Exploring Human Resource Management - Literature review Example

The study highlights the significance of training programmes in organizations such as Debenhams - Westfield, in terms of influence and effects on the employees and the company in store in general. The study begins with a brief background of performance and how it is assessed in the industry. It then emphasizes the importance of training, as to how it can benefit organizations, including its implications depending on the success or failure of training programmes implemented. The study then associates the link between individual growth and that of the company's, and how this can help the organization meet and exceed its goals. The study relates the concept of performance management and training implementation to Debenhams, in regards to the manner in which it applies the training methods and how it affects the company's competency and performance rate. Performance is defined as being able to finish a task that is measured against certain standards such as completeness, accuracy, speed and cost. In a contractual agreement, performance can be regarded as a completion or fulfillment of an obligation, which unbinds the person from the liabilities within the signed agreement (Torrington, Hall & Taylor, 2008). Most define performance as the act of accomplishing a task and producing an outcome in line with the objective. Others believe that as long as a result is presented, it is an acceptable performance as it is; and if the objectives are not met, the rate of performance is not at par as projected. Performance cannot be evaluated through the outcome alone, as results are triggered by actions that cause it. Aside from the efforts made to produce a result, other aspects that can affect the outcome can be both external and internal factors (Institutional Management in Higher Education, 2009). Assessing performance by means of the results alone is not appropriate. There are several objectives imposed by the management that can be utilized as constructive means to evaluate the result, but appraising a performance solely on results reflects a company’s poor policy. Other variables that either have an indirect or direct effect towards the result must also be accounted for; as such influences can have severe impacts on the outcome (Torrington, et al, 2008). Performance Management Performance management includes two different kinds of management. One aspect of evaluating performance is through the expert opinion of an analyst, who would be responsible in monitoring the performance of the company as a whole. The other method in which career efficiency can be assessed is through the constant appraisal the managers of its employees in meeting the company’s objectives. This includes assisting employees in reaching goals and expectations, thus ensuring that the company would perform better as a whole (Porter, Bingham & Simmonds, 2008). The organization of the employees’ performance varies per individual. In general, it comprises planning and establishing objectives, and presenting feedbacks and reviews. Proper management also includes commendations through rewards for high performers, and opportunities for one to become skilled at one’s chosen discipline. Management of employee performance is more ideal if the goals are reliable and consistent (Bloisi, 2007). This implies that the management must present a clear way in disseminating information regarding the expected quality of work at present and in the future. Planning the objectives also constitutes classifying the employer’s prospect of his personnel, so as not to seem broadsided during the course of assessing criteria in performance development (Porter, et al, 2008). Planning and setting objectives and goals in a company is one of the critical components of performance management, as it offers an a fair and proper evaluations system in which employees can undergo proper training, workshops and seminars necessitate to increase one’s aptitude and proficiency (Porter, et al, 2008). An ideal performance management model also constitutes constant provision of feedbacks to the employees consistently, rather than the standard annual performance appraisal. Being able to monitor and track and employee’s capability to surpass or fail the expected goals must be supervised constantly. In this regard, the management would be able to assess what proper measures to take in improving the performance rate of employees who do not perform well, and to provide compliments and rewards to those who work at par (Armstrong, 2009). Through following an ideal performance management model, it is necessary for the employees to be provided with means in which they can enhance their skills and for their personal and career growth to be supported. This implies that the employees must be provided with opportunities in which they can work on projects with more difficulty, to undergo trainings and seminars, as well as a structure that can help guide employees to in decision making activities (Bloisi, 2007). Employees who undergo trainings and seminars to help them develop their skills manifest a higher competency and performance rate, as their morale heightens in the belief that they are well equipped with the abilities they need to deliver the job properly. In this light, employees would deliver well and would be more productive (Armstrong, 2009). One of the most valued commendations in the area of performance management is through rewards, usually in the form of money through bonuses or raises. Performance appraisal drives employees to perform well and meet, or even exceed expectations, of tasks assigned to them in order to qualify for rewards (Leopold, 2002). In addition, employees who have been promoted to work in a higher level in their chosen industry must be endowed with greater responsibilities, coupled with a higher amount of salary. Analysis of performance rate must highlight the positive influence and effects, rather than focusing on the negative work performance. While negative feedback must be addressed accordingly, positive performance must be rewarded by tangible material that employees would appreciate (Bratton & Gold, 2007). The essence of upholding a proper employee performance management is to maintain the competency rate of the employees, as well as to promote retention policies that can provide developments to both the employees and the company (Leopold, 2002). Training and Skill Development Through constant training and development, a company would be able to maximize the usage of human resource which can enhance the employees' skills to attain not just the company goals, but individual goals as well. Training serves as a medium that allows optimum utilization of human resources within a company (London, 2002). In addition, it also helps increase the personnel's knowledge of their job and skills required to perform it, in all levels of the company. Most importantly, it helps boost the confidence and credibility among the employees, through expanding their knowledge and developing their personalities (Linstead, Fulop, & Lilley, 2009). Training promotes qualities that are helpful in increasing the performance rate of the company. It helps increase the level of productivity the employees produce, which then helps the company reach its long term objectives. Apart from that, it builds a sense of cooperation and teamwork among colleagues, through collaborations in workshops and trainings. It promotes a sense of camaraderie among people through continuous sharing and learning of experiences and ideas, thus creating a good working relationship (Linstead, et al. 2009). Skill development improves the efficiency and overall culture of a particular organization. A company that establishes its own culture improves the level of cooperation among its people, as well as producing a positive perspective towards the company. In this light, the employees would be more enjoined to work as their quality of work and work life improves (London, 2002). Through the implementation of training programs, a healthy working environment would be formed. It would aid in producing model employees, and building relationships among the organization, in order to align the employees' individuals’ goals as one with that of the organization’s. Moreover, not only does training people improve the moral of the employees, but it also helps build a better image of the company. Better work performance results to better profitability and a more optimistic approach towards profit orientation (Mullins, 2007). Performance cannot be evaluated through results alone, and sufficient training also helps in organizational development. The management would be able to have a better process for both decision making and problem solving tasks through the input of the employees, as it enables them to comprehend and execute organizational policies (Scandura & Williams, 2000). Training and skill development improves the lives of the employees and the company, as it promotes vital qualities such as loyalty, leadership skills, a more positive and work inclined attitude, as well as proper motivation. Such programs produce successful managers and workers. It exhibits a dedication to maintaining employees on a progressive approach towards knowledge and practice (Scandura & Williams, 2000). Importance of Training Most training sessions are commenced through the on boarding and new hire orientation. This type of training guarantees the employer that the new hires would be able to have a good grasp of the environment of the new work place, as well as a clear overview of the job they have taken (Chapman, 2008). Initially, employees are provided with information pertaining to company policies, as well as the universal rules and procedures implemented. Apart from that, the organizational philosophy is introduced and inculcated in the minds of the new employees to serve as a significant step in constructing a solid working relationship among the management and the employees (Boothby, Dufour, & Tang, 2010). Training for new employees must not be perceived as an additional expense, as it is both efficient and cost-effective, as it is a preventive measure for projected anomalies. It is the employer’s role to help his employees be aware of the information and guidelines they must know in order to work well in the company. If no orientations or on-boarding training is presented, the new employees would not have a concrete means to learn about the company they have entered, thus reducing the rate of meeting the employer’s expectations. Performing an effective training would preclude the need to attend to replicated inquiries regarding routine work policies in line with mandatory training, coupled with an employee handbook (Salas, Wilson, Priest & Guthrie, 2006). There are jobs that necessitate various sets of skills and technical qualifications in which employees can acquire through on-the-job training programs. Both the employers and the employees would benefit from the training, as this would not only equip the latter with new skills, but it would increase the rate of competence of performance within the company.  Training programs that are customized to develop the skills of the employee would improve the company’s productivity and operation (Dean & Bowen, 1994). The employees’ degree of skill serves as a foundation of a company’s performance evaluation. Therefore, training employees would imply a remarkable return of investment and opportunities for organization success. In return, employees who are equipped with the required skills needed to carry out their tasks are those who manifest a higher moral and are most satisfied with their jobs (Chapman, 2008). The programs intended to promote the education and training skills of the employees in order to assist in determining the capacity of each individual in respective roles within the organization (Klassend & Mclaughlin, 1996). Training programs also organize a certain pathway in which employees can follow regarding their career, for future promotions and as well opportunities for professional development. Progression development is a crucial element of long-range planning, consequently, training and guiding employees’ outlines significantly into an organization's potential objectives. Professional development encourages employees at varying levels of career phases. Albeit employees may not stay with the company for the preceding years, it would still reflect a high regard to the company’s reputation of producing notable personnel (Maund, 2001). The management has a commitment to its staff by providing them with a safe working environment. In line with this, training that focuses on workplace safety is also crucial. In addition, safety training is mandated in other companies, especially those whose line of business is in accordance with the regulations imposed by the Occupational Health and Safety Administration (Boothby, Dufour, & Tang, 2010). It is imperative that employers present training not just for employee’s skills qualifications, but also emergency protocols and procedures to circulate latent dangerous conditions.  Workplace safety training must be joined with standard inspections and employee bulletins, to highlight the significance of safety training (Maund, 2001). Debenhams Debenhams is one of the leading retail companies that bear a strong authority among fundamental with merchandise category that includes apparels, health and aesthetic lines, as well as home ware. It is also one of the leading department stores available, which is classified under women’s wear, men’s wear and children’s wear. The company establishes a distinction among its competitors through having an exclusive set of brands available only to them, such as Designers at Debenhams and other third party brands. It has over 153 stores within Ireland and United Kingdom, with an estimate of 21, 500 employees. Moreover, it has 48 franchises in the international setting, in over 17 countries. It also reaches its customers through a new form of medium through the internet (www.debenhams.com). Debenhams has established its own thriving product collection of around 55 brands, which comprises of Thomas Nash, Debut, Red Herring and Maine New England, as well as other 25 Designers at Debenhams brands. The Designers at Debenhams series presents consumers special merchandise lines at conventional price by designers. Third party brands are either purchased by Debenhams, like Est’e Lauder and Levi Strauss, or accessible in the course of in-store recognitions like Oasis (www.debenhams.com). Debenhams strive for certain qualities in providing efficient service, such as conceptualizing creative and commercial solutions and a definite passion towards fashion and retail. They stand by the value of being initiative, in presenting ideas and suggestions to deliver a better service (www.debenhams.com). It promotes every personnel’s’ sense of individuality and nurturing their employee’s ambitions. Each employee is required to undergo training, in which they will learn the company’s national mobility in regards with the store based roles. It also offers a wide range of course options that vary from technical and behavioral approaches. Debenhams encourages its employees to learn and share experiences with equals and co-workers throughout the company. More importantly, they value career reviewing and planning. They aim to provide proper development among the employees under a certain management system (www.debenhams.com). Debenhams believes in the concept of ethical sourcing, which necessitates the company to take full responsibility for both the human and labor right practices within the organization. In that light, the company ensures to work only with highly regarded suppliers and manufacturers, so that their consumers would be guaranteed to have goods that are of the finest quality, as all products have been thoroughly evaluated under supervised conditions (www.debenhams.com). This presents the company’s criterion of their suppliers to first provide a complete information pack that comprises not just the technical, but also the social aspects of the organization’s operations. Only through this method does Debenhams allow for manufactured goods to be released under their care (Ramasinghe & Vathsala, 2006). The company abides by the principle of continuously monitoring the suppliers, in order to uphold the standards of constant auditing and evaluation through the approval method as processed by Debenhams corporate responsibility team (www.debenhams.com). Through this perspective, it is evident that Debenhams value the process of working alongside their suppliers in order to ensure that all issues would be corrected and rectified through the organizations in a proper and timely manner (Chelsom, 1997). The management deems that the conditions that are covered by the standards in cognizance with the company’s ethical sourcing is only a part of the business trading. It is their mindset that it is the Debenhams’ responsibility to make certain that the materials and mechanisms that are utilized in manufacturing goods must also comply with the similar standards expected. This method is not only to avoid the usage of harmful resources, but it also a catalyst in that maintains that all products and services would support ethical behaviour (Tangen, 2004). Debenhams strictly follow their ethical policies in regards to their products, which are as follows: the company does not sell products or materials that have been tested on animals; materials such leathers, hides and furs, are only by-products of the food industry, as they fervently support the humane treatment of animals. In addition, utilization of materials gathered from endangered species, or even real fur, is prohibited (www.debenhams.com). Employee Engagement Debenhams is dedicated to support and develop its employees In order to acquire a type of behaviour that is up to standard, as well as have the capability of balancing one’s personal and work life. The company aims to present versatile contracts that are apt to the varying needs of its employees, as long as it is proper. In addition, it also employs policies that understand its employee’s personal situations and conditions, in lieu of presenting a flexible career proposal. The employees of the Debenhams are provided with chances or opportunities to learn and enhance their skills, which is a critical need for the company’s continuous success. With the advent of the fast paced environment in the retail industry employees are enjoined to have a set of flexible skills suitable to his role and future tasks. Debenhams presents its employees with an extensive assortment of training courses and programs that can help each of them to develop their skills and attain their optimum potential (www.debenhams.com). An all inclusive training program that focuses on competency is also provided in order for each individual growth as guided by a clear goal towards development, especially for employees who intend to engage in a career in the field of operations. A committed education and improvement division who would assist the employees directly with stores and including the head office, as an assurance that the employee’s potential and objectives are maximised (Ramasinghe & Vathsala, 2006). Debenhams is devoted to promoting equality among its employees, which can be seen through the identical opportunities provided to each individual. Through the policy that aims to promote equivalent chances for all the employees, Debenhams was able to produce an environment which endows its workers to showcase and utilize their skills and talent to its maximum capacity (www.debenhams.com). This implies a kind of work environment wherein employees are being treated in a fair and equal manner, in spite of age, race, nationality, disability, sexual orientation, gender, marital status, religious belief or even the hours of work rendered. Other policies like training, recruitment and career opportunities are established under the foundation of objective criteria (Ramasinghe & Vathsala, 2006). Debenhams has made it their prerogative to affiliate themselves with various organisations that can help them promote and improve the company’s corporate responsibility, these include the following: the ethical trading initiative; business in the community, disability rights commission; skill smart retail; and the local employment partnership, to name a few (www.debenhams.com). Since Debenhams is regarded as United Kingdom’s best leading retail companies, they value every individual who wishes to join the company. The company believes that the retail market is very competitive, thus every opportunity for graduates are considered crucial, as Debenhams is devoted to developing talent for the benefit of both the employee and the company’s overall performance. It is in their creed to offer their employees with quality exposure to senior level management, superior and competent experience, and a profound level of expertise. The goal of the company is not just to employ workers, but to produce leaders and experts equipped with exceptional marketing and leading abilities (www.debenhams.com). Graduates are encouraged to join Debenhams’ Store Management Trainee Program or begin a career through the Head Office by taking in a job role. Undergraduates who are on their third year of their degree are also welcome to enlist under the Business Placements in the company’s head office. Debenhams require their employees who are passionate about creative and commercial solutions, who are also deeply interested with fashion and retail (www.debenhams.com). Conclusion Debenhams have established a reputable status for developing their own employees, wherein majority of those who are promoted to management positions are those within the organisation. The company believes in the decree of enhancing skills, promoting internal progression and opportunities among their own personnel, in order to develop the employee’s competency rate, as well as recognize their potential (Tengen, 2004). These policies are guided by two programs that Debenhams conceptualized, which are the Design Your Future for the Store Managers, and a revolutionary project to assist employees with qualifications in retail outlets (www.debenhams.com). The Design Your Future was introduced at the yearly Store Manager Conference in April of 2010 as a development program that aims to develop their employees to take responsibility of their own growth and progress within the company. A diagnostic tool kit is provided for present and future store managers to be able to plan and determine gaps in work experiences (www.debenhams.com). This would aid the managers to prepare and recognize the significance of practical knowledge which they obtained through certain aspects of the composite functions they partake in the company, as well as identify objectives in order to acquire more knowledge and experience in which they feel they still lack (Chapman, 2008). The company’s extensive growth over the previous years have opened new projects and openings for various Debenhams outlets, which serves as the store managers’ opportunities or chances to enhance and exhibit their new skills. The program Design Your Future supports the store managers to collate their experiences collectively and reflect on them, before planning their expectations and ambitions (www.debenhams.com). In accordance with the introduction of the program, Debenhams’ entire store manager personnel has joined the training and produced a development plan, and evaluated their range of experiences with their respective regional sales director. The development program had not only equipped the store managers with assistance in their own progression within the company as individuals in their career, but it also supports Debenhams’ persistent unrefined growth and a higher rate of competency, which improves the company’s overall performance (Ramasinghe & Vathsala, 2006). Debenhams is also the first national retailer that has taken part with the Retail Skills qualification trial with the Skillshop network that started in April 2009 (www.debenhams.com). Debenhams took the advantage of being the first national retailer that utilizes the services provided by the National Skills Academy for Retail’s network of retail skills shops, which helped the company provide a better service through delivering retail qualification to their employees (www.debenhams.com). This has made a considerable change within the company, such as large decrease in the labor turnover and employee’s absenteeism rate. The management has noticed changes for those who took part in the training, whose awareness in the business have heightened, thus enabling them to have a more professional approach towards the business and their job (Tengen, 2004). References Armstrong, M 2009, Armstrong’s handbook of human resource management practice, 11th edn. Kogan Page, London. Bloisi, W 2007, Management and organisational behaviour, 2nd European edn. McGraw-Hill. Boothby, D, Dufour, A & Tang, J 2010, ‘Technology adoption, training and productivity performance’, Research Policy, vol. 39, no. 5, pp. 650-61 Bratton, J & Gold, J 2007, Human resource management: Theory and practice, 4th edn. Basingstoke: Palgrave. Chapman, D 2008, ‘Preferences of training performance measurement: a comparative study of training professionals and non-training managers’, Performance Improvement Quarterly, vol. 17, no. 4, pp. 31-49. 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Torrington, D, Hall, L, & Taylor, S 2008, Human resource management, 7th edn. Harlow, UK: Financial Times/Prentice Hall. Read More