HR Practices within John Lewis - Case Study Example

HR practices within John Lewis s Submitted by s: Contents Contents 2 Introduction 2 2.Motivation and reward 3 3.Leadership style 5 4.Conclusion 6 5.Bibliography 8 1. Introduction John Lewis partnership has over seventy thousand workers employed on a permanent basis who are also its partners. Collectively, they own twenty-nine John Lewis shops as well as more than two hundred Waitrose supermarkets, an online catalogue business and a direct services company among other businesses that produced a turnover of seven and a half bullion pounds in 2009. John Lewis Partnership has unique characteristics in regard to its operations approach that have made it successful in business. The business is owned by partners who have a commitment to serve the customers in a fair manner. The main aim of the John Lewis Partnership is to make sure the customers are satisfied through the happiness of the employees along with maintaining and developing a prosperous business. The successes and growth associated with John Lewis Partnership is as a result of its norms as an organisation’s size matters in regard to communication issues. It is also important to remember that, trust as well as the goals of the company may not be understood or shared by all the stakeholders in the company. In regard to expansion, culture is critical and its role has to be adjusted and maintained based on changes, through the human resource working with both the workers and the management. With increased demands as well as the number of workers, communication may become an issue for both parties. Nonetheless, human resource management has the ability to control this and function as a link in planning what the management seeks from the workers and vice-versa. 2. Motivation and reward John Lewis has always been considered as a shining example of the manner in which organization are supposed to treat employees in order to get the best out of them. John Lewis, the biggest organization in the United Kingdom that is owned by the employees, has been regularly considered to be among the best places that a person can work. It has numerous staff members that are referred to as partners who have remained with the company for more than two decades. It is clear that the company’s approach of inspiring leadership and motivation in regard to material rewards and individual and professional growth has been integral in setting the company apart from the rest of the competition. According to the motivation theory, extrinsic and intrinsic rewards are highly valued by individuals (Weiner and Weiner, 2013, p. 257). In regard to the extrinsic rewards, each worker at John Lewis is seen as a partner and they have a chance of having an impact on how the business operates through particular approaches. Consequently, unique channels are created so that the employees can employ them in giving their opinions, in the process, the workers become motivated to take part in the current issues concerning the management of the company. Subsequent to this, member become partners and become eligible for benefit pension as well as yearly bonuses. John Lewis Partnership creates an open, unbiased and friendly setting that seeks to retain its workers. The company has created a significant partnership bonus for the extraordinarily commendable members of its staff as a form of intrinsic reward The company has a clear approach that is founded basic objectives that include partners, as well as the customers and profits, where the core values of the company are appreciated by all the stakeholders as it is a philosophy that can be adopted by all the employees. The company’s workers are also entitled to numerous staff benefits and perks on a regular basis. This benefits and perks include access to holiday homes as well as sports clubs, discounts on tickets to theatres and other performances as well as various forms of parks. The company also encourages its workers to put on various performances such as plays exhibitions while giving them access to the sports clubs that is most popular which is the sailing club. This club gives the workers an opportunity to sail on yachts that are owned by the company if they do not prefer to join the wine club or the motorcycle club which is also at their disposal. According to the management, this is a single part of a more comprehensive reward proposition and the main reason why individuals seek to work for the company and stay for longer when they are employed is because of the total reward package that is offered. The company always emphasizes the happiness of the people and this is an approach that has not been emphasized by most of the companies that prefer to focus on maximization of profits rather than increasing the value of their workers. John Lewis strives to make sure that all the positions that are in the company have a potential for fulfilment. Regardless of the fact that the company cannot be able to guarantee a job for a person’s lifetime, John Lewis attempts to create careers for life through making sure that all the employees have a chance to take part in the development of the business. In the same way, all the employees are allowed to come up with their own ideas and demonstrate hoe enterprising they can be. This creates a sense of accountability in them and increases likelihood of them being proud of their work while working together to deal with issues. The workers are also allowed to take extended leaves as well as sabbaticals so that it can be able to retain its talent. The people who have worked for the company for more than two decades are allowed to take paid leave of up to six months which allows them to rejuvenate and develop newer skills. 3. Leadership style Leadership may also function to develop the whole person in order to produce change that can be sustained and last for a long time. John Lewis as a retailer is always being praised for in various circles in regard to the manner in which it manages its employees’ talents. In the company, all the stakeholders are dedicated to this cause and since it is a partnership, it has the capacity to increase motivation as well as loyalty through tools like yearly bonuses. These bonuses are more about the personal feelings of the employees which are important and acknowledged as tools that assist a business become successful through creating commitment in the employees. John Lewis is adopting various philosophies and methodologies that include taking workers out of the place of work and into a totally different setting where they are allowed to develop individual skills and capacities that may be used both at home and in the place of work. The management team at John Lewis clearly recognizes the connection that exists between the development of the employee and the worker. The company even organizes trips for the workers to places like South Africa so that they can get an opportunity to work in the local communities and be a part of sports such as football. The employer considered this as a means of availing preparation, management as well as communication skills to the workers which would be important in a work setting. This demonstrates the commitment of the company in the creation of sustainable change which has benefitted both the business and the workers immensely. While most of the companies are still searching for various ways of equipping their workers with various work-based skills as well as awareness in products and services, others such as John Lewis have recognized the potential of working differently and creating change both from within and outside the organization. Even though all the firms may not be able to send their staff to South Africa, they should at least try to come up with activities and programs that will develop the employees in such a way that will result in practical and sustainable attitudes and conduct in regard to change. John Lewis has been able to make the workers take ownership of their personal development and progress in the company without always depending on the human resource department to create programs that will do this. When companies seek to achieve change in their business, regardless of whether the change being sought is cultural, change in leadership, or change in the manner in which the team performs, it is imperative to consider the whole individual and not just focus on the place of work. 4. Conclusion Increased levels of engagement for employees that require motivation as well as exceptional leadership styles are not easy for an organization to achieve and maintain even though it is not impossible. It may pose a challenge for most of the businesses including John Lewis but companies have experienced a transformation in performance and profitability when they apply it correctly. Education is the key to achieving this as it assists in understanding the engagement of the workers and the ideologies associated with it to be appreciated more and or exceptional practices to be shared more broadly. For John Lewis, employee awareness is also a major consideration for its leaders as well as managers, and thus has been placed at the centre of its business strategy. 5. Bibliography Weiner, B. and Weiner, B. 2013, Human motivation, L. Erlbaum, Hillsdale, N.J. Read More