UK COLLEGE OF BUSINESS AND COMPUTING

Module Booklet Course: EDEXCEL BTEC HND BUSINESS

Group: Ed excel HND BUSINESS ( )

Module: Unit 22 – Managing Human Resources

Module type: Optional

Module Code: F/601/1268

Module Credit: 15

Teaching Period: (15+6 weeks)

Level: 4

Contact Hours: (15*3+6*3 = 63)

Lecturers: 15 weeks

Revision Clinic: 3 week

Feedback and assignment guidance: 3 weeks

Lecturer: K. A Mayah

Start date: 28/05/2014

Day: Mondays

Time: 10.00-13.00, 14.00- 17.00

Batch:

Room: 1101 &1301

Term: May 2014- Sept 2014

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CONTENTS1. INTRODUCTION, AIMS AND OBJECTIVES

2. MODULE OUTLINE AND TEACHING METHODS

3. READING AND COURSE PREPRATION

4. LECTURE WITH DETAILED COURSE PROGRAMME AND OBJECTIVES

5. ASSESSMENT DETAILS

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INTRODUCTIONThis unit sets the scene by looking at the different theoretical perspectives of human resource management and exploring the differences in these approaches. A variety of changes in the labour market, and the increasing demand from employees for a more manageable work-life balance, has seen the development of much more flexible working practices. This has been the case in all sectors of the economy and in all organisations irrespective of their size or the nature of their business. Some workers have a statutory right to flexible hours and all workers can ask their employer to accommodate their needs in terms of a more flexible pattern of working. This unit examines a variety of flexible working models and looks at practical methods that have evolved in many organisations to meet the needs of employers and employees. Some elements of the unit require an awareness of the legislative framework which determines the nature and scope of human resources policies and practices. However, the unit does not require detailed knowledge of health and safety or equal opportunities legislation. It examines the practical impact of this legislation on human resources policies and practices. New approaches are explored, including the implications for human resources management of the shift from equal opportunities to managing diversity in the workplace. The unit explores the different methods of performance management. It examines issues that may affect performance at work, such as ill health and absenteeism and will develop learner understanding of counselling and human resources practices that support employee welfare in the workplace.

Aim: The aim of this unit is to develop an understanding of the theory and practice of human resource management focussing on current human resources practice and the impact of topical issues and legislation. This unit sets the scene by looking at the different theoretical perspective of human resource management and exploring the differences in these approaches. A variety of changes in the labour market, and the increasing demand from employees for a more manageable work-life balance, has seen the development of much more flexible working practices. This has been the case in all sectors of the economy and in all organizations irrespective of their size or the nature of their business. Some workers have a statutory right to flexible hours and all workers can ask their employer to accommodate their needs in terms of a more flexible pattern of working. This unit examines a variety of flexible working models and looks at practical methods that have evolved in many organizations to meet the needs of employers and employees.

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Key Objectives:1. Understand the different perspectives of human resource

management2. Understand ways of developing flexibility within the workplace3. Understand the impact of equal opportunities in the workplace4. Understand approaches to human resources practices in

organisations.5. Answer the question, “What is human resource management?”6. Discuss the components of the changing environment of human

resource management. 7. Describe the nature of strategic planning.8. Give examples of human resource management’s role as a

strategic partner

Learning Outcomes and assessment criteria:

LO1 Understand the different perspectives of human resource management1.1 explain Guest’s model of HRM1.2 compares the differences between Storey’s definitions of HRM, personnel and IR practices1.3 assess the implications for line managers and employees of developing a strategic approach to HRM

LO2 Understand ways of developing flexibility within the workplace2.1 explain how a model of flexibility might be applied in practice2.2 discuss the types of flexibility which may be developed by an organisation2.3 assess the use of flexible working practices from both the employee and the employer perspective2.4 discuss the impact that changes in the labour market have had on flexible working practices

LO3 Understand the impact of equal opportunities within the workplace3.1 explain the forms of discrimination that can take place in the workplace3.2 discuss the practical implications of equal opportunities legislation for an organisation3.3 compare the approaches to managing equal opportunities and managing diversity

LO4 Understand approaches to human resources practices in organisations4.1 compare different methods of performance management4.2 assess the approaches to the practice of managing employee welfare in a selected organisation4.3 discuss the implications of health and safety legislation on human resources practices4.4 evaluate the impact of one topical issue on human resources practices.

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Knowledge and Understanding:

What will 21st century corporations challenges be What people related problems are likely to arise as a result of

changes in the forms of organizations and how we can avoid these problems

Is there evidence that high performance work policies are associated with improved financial performance

What can I do to reverse the perception among many managers that the growing diversity of the workplace is a problem

How can workforce planning be integrated most effectively with general business planning

Why should firms expect to expand their training outlays and their menu of choices for employees at all levels

How can we best fit our approach to performance management with the strategic direction of our department and business

Indicative content:

The different perspectives of human resource management Flexible working models Types of flexibility Labour market Discrimination in employment Equal opportunities in employment Performance management Counselling and employee welfare Health and safety

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Programme SpecificationAccrediting Body: EDEXCEL Course: BTEC HND IN BUSINESS Unit: 22 MANAGING HMAN RESOURCE

Wk Lecture Schedule Outcome of session Activity/seminar and formative assessment

Resources

1 Introduction to Human Resource Management Introduction to the module, mode of assessment, awareness of the awarding body, assessment criteria and the mode of assessment

Role play and individual induction, helping to know each other.

Module handbook.

2 Models of Human resource management, different perspectives of Human resource Management. Special reference to soft, hard, loose, tight. Guest model, storeys model. Difference between HRM and IR and personnel practices, strategic approaches to HRM.

By the end of the session you will be able to:Identify the historical developments and their impact on HRMOutline the development and functions of HRMUnderstand the differences between HRM and Personnel managementEvaluate ‘hard’ and ‘soft’ approaches to HRMUnderstand how diversity is an issue HR practiceConsider the HRM as an international issue

Case study and addressing the learning outcome 1.1 ,1.2 and 1.3

Power point slides from: The Role of Human Resource Management in the Organisation ;Wendy BloisiManaging Human resource; Gray Dessler

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3 Case study and role play for the above topic. Working with the assignment

Computer lab, and reflective work

Module hand book and assignment for the purpose

4 Understanding ways of developing flexibility within the workplace. Models, Flexibility, working methods, Labour market and the need for flexibility.

Human resources provide a source for competitive advantageHRM is a critical influence on the performance of firmsA strategic approach is a characteristic of HRMPersonnel management is seen as operationalResourcing strategy should be proactive, facilitating the future direction of the business and providing choices for managers Need to understand the environment in which an organization operatesThe labour market is key to resourcing the pool of available talent in which employers compete to recruit and retain staff

Reflective question at the need of the class and a case study for discussion

Power point slides: Torrington Halland Taylor; Gray Dessler

5 Case study and discussion of the assignment and tasks assigned

Working with theAssignment meeting the LO2.1,2.2,2.3,2.4

Practical discussion and feedback

Computer lab

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6 Understanding the impact of equal opportunities within the work place.

Explain the importance of and list the basic features of Civil Rights Act and at least five other equal employment laws.Explain how to avoid and deal with accusations of sexual harassment at work.Define adverse impact and explain how it is proved.

Case study and address the LO. PowerPoint slides:

Gray Dessler;Gomezmejia MHR;

7 Discrimination in employment, the legislative frame work.

Explain and illustrate two defenses you can use in the event of discriminatory practice allegations.Cite specific discriminatory personnel management practices in recruitment, selection, promotion, transfer, layoffs, and benefits.Discuss why diversity management is important and how to institutionalize a diversity management program.

Case study and address the LO

PowerPoint slides: Gray Dessler Gomezmejia MHR;

8 Equal opportunities in employment, do Case study and role play

Gomezmejia MHR;

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9 Code of Practice, training within the law and equal opportunities to managing diversity.

do Group discussion Gomezmejia MHR;

10 Understanding approaches to human resources practices in organization, performance management, and counselling and employee welfare.

Explain the purpose of performance appraisal.Answer the question, Who should do the appraising?Discuss the pros and cons of at least eight performance appraisal methods.Explain how to conduct an appraisal feedback interview.

Case study and LO.

Power point slides: Gray Dessler Gomezmejia MHR;

11 REVISION TOWARDS TASK 1, 212 Health and safety legislation Explain the supervisor’s

role in safety.Explain the basic facts about safety law Answer the question, “What causes accidents?”List and explain five ways to prevent accidents.Minimize unsafe acts by employees.List five workplace health hazards and how to deal with them.Discuss the prerequisites for a security plan and how to

Case study and LO

Power point slides: Gray Dessler Gomezmejia MHR;

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set up a basic security program.

13e-recruitment, e- learning, flexible benefits, work-life balance, employee voice,

New strategise adopted. Discussion and reflective feedback

Power point slides

14 REVSION TOWARDS TASK 315 REVSION TOWARDS TASK 4 AND SUBMISSION

Core Text: Gray Dessler - Managing Human Resource (FT Prentice Hall, 12th edition) Recommended text and links:

Armstrong M — A Handbook of Human Resource Practice (Kogan Page, 2001)ISBN: 0749433930BPP — Business Basics: Human Resource Management 2nd Edition (BPP Publishing, London,1997) ISBN: 0751720763Corbridge M and Pilbeam S — Employment Resourcing (FT Prentice Hall, 1998)ISBN: 0273625276Dransfield R/Howkins S/Hudson F and Davies W — Human Resource Management for HigherAwards (Heinemann, 1996) ISBN: 0435455281Foot M and Hook C — Introducing Human Resource Management 3rd Edition (FT PrenticeHall, Harlow, 2002) ISBN: 0273651439Torrington D/Hall L and Taylor S — Human Resource Management 5th Edition (FT PrenticeHall, Harlow, 2002) ISBN: 0273646397B014393 – Guidance and units – Edexcel Level 4 BTEC Higher Nationals in Business– Issue 2 – September 2004 Journals and newspapersThe EconomistThe Guardian and any other quality broadsheet newspapersHuman Resource Management JournalPeople Management

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Personnel ReviewPersonnel TodayTrainingVideosCompanies such as Video Arts and Melrose produce a variety of videos, which may be useful in covering human resource management topics. Television current affairs programmes can also provide a useful additional resource.Websiteswww.acas.org.uk Advisory, Conciliation and Arbitration Servicewww.bized.ac.uk provides business case studies appropriate for educational purposeswww.cipd.co.uk Chartered Institute of Personnel and development website with a range of learning resourceswww.compactlaw.co.uk employment questions and answerswww.cre.org.uk Commission for Racial Equalitywww.drc-gb.org.uk Disability Rights Commissionwww.dti.gov.uk Department of Trade and Industrywww.employment-studies.co.uk Institute for Employment Studieswww.eoc.org.uk Equal Opportunities Commissionwww.guardian.co.uk provides links to news items and reportswww.hse.gov.uk Health and Safety Executivewww.ilo.org International Labour Organisationwww.incomesdata.co.uk up-to-date intelligence on employment issues (Incomes Data Services)www.isma.org.uk International Stress Management Association (UK)www.peoplemanagement.co.uk bi-monthly journal of the Chartered Institute of Personnel and Developmentwww.personneltoday.com relevant articles and statisticswww.successunlimited.co.uk site on bullying in the workplacewww.trainingjournal.com relevant articles on current training and development topicswww.wfpma.com a journal with articles on international aspects of managing people at workwww. harrods .com

www.business casestudies .co.uk

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Wk Session Update Date Signature

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Lecturer: Mr. K.A Mayah

Campus: Wentworth house

Contact details: kam_mka@yahoo.com

Assessment:

The module will be assessed meeting all the LO as specified by the awarding body, Ed Excel.

Please read the instructions carefully while addressing the tasks specified.

Contribution: 100% of the module

Outline Details: Individual report approx 4000- 4500 words. Details enclosed in the assignment brief.

Teaching and Learning Activities

The module tutor(s) will aim to combine lectures with tutorial activities. This environment will provide opportunities for the student to understand the course material through case study and text and to apply it in a practical way. The intent is to facilitate interactive class activities, and discussion about the significant role of research in a global and local business environment.

2.3 Teaching Ethos

The college’s approach towards teaching and learning is simple and effective. The main aim of UKCBC is to assist learners in maximising their potential by ensuring that they are taught clearly and effectively. This will enable students to engage in the learning environment and promote success in both their academic studies and subsequent career.

2.3.1 Methods of Delivery:

LECTURES:

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These will be developed around the key concepts as mentioned in the indicative course content and will use a range of live examples and cases from business practice to demonstrate the application of theoretical concepts. This method is primarily used to identify and explain key aspects of the subject so that learners can utilise their private study time more effectively.

SEMINARS:

These are in addition to the lectures. The seminars are designed to give learners the opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions led by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills.

CASE STUDIES:

An important learning methodology is the extensive use of case studies. They enable learners to apply the concepts that they learn in their subjects. The learners have to study the case, analyse the facts presented and arrive at conclusions and recommendations. This assists in the assessment of the learner’s ability to apply to the real world the tools and techniques of analysis which they have learnt. The case study serves as a supplement to the theoretical knowledge imparted through the course work.

Plagiarism:

Any act of plagiarism will be seriously dealt with according to the colleges and awarding bodies’ regulations. In this context the definition and scope of plagiarism are presented below: Plagiarism is presenting someone’s work as your won. It includes copying information directly from the web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing coursework form another student and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the college procedure. (For further details please refer to the plagiarism policy and the student code of conduct.)

Assessment:

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The module will be assessed meeting all the LO as specified by the awarding body, Ed Excel.

Please read the instructions carefully while addressing the tasks specified.

Contribution: 100% of the module

Outline Details: Individual report approx 4000- 4500 words. Details enclosed in the assignment brief.

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ASSESSEMENT and ASSIGNMENT BRIEFUnit 22 : MANAGING HUMAN RESOURCES UNIT CODE: F/601/1268 Learning Hours: 63 Hours. Self-learning hours: 87 hours.Course: HND Business – Level 4 Credits: 15Term: Lecturer: Mr. K .A Mayah Verifier: Mrs. Sunita Kotta

Learners NameRegistration NumberLearners Declaration: I certify that the work submitted for this unit is my own:Signed:Hand out Date: 30/06/14 Submission Date:The Following Sections to be completed by the assessor:Center Name: UKCBCCenter Number: Please note that the assessors signature below denotes conformation that he/she has in no way influenced the outcome of the assessment: Assessors Name:Assessors Signature:

Has the unit been Internally Verified? Y/NDate of verification:Internal verifiers signature:Internal verifiers assignment brief:

Due DatesIssue Date 30/06/2014 Final Due date starts

from 22/09/14

Due Task- 1 14/07/2014 Deadline for Jan 2104 intake where E-learning will be blocked

Wednesday 17th December 2014

Due Task- 2 28/07/2014Due Task- 3 11/08/2014Due Task - 4 8/09/2014

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Unit Outcomes

Outcome Evidence for the criteria to pass.

Assessors decision

Internal verification decision. (agree, disagree)

TASK 1 : 14/07/2014

You are required to carry out a research besides the case study and use supportive materials like books, websites, etc., and give a feedback of the findings on P1.1, P1.2, P1.3, P2.1, P2.2, P2.3 and P2.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the organization will be marked as resubmission

LO1. Understand the different perspectives of human resource management

P1.1- Explain how the Guests model of HRM is adopted at Harrods.

P 1.1(P,M,D)

P 1.1(P,M,D)

P1.2- Compare the differences between storey’s definitions of HRM, Personnel and IR practices, by reflecting the HRM practices at Harrods and choose a similar organization which have adopted Personnel or IR practices.

P 1.2(P,M,D

)

P 1.2(P,M,D)

P1.3- Assess the implications for line managers and employees of developing a strategic approach to HRM at Harrods

P 1.3(P,M,D

)

P 1.3(P,M,D)

Summarized Feedback for Task 1(reflecting 1.1, 1.2, 1.3, Pass merit and distinction.)

IV comments towards Task 1

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TASK 2 : 28/07/2014You are required to carry out a research besides using the case study, by using supportive materials like books, websites, etc., and give a feedback of the findings on P2.1, P2.2, P2.3 and P2.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the chosen case study will be marked as resubmission

LO2. Understand ways of developing flexibility within the workplace

P2.1- Explain how a model of flexibility might be applied in practice. Relate this to the Harrods and reflect your argument with examples

P 2.1(P,M,D)

P 2.1(P,M,D)

P 2.2 – Discuss the types of flexibility which may be developed by the Harrods.

P2.2

(P,M,D)

P2.2

(P,M,D)

P 2.3 – Argue by assessing the use of flexible working practices from both the employee and the employer perspective of Harrods

P2.3

(P,M,D)

P2.3

(P,M,D)

P2.4 – Discuss the impact that changes in the labour market have had on flexible working practices at Harrods

P2.4

(P,M,D)

P2.4

(P,M,D)

Summarized Feedback for Task 2 (reflecting 2.1, 2.2, 2.3, 2.4, Pass merit and distinction.)

IV comments towards Task 2TASK 3 : 11/08/14You are required to carry out a research by using supportive materials like books, websites, etc., and give a feedback of the findings on P3.1, P 3.2, P3.3 and P3.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the chosen case study will be marked as resubmission

LO3 Understand the impact of equal opportunities

P3.1 – Explain the forms of discrimination that can take place with special reference to Harrods

P3.1

(P,M,D)

P3.1

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within the workplace

P3.2 – Discuss the practical implications of equal opportunities legislation practiced in Harrods

P3.2

(P,M,D)

P3.2

P3.3 - Compare the approaches adapted by Harrods to managing equal opportunities and managing diversity

P3.3

(P,M,D)

P3.3

Summarized Feedback for Task3 (Reflecting 3.1, 3.2, 3.3, Pass merit and distinction.)

IV comments towards Task 3

TASK 4: 08/09/14You are required to carry out a research by using supportive materials like books, websites, etc., and give a feedback of the findings on P4.1, P4.2, P4.3 and P4.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the chosen case study will be marked as resubmissionLO4

Understand approaches to human resource practices for the chosen organization

P.4. 1Research, Compare and comment on different methods of performance management adopted by Harrods

P4.1

(P,M,D)

P4.2 Research and assess the approaches to the practice of managing employee welfare in Harrods.

P4.2

(P,M,D)

P4.3 Discuss the implications of health and safety legislation on human resources practices with special reference to Harrods.

P4.3

(P,M,D)

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P4.4 Evaluate the impact of one topical issue on human resources practices reflected in the case study and additional research of Harrods

P4.4

(P,M,D)

Summarized Feedback for Task 4(Reflecting 4.1, 4.2, 4.3, 4.4- Pass merit and distinction.)IV comments towards Task 4

Merit grades awarded

M1

M2

M3

P1 P2 P3 P4

Distinction grades awarded

D1 D2 D3 Resubmit :

Any other commentsGrade given by the tutor:

Pass Merit Distinction

Tutors Signature:

Module Title: Date:

IV Grading Check: Comments if any:

Agree

Disagree Modify grade to

IV signature:

Date:

Student feedback:

Student signature:

I assure that this is my work. Any act of plagiarism will be seriously dealt with according to the colleges and awarding bodies’ regulations. In this context the definition and scope of plagiarism are presented below: Plagiarism is presenting someone’s work as your won. It includes copying information directly from the web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing coursework form another student and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the college procedure. (For further details please refer to the plagiarism policy and the student code of conduct.)

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Case study for Managing Human ResourceHarrods is a brand that is recognised all over the world. Its Knightsbridge store has 1 million square feet of selling space with over 330 different departments. Its global reputation and prestige is instilled through its brand values. Brand values represent what an organisation stands for. Harrods values are – British; Luxury; Service; Innovation and Sensation.

This case study demonstrates the integral role that Harrods’ employees play in upholding these brand values. People are a vital resource of any organisation. In the retail industry, employees are the public face of the company. They are responsible for interacting daily with a variety of stakeholders, for example, customers, senior managers and suppliers, to ensure the day-to-day running of the business. Effective communication is essential for creating an environment where employees and customers are satisfied.

Human Resources

Harrods has been in business for over 160 years. It employs 4000 employees with an additional 3,500 agency and concession employees. In 2010 Qatar Holdings purchased Harrods from Mohamed Al-Fayed. The new owners are strongly committed to all of Harrods’ employees. They recognise that engaged employees are essential to the continuing success of the business. Such employees are likely to

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be happy and consistently high performers who want to progress their careers with Harrods. Managing employee relationships is the role of the Human Resources department.

This case study looks at the methods adopted by Harrods’ Human Resources department to increase employee engagement. This involved positively changing the organisation’s culture to enable the business to meet the needs of its employees whilst also maintaining the company’s values.

Human Resource Management is a process of valuing and developing people at work. It covers all aspects of developing employees, including three important steps:

1. Recruitment and selection - attracting suitable new employees.2. Performance - enabling employees to perform their roles to the best of their

ability by keeping them informed and providing relevant training opportunities.

3. Development - developing all employees to build their careers with Harrods through identifying career progression opportunities.

In 2009 the MacLeod Report, ‘Engaging for Success’, was published which has been very influential in Human Resource Management. One of its major findings was to highlight how businesses benefit by involving employees in all aspects of decision making. This involvement is commonly referred to as employee engagement or participation. This prompted managers at Harrods to investigate its employee relations, in particular its employee turnover.

Employee turnover

Employee turnover measures the rate at which employees leave their employer, usually over a one year time period. The statistics indicated that Harrods needed to take action to improve employee engagement and reduce its employee turnover. A high employee turnover rate has significant cost and performance implications to a business. These include the costs of recruitment, the loss of expertise and the increased need for training new employees.

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Following this investigation, Harrods carried out its first comprehensive employee survey to find out what they thought about working at Harrods. The employee survey has now become an integral aspect of Harrods’ Human Resource Management programme. The survey results were used to create strategic plans for change focused on improving employee engagement and trust. The four main elements were:

Changing organisational structure. Senior managers felt that the organisation was too hierarchical i.e. had too many layers. The new structure is flatter with employees taking on more responsibilities. This enables job enrichment, providing opportunities for an employee to take on further responsibilities to enhance their job satisfaction.

Changing leadership. Creating an environment where employees are encouraged to make more decisions themselves. Senior managers create the business vision but ground level employees are delegated more leadership responsibilities, for example, in dealing with customers. The model employed is one of transformational leadership where the vision is built at the top but everyone engages with the vision through personal leadership.

Improved communications. Better communications inform all employees about the strategies of the company. These outline the aims and direction of the business. They also inform employees about operational (day-to-day) plans which directly affect their work. A radical improvement was to encourage employees to inform management of their views.

Living the brand values. Making sure that everyone understands and models the brand values.Communications and cultural change

The changes mentioned before have resulted in Harrods developing a people-focussed culture in order to better engage with its employees. The culture of an organisation is very powerful and has been described as its DNA. It has also been summarised as ‘the way we do things around here’ and is created through shared values, attitudes, beliefs and norms. One of the reasons why Harrods is so successful today is that it gives its employees a voice for change. All employees are encouraged to give feedback on every aspect of how Harrods operates. The opportunities for managers and employees to be engaged in sharing their views and ideas is summarised in the table.

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The first employee survey highlighted that a difference existed between the customer experience and the employee experience. Harrods tackled these issues as a matter of urgency. A priority was the modernisation of the staff restaurant, providing an inviting eating space with high quality, nutritionally balanced food. The effectiveness of this approach is summed up by one employee, Hayri Volkan, who is a Retail Manager. She says:

‘My views are definitely valued, I’m always asked my opinion on things – people who do the job are acknowledged as a good information source.'

Leadership

Leadership is important in shaping the culture of an organisation. There are two opposite poles in terms of leadership, these are autocratic and democratic. Autocratic leaders tell employees what to do. On the other hand, democratic leaders encourage input from employees, listen to their ideas and enable them to make decisions. Both styles have their place, depending on circumstances. For instance, in a crisis situation, such as a sharp drop in sales, immediate action is needed. In such circumstances an autocratic approach is required. However, when there is more time available, a democratic approach is often favoured. Harrods’ leadership focus is at the democratic end of the spectrum. Employees are listened to and their advice and ideas are used to make continuous improvements. The culture is thus one of trust and respect and is the key to Harrods’ employee engagement.

Harrods’ management is committed to fully developing its people so that employees, the business and its stakeholders are fully satisfied. There are three main elements of the democratic leadership approach at Harrods which encourage the development of its employees:

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Talent spotting. This involves identifying talented people who can make important contributions to Harrods. Laura Gorse who works in the Learning and Development Department at Harrods illustrates this:

‘I had been training new starters – my total enthusiasm for the role must have been spotted by Harrods. At the time I was unsure about a new opportunity so I didn’t push myself but Harrods nudged me in the right direction and gave me a chance to succeed.'

Mentoring and coaching. Mentors and coaches are people who act as advisors and guides, usually to those less experienced than themselves. Mentoring and coaching takes place through structured feedback and advice as well as through informal conversations. Line managers at Harrods are encouraged to communicate targets and advice to employees through face-to-face interactions. This might involve sitting down in the restaurant, or in a more formal setting, to agree objectives and to give advice about improvements and new ways of working. Acting as a coach helps the line managers to develop their managerial skills, build relationships and reinforce trust at Harrods.

Support networks. Managers meet regularly with other managers to share ideas and issues. For example the Retail Managers meet once a month with the Head of Retail to share insights and assess retail plans at both strategic and operational levels.

Each of the processes outlined above provides Harrods’ employees, both managers and front-line staff, with the confidence that they can make a difference and that their contributions are valued.

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Benefits of Managing Human Resource

Research into Human Resource Management indicates that the factors that really motivate employees are intrinsic ones which are based on meeting the personal needs of an individual. Human beings have a number of key psychological needs including:

The need to feel that you can do something well. The need to be part of a group. The need for respect and encouragement from others.

These needs are typically met from non-financial rewards, for example, by providing opportunities:

for promotion  to make decisions to contribute to a team to do a variety of tasks.

Harrods recognises these intrinsic needs and encourages job rotation, job enlargement and job enrichment to provide career development opportunities. Job rotation involves periodically changing jobs and work areas to develop new skills in different areas of the business. Cross departmental experience is viewed as important for personal development. Harrods offers a range of many different types

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of job opportunity including face-to-face customer operations, merchandising, recording and reporting of sales and online customer communications. Job enlargement involves encouraging and supporting staff to take on new and more challenging tasks. Job enrichment involves building existing job roles by enabling employees to engage in a wider variety of interesting tasks, for example, taking on some team leadership responsibility and removing unnecessary supervision.

An informed and engaged workforce

Having an informed and engaged workforce has resulted in many tangible benefits. There have now been four employee surveys. Each survey has seen a higher return from employees and an improvement in the indicators of employee engagement. Significantly, 91% of employees have stated in the most recent survey that they are proud to work for Harrods and employee turnover has halved in the last five years.

The ultimate proof of the success of an employee engagement exercise is that it needs to be lived by employees. They need to feel that the culture has changed and that they have played a part in the improvements. Harrods places a high importance on brand values so it is essential that these values are reflected in how employees behave. Employees have to live up to the Harrods brand because customers are aware of it and expect excellence. Engaged employees are committed ones who help the organisation to achieve its targets and to live its values. Harrods recognise that this is a democratic process. Employees are not just a key part of the visual representation of the organisation - they are the organisation.

The engagement of employees is admirably reflected in the following quote from Jennifer Glyn, a Creative Team Project Manager at Harrods:

‘I like being part of a big brand, it is stable but exciting – I feel pride coming in on a Monday Morning. I enjoy telling people what I do and where I work.’

Similarly Laura Gorse who works in Learning and Development states:

‘I never dread coming in to work, I actually look forward to coming in – you don’t want to miss out on what’s going on. The values come from what we do.'

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Conclusion

Management of Human Resource should be seen as a strategic function of an organisation. It helps to build a competitive edge for an organisation by positively engaging its employees. Key ingredients of effective MHR are having in place an appropriate leadership style and effective two-way communications with employees. This creates an open and honest environment where employees feel that their ideas are being listened to and that they can make a contribution to decision making. Engaged employees are more likely to be proud to work for their organisation and therefore will believe in and live out the values of the organisation.

Task 1: Due (14/07/2014)

LO 1 Understand the different perspectives of human resource management

You are required to carry out a research besides the case study and use supportive materials like books, websites, etc., and give a feedback of the findings on P1.1, P1.2, P1.3, P2.1, P2.2, P2.3 and P2.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the organization will be marked as resubmission

P1.1- Explain how the Guests model of HRM is adopted at Harrods.

P1.2- Compare the differences between storey’s definitions of HRM, Personnel and IR practices, by reflecting the HRM practices at Harrods and choose a similar organization which have adopted Personnel or IR practices.

P1.3- Assess the implications for line managers and employees of developing a strategic approach to HRM at Harrods

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Task 2: Due (28/7/2014)

LO 2 Understand ways of developing flexibility within the workplace

You are required to carry out a research besides using the case study by using supportive materials like books, websites, etc., and give a feedback of the findings on P2.1, P2.2, P2.3 and P2.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the chosen case study will be marked as resubmission

P2.1- Explain how a model of flexibility might be applied in practice. Relate this to the Harrods and reflect your argument with examples

P 2.2 – Discuss the types of flexibility which may be developed by the Harrods.

P 2.3 – Argue by assessing the use of flexible working practices from both the employee and the employer perspective of Harrods

P2.4 – discuss the impact that changes in the labour market have had on flexible working practices at Harrods

TASK 3: Due (11/8/2014)

LO 3 understand the impact of equal opportunities within the workplace

You are required to carry out a research by using supportive materials like books, websites, etc., and give a feedback of the findings on P3.1,P 3.2, P3.3 and P3.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the chosen case study will be marked as resubmission

P3.1 – Explain the forms of discrimination that can take place with special reference to Harrods

P3.2 – Discuss the practical implications of equal opportunities legislation practiced in Harrods

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P3.3 Compare the approaches adapted by Harrods to managing equal opportunities and managing diversity

Task 4: Due (8/9/2014)

LO 4 Understand approaches to human resource practices for the chosen organization

You are required to carry out a research by using supportive materials like books, websites, etc., and give a feedback of the findings on P4.1, P4.2, P4.3 and P4.4. The answers need to be reflected to the Harrods case study scenario chosen for the purpose. Answers without application to the chosen case study will be marked as resubmission

P.4.1 Research, Compare and comment on different methods of performance management adopted by Harrods

P4.2 Research and assess the approaches to the practice of managing employee welfare in Harrods.

P4.3 Discuss the implications of health and safety legislation on human resources practices with special reference to Harrods.

P4.4 Evaluate the impact of one topical issue on human resources practices reflected in the case study and additional research of Harrods.

Assignment Guidelines: Use a standard report structure, Word-process the report and use Normal script of a

proper font size 12. Produce an academic report, detailing the above issues with a word limit of 4000 to

4500 words. Complete the title page and sign the statement of authenticity. The Assignment sheet should be attached in the front. Submit the document in a folder in the form of a file as well as a soft copy uploaded

on to e learning on the submission date. It should be uploaded on E-Learning platform before the deadline and submitted to

-------- and sign the submission form of the college. Assignments submitted after the deadline will not be accepted unless mitigating and

may be entitled for a late fee. Collusion and Plagiarism must be avoided. Start each answer on a new page and pages should be numbered. Highlight each

question clearly. Include a Bibliography at the end of the assignment and use the Harvard referencing

system. All work should be comprehensively referenced and all sources must be fully

acknowledged, such as books and journals, websites (include the date of visit), etc. Try to give the page numbers, publishers' details and the year of publication In order to pass you need to address all the LO

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In order to get a merit you need to address the characteristics of Pass and then M1, M2,M3

In order to get a Distinction you need to address the characteristics of Pass, Merit and then D1, D2 and D3. Use a common format for the questions, for example:

Introduction (analyze the question.) Underpinning Knowledge (write about the relevant theory/points) Applied knowledge(Data Analysis) Conclusions and Recommendations (summarizing the whole scenario keeping in view

pass, merit, distinction criteria.)

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Student feedback form with the Assessment Grid indicating their pass, merit and distinction:

Name: Registration Number:

Unit: Managing Human Resources

Outcomes/criteria: Indicative characteristics Possible evidence

Feedback

L 1. Understand the different perspective of human resource management

L2. Understand ways of developing flexibility within the workplace

L3. Understand the impact of equal opportunities within the workplace

L4. Understand approaches to human resource practices in organization

As per the assessment criteria specified for pass

Do

Do

Do

Task 1

Task 2

Task 3

Task 4

Merit Description:

M. Identify and apply strategies to find appropriate solutions.

. Relevant theories and techniques have been applied.

. Effective judgments have been made.

. Complex problems with more than one variable have been explored.

. An effective approach to study and research has been used.

M2. Select/ design and apply appropriate methods/

. A range of methods and techniques has been applied.

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techniques. . A range of sources of information used.

. The selection of methods and techniques justified.

. Complex information/data have been synthesized and processed.

.Appropriate learning methods/ techniques applied.

M3. Present and communicate appropriate findings.

. Appropriate structure and approach has been used.

. Logical and coherent arguments have been presented

. Technical language accurately used.

. A range of methods of presentation has been used.

. Familiar and unfamiliar contexts have been used.

. It is appropriate for familiar and unfamiliar audiences.

Distinction Description:

D1. Use critical reflection to evaluate own work and justify valid conclusion.

. Synthesis has been used to generate and justify valid conclusions

. The validity of results has been judged. Self-criticism of approach has taken place.. Evaluation has taken place using defined criteria

. Realistic improvements have been proposed against defined characteristics for success.

D2. Take responsibility for managing and organizing

Autonomy/independence demonstrated

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activities. Substantial activities/projects or investigations have been planned, managed and organized.

The unforeseen has been accommodated.

The importance of interdependence has been recognized.

D3. Demonstrate convergent, lateral and creative thinking

Ideas generate and decisions taken

Convergent and lateral thinking have been applied

Capacity for innovation and creative thought has been used.

Receptiveness to new ideas has demonstrated.

Unfamiliar contexts have been applied.

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