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Managing Human Resources in Marks & Spencer.

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REPORT TITLE: MANAGING HUMAN RESOURSES IN MARKS & SPENCERS Terms of Reference 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. 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. 1.0 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. ...read more.


Internal promotion In Marks & Spencer there will be opportunities for internal promotion. Internal promotion gives an employee something to aim for in the organisation, rather than looking elsewhere. When one person is promoted, it is often necessary to replace him or her. Attracting potential employees External changes in the environment can play a big part in the recruitment process for Marks and Spencer. The recruitment and maintenance of a flexible workforce is vital for Marks and Spencer if it wants to stay competitive. In recent years, the general composition of the workforce has altered to create a demand for more flexible working practices, such as flexitime, multi-skilling (that is employees trained in a variety of tasks) and job sharing. (As discussed earlier). A flexible workforce can be organised with core workers and periphery workers. p The diagram above shows that a business can be split up into 3 sections of a circle. The outer rim of the circle represents the "external employees". These workers are not employees of Marks and Spencer but are, for example, agency temps, workers in contracted-out services and the self-employed. The inner rim represents the "periphery workers". These are the employees that are short-term temporary and part-time, who receive less favourable pay, conditions and benefits. The centre circle represents the "core workers". Core employees are ones who are multi-skilled (i.e. educated and trained to do a variety of job tasks), who work full time and who receive good pay, conditions and benefits. Getting the recruitment process right The recruitment process can be very costly. It takes a great deal of time to set up an effective recruitment process. This involves deciding on what the jobs that are to be recruited for will entail, advertising, sifting through applications, checking which applications best meet the criteria set down for the post, interviewing candidates and, finally, selecting the best candidate for the post. ...read more.


In this case, the business should ensure that the employees are all adequately trained for their specific tasks, and investigate any other reasons for the poor quality of the output. It is vital that the reasons for this are discovered quickly, since the effect on customer loyalty and reputation could be disastrous if the business supplies poor quality output to its customers. 7.2 Performance evaluations Performance evaluations, like other personnel management functions, must be job-related. One of the most job-related approaches toward performance evaluation is known as behaviourally anchored rating scales (BARS). BARS has a relatively low rate of rater error and that BARS is relatively effective in fostering communication between employees and supervisors about job performance's BARS are based on statements (behavioural anchors) about job behaviour and worker activity that is under the control of the employee being rated. These statements are attached to scales in order to rate performance as good, fair, or poor. The development of a BARS system relies on a panel (or panels) of incumbents, supervisors, clients, and others familiar with the job. For this exercise, using such a panel is not necessary or practical. 7.3 Exploration of human resources function The human resource function can employ the right potential staff. Human resources managers can contribute and have an effective to how the business performs, and competitiveness of the business. For example if staff have been working over a year in Marks and Spencer, they may feel they need a pay increase. The human resources management can help by contracting the finance department about staff cost. If staff are paid well they perform better because they ah higher moral and they feel a belonging need to Marks and Spencer. If staff perform well the business perform well and it becomes competitive. The human resources management can help also by development of staff. The reason why it's important for the human resources management, because they manage how well staff can perform. AVCE BUSINESS HUMANRESOURCES UNIT 4 Page 1 Andrew Braganca Page 1 ...read more.

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