Study of Human Resources effect on Company Performance and Motivation

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This study represents research on human resource aspects (HR) and the way it affects performance management and motivation of a company in the UK retail sector. The backdrop of the topic is outlined, discussing the literature surrounding it. The study has three aims, to critically understand HRO in light of strategic management conceptualizations, to analyze the efficiency and competence of adopt HRO in motivational and recital dimensions of employees, and to propose HRO strategies to optimize the cost gains, while encouraging employees for high performance

The internal and external environment in which the organisation is operating

Factors affecting employee productivity

Appraisal systems and organisational record keeping 

The market in UK retail is positioned to increase by volume of around 15% down the line of coming five years, with benchmark expectations of its value around £312bn (UK Retail Futures 2011: Sector Summary, Data monitor). On the other hand it also indicates a rather slow down in the organizational perspective, with the anticipation of operating costs and the value of credits set to rise high, majority of the retail companies are expected to suffer face the challenges of negotiating the shrinking margins, and the annual growth pace dwindling down. In the verge of such a scenario, the companies have to utilize all it s resources in an optimum manner, to ensure its presence in the market.

The retail market is surrounded with external environmental factors such as consumer debt, the peck up in the rates of the Interest, prices of the houses and the effect of employability issues, are conglomerating to affecting the consumer buying behavior, spending nature of customers all are adding up to the woes of the sector. This in turn is affecting the Retail sector frame in a much averse manner.

With the dwindling down sales of the retail companies, they are heading towards cost cutting mechanisms where there is a direct impact on the work force of the retail companies. Whatsoever the trends and industry conditions, many larger organizations perceive graduates as a long-term investment and are heading very far ahead in their recruitment plans.

Managerial activities and prospect plans are persistently pretentious by the internal and external environmental factors.

For success in the current trends, one need to think not only the internal environment of the company comprising of its resources and employees, but also ought to mull over the external factors. These factors cannot be clogged, however one can amend consequently as per the changes which is envisaged in economical, social or political pressures. 

Few of the major external factors which could influence the retailer as per the Primark, :

• Opponents or competitors

• The structural changes and the economies of scale

•Trends in the buying behavior

• Financial arrangement

• Policies and the procedurals of the Locations

• The impact of the environment

With the case of Primark, opponent actions sway the potential of employment in earning profits, as the necessary intend of the opponent is to get lead over the other which is obtained by either diversifying from the market, and services or by decision means to tender better options for the same worth of money.

There are three stages of opposition existing in the present world organizations which can be either having a head on competition when the relations are demanding for the analogous clients with the analogous products for illustration grocery or bakery items. Or when there is a challenge existing between goods that can be replaced with one another for example butter for margarine. Correspondingly when consumer's purchasing influence is the main pull for the producers it results in competition between organizations and the utilization of the internal resources effectively and ensuring a very sportive internal environment in the company, which can make or the hamper the companies vision in the challenging environment. 

Employment of human resources in retail might not differ greatly from human resources in new areas of business but as a immense efforts and your focus is on the employment and training to the new staff as certain issues like the retention of staff turns out to be crucial, and one must have a fine understanding of the types of skills, individuals qualities and experience that are required to work internally with the other job roles and responsibilities with in the company in pursuance to the multi skills requirement in the highly challenging retail sector.

Despite the fact that a intact diverse range of functions which you will be concerned with as an worker surrounded by retail human resources. Certain factors which were learnt from the Primark analysis, which are internally affecting the environment are as...

Recruitment

One of the majority significant aspects of a manpower resources role is to make sure that you employ the correct resources for a meticulous task as a result, you will be implicated in creating employment descriptions, preparing job advertisements, interpretation through CVs, devise application forms and then suitable shortlists, interviewing and selecting new member of staff. In doing all of the above, you'll also require to act as a go-between with diverse departmental managers to ensure that your employment process reflects the types of people which are needed to fill a particular role.

Dealing with grievance and corrective Matters

Another imperative role in the retail HR function of Primark is in handling the staff grievances and any corrective matters. This might too incorporate issues like managing the non attendance by the employees, appraisal of performance management and the smooth working conditions with in the company.

Liasing with External Organizations

The policies of the state and place of work rights are persistently being updated and improved in Primark, as it's vital to continually keep abreast of these changes as the retail working environment is very challenging and also because of the stiff competition which persist. Therefore, you'll frequently require liaising with outside organizations that contract with issues of resource management, race relations and other organizations connected to discriminatory practices as well as all the relevant protocol bodies.

Staff Planning

Human resources staff in the company has a momentous role to play when it comes to setting up workforce resources but not any more so than in retail anywhere 24 hour shopping, Sunday working and recurring trends such as better demand for goods at Christmas might put much pressure on staffing levels. So, they need to work closely with floor managers on both instant and long-term issues involving to staffing numbers and skill levels.

Staff Training and Development

This will engage issues such as training for the inductions of new staff and also the regular employees, as the training and career growth of existing employees. This is an area which is in use on still greater implication in the recent years with factors like job satisfaction and the opportunities for career growth time and again scoring many high figures, than the compensation in terms of how people are looking for from a profession. Staff Retention of staff is a costly factor, and so we will be involved in devising and implementing strategies to make sure that staff confidence is optimistic and to support best people to settle with the company.

Payroll and Administration

In the company, the team is also being implicated in administering the contractual or monthly payroll actions even if that just involves as long as economics section of employee attendance and eventually records over a particular period.

Individual qualities which are highly sought once in this domain comprise possessing exceptional communication skills as you'll be liasing with public from numerous departments. And, as more than a few aspects of the position can handle on sensitive issues such as those concerning illness absence or disciplinary matters, it's significant that Primark are talented to exhibit a great deal of tact and mediation too as well as having a methodical knowledge of workplace law.

The retail sector has a extremely juvenile employees with a high earnings. This makes firms mainly weak to the belongings of the declining birthrates, which indicate smaller amount young people inward bound the labor force over the after that decade.

It also consequences in elevated expenditure on orientation, health and safety training.

The segment by now faces serious labor and skill evils, and these are probable to increase. This suggests a need to appraisal who is recruit and retained, and whether improved use be able to be complete of older workers.

By contrast to other firm, retailer is a smaller amount conscious of the age legislation. This foliage them at better risk of legal challenge, and make consciousness raise a meticulous main alarm for direction and sector bodies. They are also less possible than other employers to have protective systems in place (like equal opportunities policies, formal appraisal and assessment for promotion, "age blind" staffing systems and training) to make sure that unfair favoritism is not taking place.

With the dwindling down sales of the retail companies, they are heading towards cost cutting mechanisms where there is a direct impact on the work force of the retail companies. Whatsoever the trends and industry conditions, many larger organizations perceive graduates as a long-term investment and are heading very far ahead in their recruitment plans.

The characteristic of the age management concern in front of a sector depends on factor like the usually size of firms, the times and proficiency profile of the workforce, and expectations potential of growth or retrenchment. This section outlines this context for the retail sector as factor influencing both the internal and external environment, productivity levels of the employees and to also to ensure better appraisal mechanisms in place.

The retail sector is exceptionally huge, employing a modest larger than 3 million people (10% of the national workforce) in 202,000 firms. It covers all retail trade, together with common and dedicated stores, the retail motor trade, food and beverages, pharmaceutical goods, cast-off sales, "sale not in supplies" (markets, mail order, and online) and mend of individual and home goods. Employment is intense in two work-related groups: Sales and Customer Services and Managers, with exceptionally a small number of staff in additional groups, and very small self-employment. The sector is hold by one Sector Skills Council: Skill smart Retail.

There are cases where Primark has invoked changes in the organization, first and foremost changes in arrangement or in the policy of the company. Usually, the performance evaluation systems tolerate for the willpower on whether or not the recognized goals of these amendments are achieved. In the similar approach, it also presents a meticulous guidepost or orientation pertaining to the presentation of the human resources and the organization intact proceeding and also to post the changes which are made obligatory. These data are precious works to the overall assessment of the fit amid the changes made in the organization and how they are received by the organization itself.  

The sector's yield has been growing quickly but this is anticipated to slow, and in general firm numbers are lessening slowly. However, service is likely to grow quicker than any other kind of sectors, toting up 1.4 million new workers by 2014 to its already large base.

The mix of big and little firms matches that of the wealth as a whole, ranging from very small micro businesses, to large transnational corporations. In universal, management in the segment is comparatively informal, with low levels of preparation. Despite the towering profile of a few extremely outsized firms, fewer than half of all firms in the division have proper business plans and one third have no business plan, training plan or human resource budgets.

Retail workers are at the spiky end when it comes to pessimistic questions from regulars about sourcing policies, says Geoff Lancaster, spokesman for the cut-price clothing chain Primark. "We felt it was very important that they were armed with as much information as possible so they could respond," he explains.

Last year Primark, a ancillary of the charitable foundation connected British Foods, was one of a handful of trend retailers wedged in a blizzard of controversy about the supposed exploitation of impecunious Bangladeshi textile workers.

"Our employees were not merely challenged at the turn over about our ethical practices, they also came up against the inevitable dinner party questions about the supposed links between price-led UK fashion and the underpayment of Third World labor," he continues. "Given our charitable status, this was a nasty shock."

None of Primark's employees give up over the issue, but the shock of the negative roll out on its recruitment structure was trickier to gauge. The Company afterwards determined to engage all 25,000 staff, including directors, from time to time a complete training programme to make clear how it monitor standards among vendors, benchmarked itself aligned with best practice and to give details its approach to ethical sourcing.

Primark's staff can at the present check with posters at points of sale and in staff cafeteria briefing its employment policies. This enables them to be affirmative ambassadors for the company and experience more postiveness while dealing with complicated questions from customers, says Lancaster.

Primark's quandary is also echoed by other HR professionals.

In general with thousands of employees in sectors such as tobacco, alcohol, fast food, nuclear energy, electronic games, mobile phones and confectionery, Primark staff have by now faced extreme resentment over the so-called 'sins' of their management, and have been tacitly lay blame on of propping up a fairly bankrupt organization.

Despite the fact that they are accused of cheering alcohol dependency, whirling children as couch potatoes or raising the risk of heart disease, it is frequently the employees - who usually have less contact to relevant information than directors - who tolerate the impact of any disparagement about ethical practices.

In the purview, of all the above mentioned factors, it is very evident that the productivity of the employees in retail sector and categorically in Primark is at a challenging scenario. Unless the apt attention is laid towards developing a framework where the companies take immediate attention towards the development will result the scenario in a absurd way especially related to the productivity and also the engagement of the employees in the job roles and responsibilities in an apt way.

Employment of human resources in retail might not diverge deeply from person wherewithal in new areas of business but as a immense efforts and your focus is on the employment and training to the new staff as certain issues like the retention of staff turns out to be crucial, and one must have a fine understanding of the types of skills, individuals qualities and experience that are required to work internally with the other job roles and responsibilities with in the company in pursuance to the multi skills requirement in the highly challenging retail sector

Organizational studies have relentlessly wretched the significance of performance appraisal in any organization. In quintessence performance appraisal is portrayed as the determine, assessment, and likely influence on the employee of the organization. Principally, it is paying attention on the behaviors of the workers as healthy as the concurrent outcome of these appraisals. Initially, the concept of performance appraisal is paying attention merely on the real outcomes of the process. Explicit areas such as the wage diminution or raise would put in to the change desired by the organization. Modern organization these days outfit an appraisal system that is fair and contained by the precincts of due process.

Primark's staff can at the present check with posters at points of sale and in staff cafeteria briefing its employment policies. This enables them to be affirmative ambassadors for the company and experience more postiveness while dealing with complicated questions from customers, says Lancaster.

In general with thousands of employees in sectors such as tobacco, alcohol, fast food, nuclear energy, electronic games, mobile phones and confectionery, Primark staff have by now faced extreme resentment over the so-called 'sins' of their management, and have been tacitly lay blame on of propping up a fairly bankrupt organization.

Primark asserts and are familiar with their human resource as their principal assets. They are persons that the definite efficiency of the operation is given dominance. In any case, performance appraisal determines how such rudiments can get better. In implement an absolute system of appraisal, the corporation could control its own improvement and growth.

When allegations that Primark's suppliers "exploit" workers in countries like Bangladesh have undermined the retailer's reputation. But Bason said the company was "extremely serious" about tackling unethical practices. "We are all sourcing from the same suppliers. 98% of the products Primark sources are exactly from the same suppliers as others (...) we are carrying more audits in Asia and the Near East to make sure we operate with suppliers that meet the standards we expect."

Primark make use of of performance appraisal systems is to fill in the gaps in the real performance of the employees.   On the other hand, to achieve this result; Primark had to actually spot these gaps in the operations. Essentially, the standard for such recognition includes the principles set by the management of Primark, as seen in its mission statement, vision and objectives. As a result, such identified gaps shall be well-versed to the employees to serve as a momentum for growth. In the following discussions, the different underlying principle of implementing an assessment system shall be provided.  

There are cases where Primark has invoked changes in the organisation, first and foremost changes in arrangement or in the policy of the company. Usually, the performance evaluation systems tolerate for the willpower on whether or not the recognized goals of these amendments are achieved. In the similar approach, it also presents a meticulous guidepost or orientation pertaining to the presentation of the human resources and the organization intact proceeding and also to post the changes which are made obligatory. These data are precious works to the overall assessment of the fit amid the changes made in the organization and how they are received by the organization itself.  

The above mentioned artifacts elude the importance of the appraisal systems and the book keeping importance pertaining to the human resources management, in such a challenging environment, where the key for the success relies on the effective utilization of the skill set of the human resources.

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