Managing Human Resources
ABUL NASARMANAGING HUMAN RESOURCESHNDB5976
UK College of Business ComputingBTEC HND BUSINESS LEVEL
4Managing Human Resources2nd TermABUL NASARAwarding body
Registration No.College ID: HNDB5976Due in date: 20th March
2014Lecturer: M. K. Mayah
ContentsL0121.1 Adoption of Guests Model in Harrods21.2 In
Contrast: Human Resource Management & Personnel Management or
IR Management41.3 Line Managers and Employees Developing a
Strategic Approach to HRM6L0272.1 How a Model of Flexibility
Applied in Practice72.2 The Type of Flexibility can be developed at
Harrods92.3 Flexible working from Employee and Employers
perspective102.4 Impact of Changes in the Labour Market on Flexible
Working at Harrods11L03123.1 Forms of Discrimination may Take Place
in Harrods123.2 Practical Implications of Equal Opportunities
Legislation Practiced in Harrods133.3 Managing Equal Opportunities
and Managing Diversity at Harrods14L04154.1 Comparison of
Performance Management Approaches at Harrods154.2 Approaches of
Managing Employee Welfare164.3 Implications of Health & Safety
Legislations174.4 Topical Issue of HRM for
Harrods18References19
L01P1.1 Adoption of Guests Model in Harrods
Policy GoalsGuests ModelHow they adopt at Harrods
Commitment of employeesEmployees should feel bound to the
organisation through their behaviour and high performanceHarrods
encouraging its employees to have their ideas shared and apparently
letting them know that their ideas are valuable to the
organisation.
Strategic integrationHRM is integrated in the planning of the
organisation. Policies should be coherent in all departments,
representing the aim and purpose of the organisation so outcomes
can be met.A bottom-up decision making approach is implemented at
Harrods which requires its line managers clear knowledge about the
organisations long-term & short-term purpose. Furthermore,
communication between different hierarchical levels is quite
frequent as a result of fewer levels and job enrichment.
QualityUsing the right people with the right skills in the right
position, to give high quality service A six phased recruitment and
selection process enables Harrods to select right person for the
right position, while employee development and talent spotting are
in effect.
FlexibilityOrganisations structure should be adaptable where
employees can multi-task; stand in for each other.Harrods had
reengineered its business processes through changing organisational
structure to a less hierarchical structure, whereby, job enrichment
serves the opportunity for multi-tasking; and a support network
ensures collaboration.
The human resource management is not what it looked like decades
ago. David Guests (1996, 1997) model analyses an organizations
Human Resource Management (HRM) from six dimensionsHRM strategy,
HRM practises, HRM outcomes, Behaviour outcomes, performance
outcomes, and financial outcomes.
The model distinguishes itself from traditional personnel
management while being strategic rooted. The major differences of
this model can be looked when comparing HRM policy goals under
personnel management to Guests model. Instead of emphasising cost
minimisation this model strives for maximum utilisation of its
resources. Also, the goal of this model is to seek continuous
performance improvement by building adaptive work-force, whereas
the goals personnel management are ensuring standard performance
through administrative efficiency.
Figure 1 Guest's Model of Human Resource Management
The new Human Resource Method implemented in Harrods by Qatar
Holdings after buying the company from business tycoon Mohammed Al
Fayed is a result of the influence of MacLeod report engaging for
success published in 2009. The adoption of Guests model in the
Human Resource Management of Harrods took part through changing
different approaches.
The company changed its organisational structure, leadership,
and communication method, in order to encourage employee
engagement. Afterwards, these changes also act as a tool for
empowering employees, with a view that employees will seek
continuous improvement if they are more empowered. Besides
empowering, Harrods uses six employee engagement methodswhich
ensures continuous improvement in employee performances through
communicating their ideas, opinions, and views to other employees.
In addition, the company makes its employees believe that their
voices are heard by the management.
Figure 2 Harrods' Share Your Voice Program
Through this Harrods management a reciprocal commitment which is
a psychological contact emphasised by Guests model. It also
divulges the idea that the locus of control is internal.
By breaking down too hierarchical organisational structure and
encouraging line managers to make more decisions, a bottom-up
management and decentralised decision making is established with
offering employees flexible roles. These new changes directly
points at organising principles of Guests model and oppose
traditional Personnel Management model.
Harrods introduced talent spotting, mentoring and coaches, and
support network to HRM as management practices, with involvement
through cross-functional activities. Both financial and
non-financial rewards for performance of employees are prepared.
However, the company mostly emphasises on recognition factor. As an
illustration to that, top sales associates will be recognised by
the Harrods 100 programme, and also be rewarded for their
achievement in a gala eveningmuch like Oscar ceremonyregardless to
their job types.
Conspicuously, Harrods management successfully reduced employee
turnover as to reduce its recruitment and selection cost. Their
Employee turnover reduced by half since the implementation of the
new HR planning.
All the dimensions of Guests model were well analysed and
implemented with precision at Harrods after Al Fayed sold Harrods
to Qatar, Holdings.
P1.2 in Contrast: Human Resource Management & Personnel
Management or IR Management
Storey (1989) has differentiated HRM into two formssoft and
hard. 'Hard' HRM focuses on the resource side of human resources.
It emphasizes costs in the form of 'headcounts' and places control
firmly in the hands of management (Price, 2011). Soft HRM on the
other hand, stresses the human aspects of HRM (Shabnam, 2011). Soft
HRM is more people-focused, emphasises on multi-tasking and
continuously revise the work processes, whereas, Hard HRM is
task-focused, works with highly defined jobs providing very little
scope for multi-tasking, and withholds a belief that tasks should
be done in a traditional way.
The term human resource management was being used by Peter
Drucker and others in North America as early as the 1950s without
any special meaning, and usually simply as another label for
personnel management or personnel administration (Henderson, 2011).
Lately, in 1980s the Human Resource Management had become
critically different in approaches of Personnel Management with
higher focus in employee commitment, performance, and rewards based
on individual or team contribution.
Industrial relation (IR) studies conventionally signifies
elements of institutionalisation: the role of laws, main
agreements, bargaining schemes and regimes, labour market and wage
formation, in disparity to the analytical schemes of HRM theory
(Falkum, 2003). Accordingly the actors are institutions like
negotiation bodies and workers and employers federations, work
councils, and unions (Falkum, 2003).
Finally, the major distinguishing factor among HRM, Personnel
management, and IR practises lies within the management goals.
Storeys definition of HRM brought the differences between personnel
management and HRM remarkably. It is more likely that Hard and Soft
HRM are respectively traditional personnel management and todays
people based human resource management.
Harrods has been following the soft HRM with implementing Guests
model. The six employee engagement methods can be illustrated as
signs of Harrods high commitment to its people.Figure 3 Harrods'
Employee Engagement Methods
In this section however I will additionally discuss the
difference between Harrods HR practices and Mark & Spencers
Personnel Management. Although Mark & Spencer does not follow
the traditional personnel management completely; the company puts
its first priority on cost minimisation with employee
engagement.
However, both companies (Harrods and Mark & Spencer)
prioritised employee engagement but Mark & Spencer focusing on
eradicating its operational barriers with conflict resolutions; and
also, effectively using its learning curve for cost minimisation.
In the end, the company still believes that jobs should be done
within its boundary, and multi-tasking may deteriorate the quality
of employee performances.
P1.3 Line Managers and Employees Developing a Strategic Approach
to HRM
Strategic HRM is about systematically linking people with the
organisation; more specifically, it is about the integration of HRM
strategies into corporate strategies. Line managers are those
managers to whom individual employees or teams directly report and
who have responsibility to a higher level of management for those
employees or teams (DALZIEL, 2007). Line managers as in Harrods
case, are not usual front-line managers. Front-line managers are
unlikely to have any formal management education (HUTCHINSON,
2003). In Harrods case, line managers profoundly take a big part in
mentoring and coaching activities, which are very sophisticate.
Generally, a line manager deals various activities within an
organisation such as dealing with clients and/or customers;
monitoring work processes; managing people on a daily basis;
providing technical expertise; managing operating costs; Checking
quality of services; Acting upon guidance of HR; and others.
According to the case study line managers of Harrods HR
department advice employees through face-to-face interactions and
encourage communication within employeeswhich resulted in higher
information sharing among employees. They also assist employees
both in formal and informal setting for improving individual
performances. Furthermore, they act as coach to the employees of
Harrodswhich enables them to enhance their managerial and
communication skills.
Following the areas where line managers of Harrods are making
substantial alteration to people management practices are:
Performance appraisal of employees; Training, mentoring and
guidance; Encouraging re-alignment with Harrods goals and
objectives; Encouraging employees to develop their skills and
abilities; Making employees feel that their contribution is
recognised; and Work-life balance.
Harrods recognises these intrinsic needs and encourages job
rotation, job enlargement and job enrichment to provide career
development opportunities. The new line managers role, as
diversified, allowed them to take more responsibilities. Ambitious
employees availed an opportunity for faster career development.
One of the most important implementation at Harrods was employee
discussion part. Line managers often involve themselves in group
discussion where they share their ideas and mentor other employees.
While improved communication serves as a base, job rotation
provides multi-tasking opportunity, the line managers role in HRM
is redefined.
The employees at Harrods work collectively and collaboratively
as per the six engagement methods deployed within the organization.
They work together and share their views about different issues of
Harrods at Intranet, Quarterly employee forum, etc.
L022.1 How a Model of Flexibility Applied in Practice
Workplace flexibility describes how, when, and from where
workers can get there job done. Implementing flexible working model
within an organisation takes account of six steps: (i) where to
start; (ii) caking it happen; (iii) creating the right environment;
(iv) measuring performance and results; (v) communication; and (vi)
lead by example. These steps are described from Harrods aspect
below.
Figure 4 Process of Implementing Flexible Working
Source: Robinson, A. & MacDermid, S., 2004. Types of
Flexible Work Arrangements. [Online] Available at:
https://hr.osu.edu/public/documents/worklife/alternativework.pdf
Where to Start?Like every process the change in Harrods human
resource management started for the organisations need. As the
employee turnover were subject to worry, and the criticism about
the companys sale and profitability was high, the employee survey
was emergent as to fulfil the forthcoming needs. For Harrods, the
change in HR practices started in different frontsorganisational
structure, leadership, communication, etc.
Making it HappenEmployees should be made aware of the changes
that are going to occur within a particular organisation. They
should be given opportunity to raise concerns and suggestions like
Harrods Share your Voice program. Empowering line managers with
decision making is one of the dreadful attempts taken by Harrods,
but the establishment of trust impacted this change very
positively.
Creating the right environmentCreating the right environment for
flexible working is subject to formal and informal processes within
an organisation. As pointed out earlier, the six employee
engagement methods applied by Harrods in workplace are about
creating the environment for new human resource planning. In
addition, employees are encouraged to take more responsibilities
because the scope provided for particular jobs are not narrow,
simultaneously, this provides the opportunity for ambitious
employees to further develop their career. Job rotation has been
another effort of Harrods for creating the right environment for
implementation of flexible working model.
Measuring performance and resultsClearly setting out what is
expected from an organisations people to achieve, and to what
deadline, whether for a short-term project or for their regular job
(Maitland, 2009). Employee performance appraisal methods can also
support the HR management of an organisation in setting up new
policies. Harrods has adopted 360 degree performance appraisal
methods that depends highly on bottom-up approach.
CommunicationHarrods has enforced higher communication across
the organisational hierarchies so that sharing of ideas and views
occurs frequently. The support network on the other hand is focused
on the same issue of sharing views and ideas. In a support network,
the line managers meet Head of retail at least once for sharing
their experiences.
Lead by example Changing organisational culture is time
consuming. It is the duty of top level management to set an example
first to lead the change successfully. At Harrods, the senior
managers conducted survey about the issues and problems that
employees are facing. Upon comprehending such problems involving
communication, leadership, and career development issues, the
management came to direct the change to eradicate employee
problems.
2.2 The Type of Flexibility can be developed at Harrods
There are different types of flexible working. As described in
the gov.uk website, there are eight different types of flexible
workinghowever, among them, working from home is definitely not
applicable to Harrods employees on the shop floor due to the nature
of work in retail business, but can be applied in the office
areas.
Other types of flexibility are job sharing, part time,
flexitime, compressed hours, annualised hours, and staggered hours.
The type of flexible working that is most suitable for Harrods are
Flexitime and Part time.
Harrods can develop flexitime within its work environment, where
employees will have the choice of choosing when to start and end
work besides working 10am-4pm at weekdays. On the other hand,
Harrods can develop part time job opportunities for passionate
students who want to work in the retail business and want to
develop their career within this industry. This offers employees to
work less than full-time hours.
The flexibility offered at Harrods can be dissected into two
parts. As functional flexibility is implemented, thus Harrods also
enforces wage flexibility. Harrods does not maintain a very strict
wage structure. The line managers at Harrods are entitled to avail
higher wage if they improve rather fast, and be collaborative.
Functional Flexibility The case study mentions job rotation at
Harrods. Job rotation involves periodically changing jobs and work
areas to develop new skills in different areas of the business.
This ensures multi-tasking and employee development, while
employees experience various features and activities. Wage
Flexibility As I this is already mentioned that Harrods does not
withhold a very strict salary structure, apparently the wage of
employees are attributed with competitive pay, employee discounts,
sales and commissions, and bonuses for individuals and teams.
2.3 Flexible working from Employee and Employers perspective
The adoption of flexible working at Harrods ensures a better
work-life balance for its employees. This also corresponds to the
companys rewarding system. From employees point of view the
implications of flexible working is limitless. On the other hand,
employers are acquiring mutual benefit from this option.
Employer Perspective:Flexible working enables employers to hold
on to their experienced and skilful employees at times. Therefore,
this has serious implications on a companys cost and maintenance.
For Harrods, flexible timing was used as a tool for reducing
employee turnover as well. This also helps Harrods to attract
talent and by then recruit them. Employers recognize the benefits
of two-way flexibility to ensure they can provide quality services
when customers need them (Stewart & Rowlatt, 2010). A flexible
workforce is quite able to cope with any organisational change
quickly.
Employee Perspective:The flexible working most definitely brings
employees a better work-life balance and it allows employees to set
time for work in accordance to their necessity. This enables
employees to take more responsibility towards their families, and
to perform them adequately. Evidence have shown that flexible
working opportunity is a deciding factors for employees taking a
job.
What flexibility actually does for employees that they can enjoy
higher control over their life. Flexibility is not only concerned
with at what time an employee will work and at what time he/she
will not, but also employees can achieve paid vacation while they
have the freedom to decide how the work will be done. Furthermore,
as employees can provide higher time to their family, they are
usually remains in sound mental state which is crucial for
himself/herself and the organization as well. Also employees are
freed from prioritizing work over serious family matters.
2.4 Impact of Changes in the Labour Market on Flexible Working
at Harrods
To put in simple terms I would say the labour market refers to
the mechanism where human labour are bought and sold at equilibrium
of demand and supply. Both changes in the supply and demand of
labour market, affects the flexible working practices of an
organisation. The composition of both demand and supply is affected
by wide range of factors such as changing societal attitudes to
work, economic conditions, changing demography, government policy,
and some others.
Conspicuously, the desire for work-life balance is affecting the
flexible working directly. As I have pointed out earlier that,
flexible working is now-a-days a deciding factors for employees
whether to take a job or not.
Therefore, in order to spot best available talents, Harrods
should offer flexible working.Economic condition also plays a vital
role in labour market, and so is to flexible working. When a market
faces economic downturn, flexible working may act as an instrument
for employers to control cost. In addition, employees can seek two
part-time jobs for an increased income.
Finally, inflation, level of unemployment, and interest rates
can affect the flexible working practices of Harrods. Management of
Harrods may consider different practices than they are following in
order to maintain and stabilize its cost, or to minimise it with
best utilisation of its human resources.
Since Harrods adoption to new Human Resource policies and
planning, the company strategically implemented its new policies
and restructured the organization. Harrods subsequent employee
survey led the company identify its core issues in HRM. As
identified, the major problem lied within the too steep hierarchy,
which then restructured at first by the firm. When organization
hierarchy is re-ordered the company ordered it in such a way that
best copes with communication and other aspects. More-or-less,
several policies and processes over time helped the organization to
achieve its HR targets.
L033.1 Forms of Discrimination may Take Place in Harrods
In business context, discrimination presents an idea of unjust
treatments for people differentiated based on age, sex, race,
ethnicity, etc. There are various types of discrimination. Among
those types of discriminations, I will discuss some types with
special reference to Harrods and considering the forms of
discrimination that may take place in Harrods.
Direct DiscriminationThis is a common type of discrimination
that can take place in any business regardless to its nature and
size. In Harrods, this can happen due to biasness of supervisor, or
senior managers. When an employee is treated less favourably due to
his/her protective characteristic, then he/she is subject to direct
discrimination. The Equality Act 2010, adopted by Harrods, is
actively exercised by the firm in order to restrain such
discrimination at any organization level.
Perception DiscriminationPerceptive discrimination will now
apply for all practical purposes to all the discrimination strands
(The University of Sheffield, n.d.). This accountably deals with
disability discrimination, and discrimination arising from
difference in sex, age, race, and ethnicity. For example, Harrods
demand it female employees to follow an elaborate dress and
appearance code. A report published in Xpert HR website, pointing
that a female employee were forced to be dismissed by Harrods due
to her refusal for wearing make-up.
Harassment/Third Party HarassmentAs harassment may take place in
any business organisation, but as for Harrods, third party
harassment may also take place due to the reason that its retail
employee frequently deals with its clients and customers in both
formal and informal means. Harassments are typically seen where
race and sex issues are present. The Laws that dictate terms of
such harassments, such as Sex Discrimination Act 195 and Race
Relations Act 1976, provide Harrods the guidance for taking legal
actions against the wrong doer.
VictimisationVictimisation occurs when an employee is treated
badly because they have made or supported a complaint or raised a
grievance under the Equality Act; or because they are suspected of
doing so (The University of Sheffield, n.d.). As Harrods have
implemented modern HR management, this is an unlikely scenario, but
it cannot be ruled out. Sex discrimination Act 1975, and Race
Relations Act 1976, are being exercised at Harrods in order to
prevent & deal with any grievance arising from
victimization.
Finally if Harrods complies with the laws they could be seen to
provide a working environment where people could work without any
form of discrimination.
3.2 Practical Implications of Equal Opportunities Legislation
Practiced in Harrods
Since 1st October 2010, Harrods came under the provision of the
Equality Act 2010. The Equality Act technically brings together
some anti-discrimination lawswhich are: Equal Pay Act 1970; Sex
Discrimination Act 1975; Disability Discrimination Act 1995; Race
Relations Act 1976; and Employment Equality Regulations 2003.
The practice of equal opportunity legislations has had
significant impact on Harrods in the following ways: This helps
Harrods to attract more ambitious and self-driven talents from all
communities as there should be no discrimination. The adoption of
such legislations made the recruitment and selection process of
Harrods more transparent and fair. On the other hand, these
legislations eased the task for Harrods, as the company is now more
focused on performing what is required in those legislations as
duty, whereas, it allows the management from abstaining the work of
setting employment policies. This Equality Act 2010 also helps
Harrods monitor discrimination. By directly following the rules and
guidelines Harrods can abstain itself from any discrimination to
occur.
Having a good equal opportunities practice at Harrods will
benefit them as it will reflect on their morals and values, which
in turn will raise their profile and prestige in future clients and
customers minds. Also people will want to work at Harrods so
hopefully this will attract the right type of employees.
3.3 Managing Equal Opportunities and Managing Diversity at
Harrods
The effect of globalisation is significant leading towards
higher diversity in workplaces, and consumer choices. The
responsibility of diversity and equal opportunity management
typically lies on line managementalthough it is the duty of
personnel and development practitioners to ensure that line
managers have enough knowledge and they well-understand the
legislative framework.
The diversity management is well adjusted at Harrods as the case
study describes that the company is providing all employees to
further develop their career with multi-tasking, cross-functional
activity, and working in group. While on the other hand, Harrods is
successfully ensuring equal opportunity for employment through six
step recruitment and selection process where candidates are equally
treated.
Men and women both have equal opportunities at Harrods. As
Harrods emphasizes on higher collaborative workforce within the
organization, it isolates the discrimination between men and women
in workplace. Regardless who an employee is, Harrods reward policy
ensures equality in its reward system. Solely based on employee
performance rewards are given.
At Harrods, in my opinion the Equal Opportunity (EO) is
externally driven whereas Diversity Management (DM) is internally
driven. Furthermore, the DM is strategic and concerned with
outcomes; and EO is typically operational and concerned with
processes.
L044.1 Comparison of Performance Management Approaches at
HarrodsEmployee appraisal methods take several factors into account
such as employees knowledge of the job, planning and problem
solving skills, judgment, adaptability, communication &
interpersonal skills, etc. The major purpose of performance
appraisal is concerned with the factors that lacks within an
employee, and the employees areas of improvement. Besides, the
appraisals can be used as indicators of development. Professional
development can be measured analyzing several factors as such
decision making capability, judgment call, dependability, etc. Most
appraisal methods are concerned with qualitative factors, however,
in Harrods, some quantitative factors also plays a pivotal role.
Sales figures of an employee is a qualitative indicator of that
particular employees development. Achieving or failing to achieve
sales target can be used to gauge a line managers performance at
Harrods. Similarly, as bonuses are available to the line managers
achieving notable sales figures, this also helps management gauge
the financial appropriateness for motivation.
There are five basic employee performance monitoring or
appraisal methods in practise. Among the five methodsRating scales,
Narrative techniques, Comparison methods, and 360 feedbackHarrods
has been utilising 360 feedback method since its sale by Mohammed
Al Fayed. In this method, employees are evaluated by colleagues,
customers, subordinates, other interested parties and supervisors
(Kokemuller, 2012).
As Harrods encourages cross-functional activities along with job
rotation tied with extensive communications through the
organisational layers, this method is the most suitable for Harrods
employee performance appraisal.
Harrods also do emphasise on Narrative technique of performance
management of employees. This is more of an independent method used
by Harrods to critically analyse the performance of its employees
in more unique and from individual point-of-view. In contrast to
360 feedbacks, this method addresses correction as well for
employee performances as well as helps recognise positive employee
behaviour and attitude. A pro of these techniques is the
thoroughness of detail in analysing employee behaviours
(Kokemuller, 2012).
4.2 Approaches of Managing Employee Welfare
Efforts to make life worth living for workmen, this is typically
the statement addressing employee welfare.
As businesses want to remain successful for eternity, they are
obligated to ensure employee welfare to its employees. While
ensuring employee welfare will have negative impact on financial
terms at the first instance, but this will serve as benefits to the
organization in other terms. For example, the higher employee
turnover rate costs a lot to a firm so is to Harrods. Such high
employee turnover can be diminished reasonably by ensuring employee
welfare. The essence of employee welfare can be viewed from
different dimensionscompliance, employee retention, and employees
well-being. As a business owner, one is required by law to provide
certain benefits for the welfare of your employees (Koening, n.d.).
The benefits could be provident fund, health insurance, gratuity,
etc. Employee retention is already highlighted with the example of
Harrods employee turnover reduction. Finally, it is necessary to
keep the employee motivated, and for that, employees well-being is
the utmost importance. The higher the employees well-being ensured,
the higher the motivation, and the higher the productivity.
Managing employee welfare at a Harrods is described at the
companys career website. Some of the core benefits offered to
Harrods employees can be interpreted as their approach to uplift
employee welfare. The company provides 1,000 paid day leave to
collective employees, so that they can take part in community
involvement program Giving Back. In addition, the company provides
leave for Birthday to its employees along with wedding and
honeymoon leaves.
Childcare and investment are remarkable welfare benefits
provided by Harrods to its employees. A workplace ISA along with a
pension plan is provided to the employees of Harrodswhich simply
illustrates Harrods care towards employees savings as well as
wellbeing. Furthermore, child voucher scheme of Harrods gives a
perfect care to the children of the companys employees. The new
parents also get gifts for their child from Harrods.
Harrods seems to try and maintain a good level of welfare of
their employees, trying to give what they need in order to have a
better work-life balance.
4.3 Implications of Health & Safety Legislations
Health and safety encompasses every aspects of a workplace that
can prove to be injurious to the employees either physically or
mentally. Preventing work-related illness and injury is the most
important job at any workplace. Health and Safety legislations are
concerned with the safety measures that an organization takes or
should take to prevent any injury to the employees.
Human resource department of an organisation should account for
the health and safety legislations, due to its necessity in HR
planning and procedures. For Harrods the compliance to Health and
Safety at Work Act 1974 is done through not only appointing safety
officer, but also the company ensures a safe and non-hazardous
workplace, and informs its employees about potential dangers.
Harrods also set out employee behaviour code so that employees do
not indulge themselves into dangers.
Office, Shops, and Railways premises Act 1963 has similar
provisions like The Factories Act 1961, and deals with lighting,
ventilation, cleanliness, etc. Finally, Harrods comply with The
Fire Precautions Act 1971, in order to ensure employee safety from
fire damages. Harrods safety officer makes sure that any kind of
substances or materials that can cause fire are handled safely with
precautions, and also check the office premise on a regular basis
for the compliance to The Fire Precautions Act 1971.
4.4 Topical Issue of HRM for Harrods
The work-life balance, a topical issue of HRM, is a concept
including proper prioritizing between "work" and "lifestyle". In
many occasions employees are put into a dilemma of prioritizing
either work or lifestyle over one another. Unfortunately, this
dilemma always leads to a deteriorated performance from employees,
resulting in a lose-lose situation where neither the employer nor
the employee wins. Steven L. Sauter, chief of the Applied
Psychology and Ergonomics Branch of the National Institute for
Occupational Safety and Health in Cincinnati, Ohio, states that
recent studies show that "the workplace has become the single
greatest source of stress" (Clark, 2007). Stress vs work-life
balance is the utmost problem that both employers and employees are
trying to overcome with forcing the issue in full throttle.
Flexibility at work seems to be the only solution for such problem.
Yet flexibility at work is not well-define in certain
circumstances.
While employees can deal with their personal life issue with
more time and care due to flexible working, employees having a
voice can improve employees workplace satisfaction substantially.
That feeling of getting their ideas valued properly, provides
employees higher satisfaction as well as motivation; as a result
productivity increases. At Harrods, employees ideas and voices are
treated as crucial as top-level managements decisions. This
provides line managers, in fact, every employee at Harrods to feel
satisfied and valued.
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