KEY CONCEPTS AND MODELS OF HUMAN

RESOURCE MANAGEMENT USED IN JOHN

KEELS HOLDINGS PLC.

Module: Managing People HR70064E

Student Number (UWL Registration Number): 21432179
Assignment Name: Assignment1 - Report
Lecturer Name: Benett Patternet
Word Count: 2148 (excluding executive summary, references and
content tables)
Contents
1.Executive Summary.................................................................................................................................... 2
2. Introduction .............................................................................................................................................. 2
2.1 Human resources management .......................................................................................................... 2
2.1.1 HRM models ................................................................................................................................. 3
2.2 Introduction to the company .............................................................................................................. 5
3. HR concepts .............................................................................................................................................. 6
3.1 Alienation ............................................................................................................................................ 6
3.2 Motivation........................................................................................................................................... 7
3.3 Commitment ....................................................................................... Error! Bookmark not defined.
3.4 Engagement at work ........................................................................................................................... 7
4.Effective Leadership ................................................................................................................................... 8
4.1 Professionalism ................................................................................................................................... 8
4.2 Team working...................................................................................................................................... 8
4.3 Ethical approaches to HRM ................................................................................................................. 9
5.Conclusion .................................................................................................................................................. 9
6.References ............................................................................................................................................... 10

Table of figures
Figure 1:Management approach towards HR in JKH .................................................................................. 10

Table of tables
Table 1: Various HR models ………………………………………………………………03
1.Executive Summary
This is a report done in order to fulfill the assignment requirement of the module Managing People.
The purpose of this report is to identify the HR models and their practical uses in the cooperate
world and to critically evaluate them when needed.

A secondary research is done using the available sources connected with JKH holdings to critically
evaluate the HR practices conducted I the organization.

At the beginning of this report a brief introduction to HR management is presented along with the
theoretical facts. Further a comparison between the various HR models are also done.

Next, a brief introduction to the chosen organization is given and the HR practices of the
organization is critically evaluated along with the evaluation of effective leadership effects of the
organization’s success.

2. Introduction
2.1 Human resources management
According to Mark Seiff (1991, cited by Mullins, 2005) a good human relations policy at work is
all about the people but not only about the Job. Which is mainly concerned on the mental situation
and the enthusiasm in the people despite the type of job they do.

HUMAN RESOURCES MANAGEMENT (HRM) is one of the highly discussed topics among
the cooperate world. As per the definition of CIPD (Chartered Institute of Personnel and
Development) HRM is :

“The design, implementation and maintenance of strategies to manage people for optimum
business performance including the development of policies and processes to support these
strategies.” (Mullins, 2005)

The fundamental measurement of how efficient the HR management of an organization is based

on how the business objectives are achieved and the organizational performances. Which
highlights that the HR professionals play a major role in adding value to the business. It emphasize
that within the concept of “Customer is king” the employees are the heroes who directly engages
with the customers. Therefore, issues such as corporate culture, organizational structure, employee
morale as well as the efficiency of executing the business plan are being given a higher attention.

Even though effective HR practices are positively contributing for the wellbeing of an organization
the results are not visible in short term. It can be mostly seen in intangible benefits such as the
morale, job satisfaction, attitudes, behavior and performance of the staff. (Mullins, 2005)

2.1.1 HRM models

HRM has been described as a concept with many models. It mainly derives into two as soft and
hard.

• Soft model: Employees are treated as the most important. Also considered as a competitive
advantage to the business and focus on their roles, rewards and motivation.

• Hard model: Employees are also considered as same as other assets. (building, machinery)
More attentive towards the hiring, moving and firing processes. Also consider about the
cost in the times of need. (Soft and Hard HRM. 2020)

Since the above two models are contradictory it is impossible to incorporate both within a single
model of HRM. As per the findings of Bailey et al., (1997) it is found that no company follows
just one model from either form. Further it is found that even the many companies adopted the
expression of the soft model, what employees underwent was a more strategic control method
which apply towards the hard model. (Bailey et al., 1997)

a.) Comparison between HR models

Table 1:Various HR models

Models Factors and HR practices Outcomes

Hard Model • Economic, political and • Short term changes in
cultural forces employee numbers.
• Performance • Minimal employee
management relations
• Strategy in achieving • Minimum wage
company goals
 • Cost control
• Hiring
• Moving
• Firing
Soft Model (Harvard model) • Stakeholder interests
• Situational factors
(business strategy,
management
philosophy, unions,
labor market etc.)
• Delegated levels of
authority,
responsibility, power.
• Reward systems –
paying, motivation
• Design of work and
allocation of people
Guest Model (1997) • HRM strategy
• Selection
• Training
• Appraisal
• Rewards
• Job design
• Involvement
• Status and security
Jackson and Schuler Model • Macro environment – Stakeholder satisfaction
local, national,
multinational conditions
• Microenvironment-
leadership, strategy,
organizational culture
and structure
• HR planning
• Job analysis
• Recruitment and
retention
• Selection
• Training and developing
• Little empowerment or
delegation
• Appraisal depends on
judgements.
• Taller organizational
structures
• HR- commitment, cost –
effectiveness,
competence
• Long term –
organizational
effectiveness, social
wellbeing, individual
wellbeing
• Flatter organizational
structures
• HR- commitment,
quality, flexibility
• Behavior – effort,
motivation,
cooperation,
involvement,
organizational
citizenship
• Performance – high
productivity/ quality
and innovation, ow
absence, conflict, labor
turnover, complaints
• Financial- profits, return
on investments
• Owners & investors –
financial returns,
cooperate reputation,
long – term survival
• Customers – quality,
speed, responsiveness,
low cost
• Society- Legal
compliances, social
responsibility, ethical
practices
 • Measuring performance
• Compensating
• Rewards
• Workplace safety and
health
• Employee relations
• Other companies:
reliability,
trustworthiness,
collaborative problem
solving
• Organizational
Members – Fairness,
quality of work life, long
-term employability

Armstrong model • Business strategy • HR- engagement,

• Contingency variables: commitment,
External- competitions, motivation, skill
economic, social, legal • Business- productivity,
Internal – size, sector, quality, customer
technology, employees, culture satisfaction
• Resourcing • Financial – profit, sales,
• Performance market share value
management
• Learning &
development
• Reward management
• Employee relations

Author created based on (Lapiņa, Maurāne and Stariņeca, 2014; Soft & Hard Model of HRM2018).

2.2 Introduction to the company

JKH's business initiated in 1870 as a produce representative in tea, the most flourishing industry
in the nation around then.

Throughout the years, JKH has lined up with the development areas of the nation, advancing its
arrangement of organizations to stay pertinent at every crossroads of time. Today, most of the
organizations of the Group are pioneers in their ventures.

They are the biggest proprietor and administrator of rooms with 2,400 rooms under the Cinnamon
brand. Cinnamon Hotels and Resorts is perceived similarly to a home-developed Sri Lankan brand
with the ability to rival the best universal brands. The Group entered the beverage and ice creams
business through the acquisition of Whittall Boustead Limited in 1991 which is widely known by
its brand name as Elephant House. The grocery stores business under the brand 'Keells' has built
up itself as one of the main chains, perceived for its novel contribution and administration gauges,
at esteem for cash. They have extended to more than 100 outlets at present and serve a huge number
of Sri Lankan buyers on a month to month premise.

One of the key triumphs of the John Keells has been the foreknowledge and eagerness to wide
base their shareholding. They are the uncommon Sri Lankan organization not constrained by a
solitary investor. This has driven a meritocracy and a presentation based supervisory crew that has
reliably conveyed an incentive to their various base of partners.

They have willfully embraced many groundbreaking HR rehearses that support non-discrimination
of any structure. JKH has consistently advanced gender equality and over 33% of their workforce,
including at the official level, are female and they support ladies in higher administration. John
Keells was likewise the main Sri Lankan organization to incorporate non-discrimination against
the LGBTIQ people group in HR policies and practices. In this way genuinely making equivalent
open door for all. They proceed to cultivate and empower decent variety in all structures as this
gives JKH interesting viewpoints and energizes collaboration. (https://www.3cs.lk/, 2020)

3. HR concepts
Human resources play a vital role in bringing competitive advantage to an organization. It also
helps to bring continuing returns and lay the compound for world class performance.

The foundation of JKHPLC’s HR philosophy is to an equal opportunity employer. Further they

are committed in being “More than just a workplace”.

3.1 Alienation
Alienation is a condition of irritation, or a sentiment of being an untouchable from society. Line
workers are engaged with a little piece of the last item, have little authority over the cadence of
their work and may have no clue about the importance of their commitment. Their work can seem,
by all accounts, to be outsider with no relationship or importance to their lives other than to deliver
salary. As an outcome they may feel little energy and, frequently, dynamic antagonistic vibe
towards what appears constrained work. (Alienation, 2020)

3.2 Motivation
Motivation can be comprehended as the longing or drive that an individual need to complete the
work. For example, when confronted with an errand, it is the inspiration to achieve it that decides
if a specific individual would finish the undertaking as indicated by the prerequisites or not.
Further, the absence of motivation prompts underperformance and loss of intensity bringing about
loss of gainful assets for the association. It is therefore that the HR administrators’ weight on the
employees having elevated levels of inspiration to take care of business.

(Importance of Motivation in Human Resource Development (HRD), n.d.)

3.3 Commitment
Commitment can be defined in many means according to different perspectives.

• Connection to a goal: being bound to it or strong determination regarding it despite the

origin of the goal.

• Believing in a goal by having a strong desire to achieve it.

• Connection to an organization: a psychological state that ties a person to the organization.

In this situation rather than leaving an organization’s employees are more loyal towards it.

• Connection to a job: the likelihood that a person continues to work in a job and feels
psychologically bound to it. This is regardless of whether it is fulfilling or not.

• Someone's attitude towards their work. (Bronwyn, 2019)

3.4 Engagement at work

Employee engagement is a work environment strategy intended to improve an employee's
sentiments and passionate connection to the organization, their activity obligations, position inside
the organization, their kindred employees, and the organization culture. HR divisions can utilize
employee engagement strategies to support prosperity and efficiency over all organization levels.
(What is Employee Engagement in HR? | BambooHR, n.d.)
4.Effective Leadership
Effective leadership will construct trust and regard between the worker connections, where there
will be interdependencies between the association and the individuals. Greater responsibility is too
anticipated from the effective leadership as employees are roused by the solid bonds made. It is
crucial that effective leadership is carried out in a company because the consequences of
ineffective leadership will lead to issues such as high work turn over, employee conflicts and
unachieved workplace goals as a result of employee de-motivation. (Perera, 2016)

4.1 Professionalism
In accomplishing the goal of cordial employer- employee relationship the organization has set up
policies concerning HR covering all subjects of employment including labor relations, training,
equal opportunity and health and safety of its workforce. Employee profession advancement and
training requirements, among others are recognized through the yearly performance management
cycle completed for all staff in employment. It is highly noticeable that JKH always take measures
to observe every detail regarding HR management. The Group has started propelling a human asset
data stage that empowers proactive management of its Human Capital going from learning and
development, recruitment, employee engagement, recognition and rewards in its move towards
digitalization. Further JKH also have initiated “Sexual orientation and gender identity” into the
discrimination policy and included it in the group’s code of conduct. The plenty of measures JKH
has been initiated in order to uplift the HR management in the organization have made JKH one
of the most highly admired entity in the country.

4.2 Team working

It is important to maintain the team spirit within the employees of the organization because at the
end every process is a collection of individuals as a team.

A key strategy of JKH is “equal opportunity principle by including people representing both
genders, multiple social backgrounds and age groups”. (John Keels Holdings PLC, 2018)
In order to build up the employee engagement and team building the company provides
opportunities for participating in team sports, Annual activity calendar, and employee participation
in CSR projects. Further a support talk discussion is made on the web, which is a stage for
employees of the Group to get together to examine encounters, share thoughts, and offer
enthusiastic help for one another during a period of misery or need. A solid social encouraging
group of people can be basic to help employees through the pressure of extreme occasions. This
would empower employees to be more grounded as individuals and furthermore as groups which
would bring about energy and accomplishment later.

4.3 Ethical approaches to HRM

Integrity, care and trust are basic beliefs characteristic for the John Keells Group. Appropriately,
the Group is focused on maintaining the general human rights of every one of its partners while
keeping up the most elevated moral principles in the entirety of its business activities. Doing
business in a moral way is a key worth driver for the Group and set in high significance to financial
specialists and as a method for maintaining the Group's reputation. All things considered, the
Group has planned tough policies administering the zones of child labor, forced labor, human
rights and anti-corruption, with moral practices being considered of high significance inside the
Group's tasks and its worth chain. The Group guarantees that all organizations are instructed on
the forced and compulsory labor furthermore, necessary work and all organizations are expected
to regard and maintain the rights of employees to enter, remain and terminate employment. (John
Keels holdings PLC, 2018)

5.Conclusion
Overseeing Human Capital in the midst of the ever-advancing business dynamic calls for altered
arrangements that are both timely and relevant. This implies staying up with the most recent human
improvements patterns and finding harmony to accomplish the best possible fit between what is
correct for the Company and the employee.

During this study of JKH ‘s practices in HR management it is found that currently JKH is following
numerous rules and regulations in order to maintain a higher standard of HR management.
 Figure 1:Management approach towards HR in JKH

6.References
Bailey, C., Gratton, L., Hope-Hailey, V., McGovern, P. and Stiles, P. (1997) 'Soft and Hard Models
of Human Resource Management: A Reappraisal', Journal of Management Studies, 34. doi:
10.1111/1467-6486.00042.

BambooHR. n.d. What Is Employee Engagement In HR? | Bamboohr. [online] Available at:
<https://www.bamboohr.com/hr-glossary/employee-engagement-in-hr/> [Accessed 1 May 2020].

Bronwyn, W., 2019. What Is Employee Commitment?. [online] Effectory - Listen. Learn. Lead.
Available at: <https://www.effectory.com/knowledge/what-is-employee-commitment/>
[Accessed 1 May 2020].
Hrmguide.co.uk. 2020. Alienation. [online] Available at:
<http://www.hrmguide.co.uk/glossary/alienation.htm> [Accessed 1 May 2020].

https://www.3cs.lk/, W., 2020. 150 Years and Beyond: Growing with The Nation. [online]
Keells.com. Available at: <https://www.keells.com/our-150-year-journey> [Accessed 28 April
2020].

John Keels holdings PLC, 2018. Managemnet Approach Disclosures. Annual report 2017/18.
[online] Colombo, pp.9-12. Available at:
<https://www.keells.com/resource/Management_Approach_Disclosures_2017_18.pdf>
[Accessed 8 May 2020].

John Keels Holdings PLC, 2018. The Right Thinking. Annual Report 2017/18. [online] Colombo,
pp.47-53. Available at: <https://www.johnkeellstea.com/html/JKPLC-AR-2017-18.pdf>
[Accessed 8 May 2020].

Lapiņa, I., Maurāne, G. and Stariņeca, O. (2014) 'Human Resource Management Models: Aspects
of Knowledge Management and Corporate Social Responsibility', Procedia - Social and
Behavioral Sciences, 110, pp. 577-586. doi: 10.1016/j.sbspro.2013.12.902.

Managementstudyguide.com. n.d. Importance Of Motivation In Human Resource Development

(HRD). [online] Available at: <https://www.managementstudyguide.com/motivation-in-human-
resource-development.htm> [Accessed 8 May 2020].

Mullins, L., 2005. Management And Organizational Behavior By Laurie J. Mullins. 7th ed.
Harlow: Pearson Education Limited, pp.746-794 , 941-1000.

Perera, M., 2016. Managing Human Capital At John Keels Group. [online] Available at:
<https://www.slideshare.net/MarianAmandaPerera/assignmentmhc?from_action=save>
[Accessed 30 April 2020].

Soft & Hard Model of HRM. (2018) Available

at: https://www.slideshare.net/mohiuddinkhantanvir/soft-hard-model-of-hrm (Accessed: May 8,
2020).

Soft and Hard HRM. (2020) Available at: https://www.tutor2u.net/business/reference/soft-and-

hard-hrm (Accessed: May 8, 2020).
MBA project – approved till
10/06/2020
Managing People –
08/05/2020

Marcelline A
28/04/2020