Managing Human

Resources

Student name: Elena Stefania

Task 1

1.1 Explain Guests model of HRM

Explanation of Guests Model (David Guest's (1989, 1997)

David Guest introduces a HRM model which described six dimensions of analysis such as:

HRM Strategy,
HRM Practices,
HRM Outcomes,
Behaviour Outcome,
Performance Outcome
Financial Outcomes

The main message deliver through Guests Model is HRM practices should be designed for
high quality employees with a great flexibility and commitment for the organisation. The
main outlook of this Guests Model is to describe that HRM is highly different from
traditional personal management and it is rooted from strategic management. On the other
hand this model believes that fundamental elements of the HRM approach have direct impact
with final value of business (David Guest's (1989)
Figure 1- Main Elements of Guest HRM Model
Strategy
Innovation

Practices
Selection

HRM outcomes Behaviour

Commitment

Performance

Financial

outcomes

outcome

outcomes

Motivation

Greater

Profits

Quality
Quality

Training

Quality

Co-operation

Productivity

Cost

Appraisal

Flexibility

Organisational

Reduction Of

Citizenship

Absenteeism

Reduction
Rewards
Job Design

Less Conflicts

ROI

Involvement
Statues And
Security

Source- (David Guest, 1989)

Application of Guest HRM Model to Primark :

HRM STRATEGY

Primark has HRM changes which focus on improvement of Innovation, Quality of the
garments and Cost Reduction of garments and fashion items to seek the efficiency. Primark is
targeting to maximise their output and working effectiveness.

HRM PRACTICES

Primark has focus on HRM practices to in different sections, these HRM practices are
focusing on manage and lead people. these strategies practicing though out their HR
functions including recruitment and selection, training, design the rewards, identify and job
enrichment and enlargement...etc.As an example selection of employees for Primark has gone
through rough selection process with application checking (Primark, 2013).

HRM OUTCOMES

Primark has focus on HRM outcomes. Primark HRM practices should be designed for high
quality employees with a great flexibility and commitment for the organisation As results
high committed and inspired staff, high flexible staff who can work at any point in the sales
or operations in retail sector.(Primark, 2013).

BEHAVIOUR OUTCOME

Best Quality HRM Outcomes Will Deliver Expected Behaviour Outcome to the Primark such
as motivated employees ,well Co-operation form the employees for day to day operations at

Primark as well as finally those Behaviour Outcome

will lead to good Organisational

Citizenship to the sociality .Therefore, as indicated motivated, higher flexibility will reflect
the Primark staff. Primark has populated as a learning organisation since their attention for
development and training of employee.(Primark, 2013).

PERFORMANCE OUTCOME

By practices of effective HRM practices will lead to generate the effective Performance
Outcome to Primark such as Greater Quality of products, Productivity of employees
,Reduction Of Absenteeism by the employees Less Conflicts among the employees of the
Primark. For example employees fear for losing their job if they did not working on
compliance with HRM practices (Primark, 2013).

FINANCIAL OUTCOMES

These all features at the end help to build Primark as a cost leader since they can manage
their flexible staff as required. And finally, Primark can obtain higher return on investment
(ROI)

Guest model provide hard- soft concepts. Hard HRM is implying that quantitative and
calculative business strategic position for human resources managing while soft HRM is
associated with human relation movement and use of talents for individuals. Storney has
differentiated between hard and soft forms of human resources management where hard form
indicate the cost incurred by the human resources management while soft indicates the
stresses of human aspect of HRM (Atkinson and Meager, 1986).
HR polices can be identified as tight and loose where it indicates the difference between
system based compliance and system based commitment. If the Primarks workers are
working due to compliances are turning to negative respondents for them. For example
employees fear for losing their jobsetc (Primark, 2013). Commitments are self motivated
facts where one can believe that one is doing right thing to do.
With over 700, 000 staff, Primark is a global operator and they are appropriating for
multinational HRM strategies to cope with international demand. Primark is targeting to
maximise their output and working effectiveness. These strategies are focusing on manage
and lead people. These strategies practicing though out their HR functions including

recruitment and selection, training, design the rewards, identify and job enrichment and
enlargement...etc. As results high committed and inspired staff, high flexible staff who can
work at any point in the sales or operations in retail sector. Therefore, as indicated motivated,
higher flexibility will reflect the Primark staff. Primark has populated as a learning
organisation since their attention for development and training of employees. These all
features at the end help to build Primark as a cost leader since they can manage their flexible
staff as required. And finally, they can obtain higher return on investment (ROI)
Guest model provide hard- soft concepts. Hard HRM is implying that quantitative and
calculative business strategic position for human resources managing while soft HRM is
associated with human relation movement and use of talents for individuals. Storney has
differentiated between hard and soft forms of human resources management where hard form
indicate the cost incurred by the human resources management while soft indicates the
stresses of human aspect of HRM (Atkinson and Meager, 1986).
HR polices can be identified as tight and loose where it indicates the difference between
system based compliance and system based commitment. If the Primarks workers are
working due to compliances are turning to negative respondents for them. For example
employees fear for losing their jobsetc (Primark, 2013). Commitments are self motivated
facts where one can believe that one is doing right thing to do.

1.2 Compare the difference between Storey's definition of Human Resource

Management, personnel and industrial Relations IR) practices
There are differences for HRM, personal management (PM) and industrial relations (IR)
activities (Boxall and Purcell, 2003). There are many of different views and contradictions
about these several aspects by different scholars. Stores view for the human resource

management is a new managerial discipline where it indicates different aspects for PM and
IR from human resources management. The main objectives behind separation of these
aspects as PM and IR are to serve the objectives for employer. This seeks to gain the
commitment of employees and aim to satisfy those requirements for stakeholder (Atkinson
and Meager, 1986).
According to Stores view, personal management indicate of job analysis, planning the
employees needs, selecting people for job, manage to train and right salary and communicate
all the employees for organisation.
Normally personal and IR contracts of employees by writing with descriptions but HRM is
more than a physical contract. Personal management mainly deals with regulations as well as
IR but HRM maintain can- do outlook apart from rules. Conflicts for PM are institutionalised
but HRM is de-emphasised. PM and IR decisions are taken very slowly but HRM can take
those decisions in a quicker manner. Also the relations of PM make their key relations with
labour management but HRM evaluates via customers. Also PM and IR involves with
transactional management for make better results but HR with transformational leadership.
HRM is mostly a common in nature but IR and PM are emphasised on the customized
intentions(Sims, 2002). Therefore, according to Stores view about HRM, PM and IR indicate
that there are separate management disciplines corporate with these three aspects and Primark
should identify the differences of these aspects.

1.2 Assess the implications for line managers and employees of developing a strategic
approach to HRM

The role of line manager is building on the achievement of business or organisational

objectives. Line manager maintains or organises the organisational activities (Ronald et al,
2005). From the perspective of HR activities at Primark, there is a manager for human

resources and he/she cant go beyond Primarks goals and objectives when performing the
activities. In the operational activities at Primark, line managers should aware about number
of workers work, which section (Gents, ladies or childrenetc) are busier and which section
need more attention. Therefore, general awareness about the human resources management
needs to employ by Primarks line managers to successful operations (Ronald et al, 2005).
Globalisation has become more competitive between countries and organisation are looking
to take the competitive advantage via different sort of phenomenon (Reilly, 2001). The
workforce or employees are major element to make the competitive advantage for companies
and organisations are developing strategic approach for HRM. That is why organisations are
now looking at strategic HRM rather than HRM.Thestratergic approach for HRM is a logical
approach for the management of people and it integrates the organisational goals with,
actions as tactical or integrates the organisational goals and policies. The all the functions
around the human resource management, therefore, consider for strategic nature while
employee recruitment, selection, rewards or performance appraisal has become strategic
nature to acquire the competitive advantages (Reilly, 2001).

Task 2

2.1 Explain how a model of flexibility is applied to Primark (Handys Shamrock

organization

Growth of the production market, higher competition, and globalisation, use of technology
and cost of labour resulted in requirement for flexible working practices. It can apply the
Charles Handys Shamrock organisation model for Primark to access its flexibility (Ronald et
al, 2005).
This is a model where core workers of organisation are supported by outside contractors and
part time helpers. According to Shamrock organisational structure there are three different
parts and first part of the leaf demonstrates the core staff of organisation.
Figure 1: Charles Handys Shamrock organisation model

Source: Ronald et al, (2005).

Advantages and disadvantages Charles Handys Shamrock organisation model

These are highly trained and professional who come from senior management or executive
level of the organisation. Second leaf indicates the sub contractors, contingent workforce or
contractual fringe. Here, workers are not in a permanent manner instead seasonal. Employees
who have worked for the organisation can be identified as contingent workforce. Third leaf
represents the self- employed professionals or technicians who hired on contract and project
by project basis. They are paid in fees rather than salary for time (Ronald et al, 2005).
From the aspects of Primark business, they are maintaining these three aspects as well. The
senior management and executive level of employees are locked to Primark with high
standard salaries and benefits and they are the core workers for Primark. There are rare
occupations these sorts of employees are resigning or got fired (Primark, 2013). These
employees are direct the lower level of employees and help to create strategies. For example
John Lyttle, Chief Operating Officer, BreegeO'Donoghue, HR, PR & Advertising Director
can be identified. Also Primark has identified when they have a higher demand in yearly or
weekly basis and hire part time contingent staff according to fill such gaps. November and
December are the time period they are seeking part time employees due to seasonal sales.
Primark also outsource several professional services including part of finance, marketing,
operationetc. These are the self employed professionals for Primark. After analysing all
these factors, it can be identified that Primark as a highly flexible business operate in the
industry (Ronald et al, 2005).

2.2 Discuss types of flexibility

It is difficult to described flexibility by narrow down it for employing of part time workers.
There are different sort of flexibility apply to organisations as such as (Sims, 2002).

Numerical Flexibility
Locational Flexibility
Functional Flexibility

Functional flexibility can be simply defined as the ability of an organization to move

employees to other duties or responsibilities within the company (Ronald et al, 2005).In
Addition to that functional flexibility also explained as organizations ability to adapt to
altering or changing circumstances when it requires in various functions such as operations,
training functions, HRM activities etc.Here, employees have more benefits including learning
new things, handle different sorts of machines and techniques with other components are
highlighting.
Numerical flexibility is referred to employing workers on temporary basis or fixed term
contract with hiring and firing. This is related to the external market workers(Sims, 2002).
This will make benefits for the employers including cost advantages since only seasonal
factors are considered to hire the workers. Employees only hired if they are needed and there
is a demand for product or services they are offering. Short sighted people like students can
be more opportunity with this nature of flexibility.
Location flexibility refers to transfer the employees for different activities and task in
different locations in the organisation (Sims, 2002).Employees should adapt to different
working environment with location flexibility and their confidence will boost. Employer has
cost advantage mostly through this flexibility.
To ensure Primark location flexibility of the employees, they are providing a top class
training upfront (Primark, 2013). This ensures that employees are working in different
locations and places throughout their employment. For example, operational support
employees are employed as customer assistance workers according to seasonal sales of
Primarks shops (Primark, 2013).
2.3 Assess the use of flexible working practices from both employee and employer
perspective

There are different implications or consequences available from the flexible working
practices from both employees and employer perspectives (Ronald et al, 2005).
Flexible Working Practices can be simply defined as the adjusting organization ability to
changing working hours for the internal organisation workers with flexible working
hours.From the employees perspective flexible working hours make them healthy where they
can take their leaves comfortably and less stress. This will also effective in time management
and take more working exposure where working with different aspects or sections in
organisations. Such exposure is definite advantage to ensure the development of their career
(Sims, 2002).Disadvantages include in flexible working practices contain of employees are
getting downsize salary if he get few working hours and it may de- motivate the employees.
Also this may separation from one and other employees and employees may feel isolation.
Employees might difficult to specialise for a specific area (Sims, 2002).
From the employers perspective main advantage can derive through flexible working
practices include of cost benefit. Rather use of employees in seasonal basis enables them to
save the cost (Sims, 2002). Also it is easy to employed vacant positions rather waiting from
external working employees. But here, as indicates above frustration of the employees may
lead to de- motivate and less productivity can appear.
Working from Home
One of main trend in Flexible Working Practices is working from Home that is it allows the
employees to work in their home on full time basis or part time basis. There are various
advantages in working from Home, Working from Home will assure the grater Flexible
Working Practices and increased productivity as well as it will increase the greater staff
motivation(Ronald et al, 2005).
Contract for Employee and Employer
There is different type of contract agreement between employee and employer which relevant
to terms and conditions employment. It can be implied and explicit or written or collective
agreements. Based on the contact Employers' responsibilities are vary such as different
contract such as full-time, part-time, fixed term have deferent responsibilities which allow
Flexible Working Practices to employees (Ronald et al, 2005).
PART-TIME for employee and employer

One of main tendency in Flexible Working Practices is working on part-time. Working on

part-time will assure the grater Flexible Working Practices and increased productivity in
terms of employers as well as it will increase the greater staff motivation in terms of
employee. In working part time basis employees work less than 40 hours a week, and maybe
even just five or 10 hours will assure the grater Flexible Working Practices(Reilly, 2001)
CASUAL for Employee and Employer
A casual employee can change to full-time or part-time employment and normally casual
employee .one of main advantage of casual employee are they Does not guaranteed hours of
work and casual employee usually works irregular hours which will have high Flexible
Working Practices, can end employment without notice .one of main disadvantage of casual
employee are doesn't get paid sick or annual leave (Reilly, 2001)

2.4 Discuss the impacts that changes in UK labour market for flexible working practices

One of main fact that needs to talk about the Impacts of changes in UK labour market is
Immigration and benefit cut. Immigration can be simply defined as the movement of
people into another country. In current UK market condition, immigration has become major
problem due to large number of illegal immigrant and opens the gates for EU citizens to
Britain. Even in the non European countries, the structure of labour market has changed and
it is also being empowered with additional government power, welfare benefit cut. (The
Guardian, 2013) .Due to large number of immigration from EU countries, UK government
has to cut down the benefit systems. Most of migrants claiming in-work welfare payments,
such as child benefit, housing benefit and tax credits, had not been factored in to the
government's calculations
Zero hour contracts provide the provisions for create the On call arrangement between
employer and employees. Employment Rights Act 1996, National minimum wage act 1998
and Working time regulations 1998 can be identified as applied to flexible working practices
in UK (The Guardian, 2013). But in 2011, Zero contract prevented many parts of the UK
including hotel, health and education.

The statistics have been shown that 1.4 million of workers work in zero based contracts and
some of the cases under reported due to lack of knowledge for classified them as zero hour
based employees. Also it has found that Northwest England has prevented the zero hour
contracts. Also young and agricultural related employees force to reject these contracts (The
Guardian, 2013).
Workers subjected to zero hour contracts are denied works at any time for any reason
including declining to respond to a demand to work. Most of the employees are having
doubts about the zero based contract where they have negative attitude about such contracts
since it increases the life pressure on employees.The effect of changes in labour market has
allowed for Primark to changes their practices and arrange workforce flexible and make
people work on Zero based contracts. This has greatly impacted on how people allocate on
working hours.