Morrison Plc.

University Name

Student Name
Dated

Table of Conten
Morrison Plc.................................................................................................................................1
University Name..........................................................................................................................1
Morrison Plc....................................................................................................................................2
Case Brief.....................................................................................................................................2
P1: HRM Functions.....................................................................................................................3
P2: Recruitment and selection Approaches.................................................................................5
P3: HRM practices.......................................................................................................................7
Performance Management:...................................................................................................7
Training and Development...................................................................................................8
Relationship Management....................................................................................................8
Higher Profitability...............................................................................................................9
Flexible practices..................................................................................................................9
P4: Profit and productivity...........................................................................................................9
Performance Appraisal.......................................................................................................10
Career Management............................................................................................................10
Training and Development.................................................................................................10
Termination and Recruitment.............................................................................................11
Reward System...................................................................................................................11
P5: Employee relations and decision-making............................................................................11
P6: Employment legislation.......................................................................................................13
P7: Application of HRM practices.............................................................................................14
 Morrison Plc.
Case Brief

Human resources are the effective asset for any organization in terms of abilities and

skills. They are personnel, individual or workforce who are responsible for the management of

whole task for organization successfully. The tasks encompass selection, recruitment, vetting,

hiring of company, on boarding, promotion of the company, paying and the organization’s

administration. HRM is the organizational department that deals with the proper management

and the effective working practices in place at all levels. HRM is also deemed as the

management of human capital responsible for the implementation and development of policies

and strategies of the companies. HRM is the unique approach for managing employees which

aim at achieving competitive advantage via the strategic deployment of the highly capable and

committed workforce, utilizing the array of structural, cultural and personnel tools. The company

that is selected for this study is Morrison Inc.

P1: HRM Functions

The companies such as the Morrison plc deems the employees as a unique and

competitive function playing for organization. All employees and employers of the organization

maintains effective employee engagement and democratic policies. Workforce planning is the

procedure where the business links the workforces with its effective results. It also determines

the knowledge, experiences and skills requirements and link up the right number of the people

with the right time and right place (Ehnert, 2009).

 Figure 01: Functions of HR: [Source: (Kong and Thomson, 2006)]

For effective planning and resources workforce, the functions and purpose of HRM are discussed

as follow,

a. The primary objective of HRM is identification of the vacant positions for organization

and then hiring the staff members. Planning is the key functions for the human resources

department which encompasses the planning job demands, anticipating vacancies,

determination of recruiting sources and job description (Kong and Thomson, 2006).

b. After establishing the developed plans and objectives, organizational structure should be

designed and developed to carry out different operations. This function encompasses

assignment of various functions, personnel activity, co-ordination of activities and

authority delegation.
 c. Motivating employees is another key function for HRM. The objective of motivation is

encouraging people for working effectively and willingly to achieve organizational goals.

Motivation can be provided through the salary administration, career planning,

development of cordial relationship, ensuring employee morale and welfare requirements

(Canos and Liern, 2004).

d. For assuring, the right people with the right skills are hired for the proper direction, right

job, monitoring and controlling should be ensured by employers. These are serving as the

key functions and the HRM purposes. This phase is also pertained to the comparisons and

observation of the results with corrections and planned standards for deviation can occur.

e. For good competency development, training is effective function for the human resources

management. Employees can be trained for performance of the jobs. Development and

training programs can support the effective sources which ensures that employees are

capable for efficient performance for acceptable levels.

So the objectives of HRM in the Morrison is developing, planning and administration of

programs and policies for effective utilization of HR which is pertained to people at working.

P2: Recruitment and selection Approaches

Process of recruitment and selection is highly effective for the business establishment

such as Morrison. Recruitment process encompasses the identification of organization needs for

employing someone as per the criteria where the company collects the vacant position’

application. The selection process encompassing the selection of the suitable candidates from the

applicant’s pool. There are most of the sources of selection and recruitment such as external and

internal sources of job analysis, recruitment, person specification, job description, methods of

selection and competency framework (Kang and Snell, 2009).

 Internal recruitment is the supply of the manpower that is pertained to the organization

whereas the external process of recruitment is including the hunting of prospective employees

from outside organization. These two approaches have the key weaknesses and strengths.

Following are the benefits and issues of the two approaches.

Figure 02: Internal Vs. External recruitment: [Source: (Ordonez de Pablos, 2005)]

It is speedy as compared to the external process as this consists of the most of the stages

like collecting applications, advertising, shortlisting and screening applicants, interviews,

conducting most tests and trainings etc. The internal recruitment does not require higher

demands. Internal recruitment is cost effective as compared to the external. The internal

recruitment provides limited talent for internal recruitment. Process of Job analysis process

encompasses critical incidents, observations, checklist, diary, questionnaire and interview. These

methods also have some issues and problems. Observation supports first-hand verified

information but it demands skilled unbiased observer and process that is time consuming. The
Checklist and diary is less expensive but cannot include all effective parts of the tasks. In the

data of questionnaire, it is standardized and incomplete in responses (Ordonez de Pablos, 2005).

Job description supports concise information regarding specific job. This process also

attracts the competitive candidates but people with the abilities can be deprived in this process. It

is the effective agreement between the employer and recruitment agency for filling a particular

vacancy and the recruiters get paid if any candidate get selected for the organization. Although it

is easier and the faster procedure, it also bears the risk for the agency as there is no guarantee for

the payment if the additional competition is deprived from the job seekers.

P3: HRM practices

Morrison is successful in the industry as it is excellent practice of the HRM among all

organizations. For improving employee’s efficiency and productivity, they utilize the new

mobile app known as “My Team” that is including the 3000 employees through 250 line

managers. This is effective innovative practices for engagement of all employees and employers

in one frame and assuring employee interactions on the effective time. It is innovative practice

for the HRM benefits for both employees and employer (Jorgensen et al., 2008).

Performance Management:

This is one key practice of HRM operated by the effective organization like Morrison. They

utilize the mobile app through which the employer can direct and monitor the performance of the

subordinates. Employees can also receive the instant supervision from the employers.
 Figure 03: Performance management system: [Source: (Boon et al., 2018)]

Training and Development

The most valuable assets of the organization are human as they operate the entire

business. So it is very crucial for employers to train the team for competency and the level of the

training. The training and development also enhances competency level and productivity.

Relationship Management

Effective working environment and teamworking enables good relation between

employees and employers. HRM develops the suitable working culture within the organization

which creates cordial relationships. This creates effective understanding between employee and
employer and can effectively ask for the help to each other in form of the problems (Boon et al.,

2018).

Higher Profitability

When most of the employees and employers work in the effective manner, it will be

easier for gaining competitive advantage and organizational objectives. By controlling, directing

and motivating the employees, it creates the high performance which enhances the business

profitability.

Flexible practices

It is one of the key practices of HRM for the organizations which enhances the job

rotation options and the flexible working hours for the employees. Employers and employees can

operate in the effective way as they can be able for managing their professional and personal

lives in the effective way. This also promotes employee loyalty and enhances the positive

employee behavior in organization.

P4: Profit and productivity

One of the key goals for human resources management is enhancement of productivity

and organizational profitability by maintaining well developed practices of Human Resources.

HRM practices can be varied as per the organizational culture and business type. Morrison is

also well known for the HR practices and innovative culture of organization. However, in the

form of the productivity and higher rate of the organizational profitability, the effectiveness of

various HR practices are analyzed here,

Performance Appraisal

It is the process of measuring, evaluating and influencing the employee’s behaviors,

attributes and outcomes. The objectives is the management of people for organization and goal

management (Wright and McMahan, 2011). Through this process, the supervisor can gain the

opportunity for specification of employees that the company is aimed at the development and

performance. This recognition can also be applied as the positive effect of motivation which

enhances the productivity of employees with the efficient results. It also enhances the employee

productivity and organizational profitability.

Career Management

Career is the process of lifelong nature. It shows the setting and selection of developing

strategies and personal goals for achievement of the goals. The well-established companies like

Morrison holds on-site workshops where both the employers and employees learn for the career

charging, starting with the interest assessment, value and ability assessment. Morrison also

provides the employee career management strategies and the individual learning accounts,

providing open business briefings, maintain the talent banks and internal job which enhances the

employee morale. It also has the key role in effect on the productivity. This generates the higher

profitability for organization in the future.

Training and Development

It supports in the employee’s skill development. The trained employees have better

knowledge regarding job roles and performs effectively. It also supports employees in

performance of the current jobs efficiency and effectively and making them more aware for the

performance of their current jobs. Organization is also gaining benefits by the higher level of

profitability via superior performance resulting by employees (Chelladurai and Kerwin, 2018).
Termination and Recruitment

When there is the vacancy for the organization, the company recruits the talented

candidates from the internal or external people of organization. The valuable information for the

business can be delivered by the candidates from competitor businesses. Internal recruitment tis

the motivational factor for the employees to perform the best working and enhance the

productivity of organization. Through the sacking of an unproductive employee, the business can

be operating in the more efficient and profitable method.

Reward System

This is the practice of effective form for enhancing productivity and organizational

profitability. Employees receive the extrinsic and intrinsic rewards for their higher rate of the

performances. It can generate the job satisfaction and enhances the productivity of organizational

employees. Employees also gain the motivation for their willingly working to meet up the

standards. This system supports the sustainability in competitive business operation and gain the

long run profitability.

According to the model of Charles handy, the company provides that there are mainly the

three forms of workers encompassing the permanent, flexible and the core workers. The

company will select the flexible workers for their performance enhancement and the cost cutting.

P5: Employee relations and decision-making

Employees are the key driving forces for the companies. Good relationship among the

employees is key for building the effective working environment. If all employees are working

together as the team so there will be effective results in the organizations. In the same way, the

decision will be more accurate and the effective if it has been taken in the collective manner

through the mutual agreement of the employees as they can share the ideas, views, thoughts and
the opinions. Effective relations can lead to the higher level of the employee engagement.

Organization must build the environment that encourages the communication among the team

personas and their working with one another. In the form of decision making, there are the

various stages which are also affected by the employee relations in the company. The following

the HR decision making (Chen et al., 2011).

The first stage for the HRM process of the decision making and analyzing and defining

the issues. Most of the decision making starts with the issues. God relations can provides the

employees an opportunity for easy and collective identification of the issues. After the

identification of the issues, the employees are in the need of the finding out the methods of

problem solving. Healthy relations of the employees in the workplaces can extract the best out of

the individuals. The individuals can be assigned the responsibilities as per the interests.

Involving the team members is necessary so that they can share the views and the thoughts for

development of the alternative solutions of the issues. The third stage is the evaluation of the

problems effectively (Jorgensen et al., 2008). There will be the team leader who will collect all

the alternatives and evaluate those alternatives as per the democracy for the employees.

After the completion of the evaluation of the solutions in the accurate ways, the

employees will select the effective solutions for the issues. The direct link exists between the

employee engagement and the employee’s sense of the value as well as ability for giving

feedbacks pertained to the best solutions. When there is the identification of the effective

solutions, the HRM provides the next stage of the decision implementation. Organizations whose

employees can believe strongly, creatively contribute and firmly belongs to the enhanced efforts

with the operational advantages when implementing the action plans or the decisions. The last

and the final stage of this process is pertained to the follow up whether the decisions are
implemented and working effectively or not. If there is no proper implementation for the

decision making, then the employee must follow up the collection of more information to

execute the exploration of additional alternatives or the decisions. Via the true engagement or the

effective sources of the communication, the employees for the HRM decision making can be

performed effectively which is effective for the companies like the Morrison.

P6: Employment legislation

All the businesses utilizes some form of the legislations and the employment laws. The

employment legislations is the expanded level of the information collection covering collective

bargaining and labor law. Mainly, it is the area of law that pertained to the duties and legal rights

for employees and employers. It also states the relationship of employee and employer. These

laws are also composed of the state laws and federal laws including most of the differences

subjective serving the common goal of the protecting rights of workers. In the Morrison, the

employment standards legislations offers the minimum level of the laws where employers

provide the opportunities for free development of the practices and the policies which also

increase the corporate cultures. The legal system has the effective role in the decision making as

it is pertained to the responsibilities and the rights of employees. The key perspectives of the

employment laws and legislations are also provided as follow,

1. First one is the Equal pay act 1970. It also protects the rights for getting the equal

treatment and equal compensation for the females and male employees in the terms of

their conditions and positions of employment.

2. The second one is the Sex discrimination Act 1975. It is the act of protection in the UK

that also creates no discrimination for the women and men in the terms of their marital

status or gender. This act also provides protection against the rights in the other key areas
 encompassing employment, training education, harassment, disposal of premises and

provision of services and goods.

3. Third one is the disability discrimination Act 1995. If the employees are disable on the

basis of the diseases and any issue, they must not be discriminated as per this law.

Employers must develop the adjustments of reasonable forms for supporting disable

employees.

4. Fourth one is the race relation act 1976. It put off the differentiation on the basis of race

which encompasses nationality, color, ethnic, religion, education and employment

position etc.

5. Fifth one is the employment relation act 1999. This act also supports the employees for

maintaining and developing cordial relations between employees and employers.

6. The sixth one is the national minimum wage 1998. UK, in 1998 provides that the worker

must get the minimum level of wage. Workers age more than 25 should get a wage of

$7.50 per hour whereas the workers in the age range of 21 to 25 receive $7.05 per hour.

P7: Application of HRM practices

To gain this objective and organizational goals, the employers utilize various application

of the practices of Human resources management. The Morrison Company is effectively

operating in the market as they have the excellent practices of the HRM applications in the

companies. The company will select the recruitment and the selection process through the calling

of the relevant changes and the correlation of the already existing standards with the new system

of the changes. The problems can also be managed through the hiring and the training of people

for their professional development.

 Curriculum Vitae
John Allen
John@gmail.com
Address: Manchester
Contact Number: +9432445609292

Profile Objective: To gain the competitive edge through selection of the right environment for

learning and the professional growth. The companies can also gain the benefits from me as the

changes through the concise and the effective results identification. There can be the more than

one outcomes and their combination in long run.

Education

Master Master in the marketing management

Bachelors Bachelors in marketing management

Experience

Worked as the Assistant manager marketing and information system for last five years.

References

I will provide references upon need.

 References

BOON, C., ECKARDT, R., LEPAK, D. P. & BOSELIE, P. 2018. Integrating strategic human
capital and strategic human resource management. The International Journal of Human
Resource Management, 29, 34-67.
CANOS, L. & LIERN, V. 2004. Some fuzzy models for human resource management.
International Journal of Technology, Policy and Management, 4, 291-308.
CHELLADURAI, P. & KERWIN, S. 2018. Human resource management in sport and
recreation, Human Kinetics.
CHEN, W.-Y., HSU, B.-F., WANG, M.-L. & LIN, Y.-Y. 2011. Fostering knowledge sharing
through human resource management in R&D teams. International Journal of
Technology Management, 53, 309-330.
EHNERT, I. 2009. Sustainability and human resource management: Reasoning and applications
on corporate websites. European Journal of International Management, 3, 419-438.
JORGENSEN, F., HYLAND, P. & BUSK KOFOED, L. 2008. Examining the role of human
resource management in continuous improvement. International Journal of Technology
Management, 42, 127-142.
KANG, S. C. & SNELL, S. A. 2009. Intellectual capital architectures and ambidextrous learning:
a framework for human resource management. Journal of Management Studies, 46, 65-
92.
KONG, E. & THOMSON, S. B. 2006. Intellectual capital and strategic human resource
management in social service non-profit organisations in Australia. International Journal
of Human Resources Development and Management, 6, 213-231.
ORDONEZ DE PABLOS, P. 2005. Strategic human resource management and organisational
competitiveness: the importance of fit and flexibility. International Journal of Human
Resources Development and Management, 5, 1-15.
WRIGHT, P. M. & MCMAHAN, G. C. 2011. Exploring human capital: putting ‘human’back
into strategic human resource management. Human resource management journal, 21,
93-104.