormal. â€Å"How else can you explain it? † they often ask. 9. What is the argument from unnecessary restrictions? How can it be used to undercut supernatural or paranormal claims?Unnecessary res triction also called unwarranted design, because the phenomena observed are more limited or restricted than one would expect if the hypothesis were true. To be acceptable, a hypothesis must fit the data: this means not only that the hypothesis must explain tha data, but also that the data explained must be consistent with what the hypothesis predicts. If the hypothesis makes predictions that are not borne out by the data, there is reason to doubt the hypothesis. 10. What is the representativeness heuristic? How does it affect our thinking?We sometimes led astray by the representative heuristic, the rule of thumb that like goes with like. And we are generally poor judges of probabilities and randomness, which leads us to erroneously believe that an event could not possibly be a mere coincidence. 11. Why can’t personal experience alone establish the effectiveness of a treatment? Case studies alone generally cannot establish the effectiveness of a treatment beyond a reasonable d oubt. The reality is that personal experience alone generally cannot establish the effectiveness of a treatment beyond a reasonable doubt, but controlled scientific studies. 2. What is the placebo effect? A peculiar fact about people is that sometimes even if they are given a treatment that’s inactive or bogus, they’ll respond with an improvement in the way they feel. This response , called the placebo effect, is not all in the mind, it can involve both psychological and physiological changes. What exactly is behind this effect isn’t clear, but many experts say it depends on suggestibility, operant conditioning (previous experience with healing act), expectation, and other factors.

Career Essay - Career Exploration - 1353 Words

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