Human Resources Management - Marks and Spencer - Essay Example

Two key characteristics of HRM, compared to PM, is that the former is proactive, referring to the long-term needs and conditions of the organization, and it is based on the rule that employee performance is related to employee satisfaction (Pravin 2010, p.12). In opposition, PM addresses only current organizational needs, ‘being reactive in nature (Pravin 2010, p.12). Also, PM is ‘employee-centered focusing on existing employee workforce’ (Pravin 2010, p.12). The development of the workforce, in terms of hiring of new employees but also in terms of training of existing employees, is not among the priorities of PM.

In Marks and Spencer emphasis is given not only on the existing workforce but, mostly, on the continuous development of the workforce so that organizational needs, which tend to change continuously, to be addressed (Marks and Spencer 2012). From this point of view, it could be noted that Marks and Spencer is a proactive organisation, promoting employee strategies that aim to respond not only to current but also to future organisational needs (Marks and Spencer 2012). . is given on contracts of employment where in HRM effort is made so that the communication between the HRM and the employee to be developed out of contracts, b) from the same point of view, in PM following strictly the rules is critical, while no such trend appears in the HRM, while emphasis is given rather on keeping communication and collaboration in the organization at high levels, c) moreover, PM practices are strictly aligned with the organizational practices while for HRM it is more important to follow the organization’s values, which are often ignored in practice, d) in PM the close monitoring of employees’ performance is quite important while in HRM a trend of nurturing employees seems to be promoted; this trend means that employees are offered the chance to review their thoughts and behaviour within the organization so that they are able to respond more effectively to the demands of the tasks assigned to them. P2. Usually, the activities incorporated in HRM aim to support the different needs of both the organisation and the employees.

For example, references can be made to the hiring process. This process needs to be carefully designed so that it is effective, leading to the selection of employees that can respond to particular demands of the organisation. The selection process can help an organisation to achieve its goals in the following way: by choosing appropriate staff, managers can secure the successful completion of organisational tasks (DeCenzo and Robbins 2007); in this way, the achievement of organisational goals can be guaranteed.

Moreover, payroll, which is also an HRM activity, needs to be fair, so that conflicts within the organisation are avoided.