Strategic Role Of Human Resource Management

In today’s competitive and ever changing economy, the challenges of Human Resource Management (HRM) is becoming more demanding of strategic responses to its functions as the new era unfolds. The primary function of human resources is to use strategic goals and objectives in order to improve performance outcomes and develop organisational culture that foster innovation and flexibility. Staffing, training and performance management are important functions of human resources, if carried out effectively the success of a setting becomes imminent.

In this assignment I have looked at strategic human resource management perspective in Marks and Spencer. Before move on the strategic human resource management, let us have a brief introduction about Marks and Spencer. According to the corporate website Marks and Spencer, started its business as a single market stall and grown to become one of the UK’s leading retailers of clothing, food, home products and financial services. Marks and Spencer employs 78,000 in the UK and abroad, have more than 700 stores and serve over 21 million customers every week. Marks and Spencer strongly committed to provide high quality products as premium prices. The company has an established brand name and exceptional financial turnover of £8 billion in 2012 (About Us, 2014).

Marks and Spencer is a major British multinational retailer headquartered in the City of Westminster, London. It specializes in the selling of clothing, home products and luxury food products. M&S was founded in 1884 by Michael Marks and Thomas Spencer in Leeds. “M&S has grown from a single market stall to an international, multi-channel retailer, selling stylish, high quality, great value clothing and home products, as well as outstanding quality food, responsibly sourced from around 3,000 suppliers globally. M&S have almost 800 stores throughout the UK.” It is the biggest and strongest competitor for Next.

Marks and Spencer (M&S) p.l.c. is one of the largest retailers in the United Kingdom with a selling space of 12.5 million square feet, was established in 1884 as ‘Penny bazaar’. M&S sells clothing, food, footwear, gifts and home furnishings in its 760 stores around the world. The company’s wholly own and franchise stores operates in Europe, Hong Kong, Far East, Australia, Middle East, the Bahamas and Bermuda making a total of 34 countries.

Marks and Spencer (M & S) was started by Michael Marks in Leeds in 1984 and later joint by a partner Tom Spencer. It is one of the largest retailer’s stores of U.K that sells clothes, home furnishings, food, gifts etc. and was formerly known as St. Michael. It has its markets in Europe, Far East,

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.

There are many factors that can determine the success of any organisation. It is not only limited to the physical assets such as machinery and technology, however it is the people working within the organisation bringing new ideas and special skills that can make a difference. This essay will investigate the influence of Human Resource Management (HRM) on the wider organisational strategy. A short description of HRM will be followed by a summary of its primary roles. Also, this paper will then critically assess these roles using qualitative examples in an attempt to determine the degree to which HRM really helps or hinders the organisation in achieving its strategic goals.

Marks and Spencer Company is one of the biggest retailers in UK, which it has known by providing the finest qualities of goods and services including clothing, home product, foods and groceries. In currently, M&S Company operates 852 UK stores, 480 international stores and e-commerce platform includes approximately 83,069 employees, while M&S Company is one of the UK’s leading market positions in Menswear, Women-wear and Lingerie products (Mark and Spencer 2016.

Marks and Spencer (M&S) is a major British multinational retailer, headquartered at City of Westminster, London. It was founded in 1884 and now grown into a multinational retailer with their

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

In today’s rapidly changing globalised business environment, human capital has become one of the keys to competitive advantage. Consequently, any good business strategy must fully utilise the inimitable assets of people through their knowledge, skills and abilities. This highlights the need for strategic human resource management (SHRM). The key assumption of SHRM is that organisational performance is affected by employees through a set of human resource (HR) practices (Pan et al 2006).

The use of human resource management in organisations has certainly evolved over the past decades. It has been described as a key source of competitive advantage for an organisation and there are many reasons and examples of this. However human resource management has had many role changes thus meaning new challenges for the human resource professionals. This essay will discuss these role changes and new challenges in regards to how they have been dealt with in order to achieve competitive advantage for organisations.

The manner in which an organisation’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan.It has become a widely held premise that people provide organisations with an important source of sustainable competitive advantage and that the effective