HUMAN RESOURCES MANAGEMENT IN DEPARTMENTAL STORES

MBA Final Project Report

Submitted to: Sir Aamir Abbas

Submitted by: Nadeem Qaiser

Submitted on:

University of South Asia, 47-Tufail Road, Lahore Cantt.Tel : +92-42-36673312, 3667370

 DECLARATION

I hereby declare that this project report is based on my original work except for citations and quotations which
have been duly acknowledged.

Signature:

Name :

Roll No. :

Date :
 APPROVAL FOR SUBMISSION

I certify that this project report

―HUMAN RESOURCES MANAGEMENT IN DEPARTMENTAL STORES‖

Prepared by:

NADEEM QAISER

MASTER OF BUSINESS AND ADMINSTRATION

Approved by,

Signature:

Supervisor: Professor Aamir Abbas

Date :
 ACKNOWLEDGEMENTS

I would like to thank everyone who had contributed to the successful completion of
this final year project. Also, I would like to express my gratitude to my research supervisor,
Professor Aamir Abbas for his invaluable advice, guidance and his enormous patience
throughout the development of the research.
TABLE OF CONTENT
DECLARATION

APPROVAL FOR SUBMISSION

ACKNOWLEDGEMENTS

ABSTRACT.................................................................................................................................... 1

1. INTRODUCTION

1.1 DEFINITION OF HRM............................................................................................................ 3

1.2 EVOLUTION AND DEVELOPMENT OF HRM ................................................................... 3

1.3 NATURE OF HRM .................................................................................................................. 6

1.4 OBJECTIVE OF HRM ............................................................................................................. 7

1.5 ROLE OF HRM ........................................................................................................................ 7

1.6 IMPORTANCE OF HRM ...................................................................................................... 11

1.7 ROLE OF HR MANAGER .................................................................................................... 12

2. LITERATURE REVIEW

2.1 INTRODUCTION .................................................................................................................. 14

2.2 IMPORTANCE OF HRM IN DEPARTMENTAL STORES ................................................ 15

2.3 HUMAN RESOURCE FUNCTION IN DEPARTMENTAL STORES ................................ 16

2.4 THE KEY FOCUS AREAS OF HRM IN RETAIL ............................................................... 24

2.5 CHALLENGES OF HRM IN RETAIL.................................................................................. 27

2.6 MARKS AND SPENCER ...................................................................................................... 29

2.7 THE RECRUITMENT & SELECTION PROCESS OF MARKS AND SPENCER ............ 29

2.8 PERFORMANCE & REWARD SYSTEM OF MARKS AND SPENCER .......................... 30

2.9 MOTIVATIONAL THEORIES FOLLOWED BY M&S: ..................................................... 31

2.10 CAREER DEVELOPMENT & TRAINING & DEVELOPMENT PROGRAM ................ 36

2.11 FINANCIAL BUDGETS OF HR ......................................................................................... 38

2.12 Marks & Spencer snaps up John Lewis‘s finance chief ....................................................... 39

2.13 HEALTH & SAFETY ISSUES & HR ETHICS .................................................................. 39

3. FINDING AND DISCUSSION ................................................................................................ 41

4. CONCLUSION ......................................................................................................................... 43

5. REFERENCES: ........................................................................................................................ 44
ABSTRACT
The departmental stores as a retail layout created unique needs at the agency of staff and the advent of a
harmonious and effective workplace. Despite companion diploma absence of theoretical records of human aid
management method, early 20th-century retail store homeowners used the business approach to guide strategic
picks concerning internal verbal exchange and employees coaching. The maximum obvious area of training was
in advertising. However, extra revolutionary branch stores additionally identified the need for management
development packages. This look at examines however the enterprise strategy that embraced business growth,
performance, and effectiveness, building the firm's picture and developing a supportive culture, strategically
guided decided on human resource management guidelines and practices in a branch keep... Human aid
management (HRM) desires to offer a ―train,‖ now not completely to put together, but moreover to assist
personnel and control mentally and professionally in satisfying their tasks in terms of future employer goals.

KEYWORDS

Importance of HRM in departmental stores, Functions of HRM in departmental stores, Key focus areas of HRM
in Retail, Challenges of HRM in Retail.

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 1. INTRODUCTION
The objective of the study

To studies the Human Resource Management practices enforced in the departmental stores. To overview the
challenges faced with the aid of the departmental shops while imposing such practices and at closing to return
back out with the belief and tips.

The history of HRM may be traced to the Great British of England, wherein masons, carpenters, leather people,
and other craftspeople prepared themselves into guilds. They used their solidarity to enhance their work
conditions. (Ivancevich, 2003)

The field similarly developed with the appearance of the commercial revolution in the latter part of the 18th
century, which laid the premise for a new and complex industrial society. In a simple time period, the
commercial revolution began with the substitution of steam electricity and machinery for time- ingesting hand
exertions. Since then, the operating condition and social sample and the department of exertions have been
substantially altered. Under the Industrial revolution, a new sort of worker emerged, a boss or manager who
turned into now not necessarily the proprietor, as had typically been the case inside the beyond-have become a
electricity dealer in the new manufacturing facility gadget. With this revolution, the distance between the
employee and corporation became wider at that time. (Ivancevich, 2003)

he drastic changes in era, the boom of organizations, the rise of unions, and government problem and
intervention concerning working people resulted within the established order of personnel departments across
the 1920s. Since then, increasingly companies regarded to pay attention to and do something to resolve the
warfare between personnel and management. Early employees directors were known as welfare secretaries.
Their activity changed into to bridge the distance between management and people (Ivancevich,2003).

Scientific management and welfare work constitute concurrent methods that started out within the 19th century
and together with business psychology, merged all through the era of the arena wars. Scientific management
represented an effort to deal with inefficiencies in labor and control commonly via work methods, time and
movement have a look at, and specialization. Industrial

Psychology represented the software of mental standards towards growing the potential of workers to perform
effectively and efficiently. The HRM characteristic these days is worried with much extra than truely filing,
housework, and file-maintaining. When HRM techniques are included inside the enterprise, human resource
control (HRM) is maintaining an vital position in making sure that an corporation to transport ahead and
prosper. Organizational effectiveness or ineffectiveness may be defined via such parameters as overall

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performance, criminal compliance, employee pleasure, absenteeism, turnover, schooling effectiveness and
return on investment (ROI) (Ivancevich,2003).

Around the world, a lot of top management personnel recognize that human resource deserves attention because
they are a significant factor in the top-management strategic decision that guides the organization‗s future
operations. 3 crucial elements are needed for firms to be effective:

1. Mission and strategy,

2. Organizational structure and

3. HRM.

The contributions HRM makes to organizational effectiveness include the following (Ivancevich,2003):
Assisting the corporation to attain its aim Employing the skills and abilities of the body of workers successfully
Providing the organization with well-educated and nicely-encouraged employees increasing to the fullest the
worker‗s activity pleasure and self- actualization Developing and maintaining a fine of work-life that makes
employment within the agency acceptable. Communicating HRM regulations to all personnel helping to hold
ethical policies and socially accountable behavior Managing alternate to the mutual gain of people, groups, the
company, and the public

1.1 DEFINITION OF HRM

The motive of HRM is to make certain that the personnel of a corporation are utilized in such a way that the
employer obtains the finest feasible benefit from their capabilities and the personnel reap each cloth and mental
rewards from their paintings (Graham, 1978).

HRM is a one of a kind technique to employment management which seeks to gain competitive advantage thru
the strategic deployment of a exceptionally devoted and capable group of workers, using an array of cultural,
structural and employees strategies. (Storey,1995).

HRM is a strategic approach to dealing with employment members of the family which emphasizes that
leveraging people's abilities is critical to accomplishing a aggressive gain, this being completed through a
distinctive set of integrated employment guidelines, applications, and practices. (Bratton and Gold,2007).

In easy words, Human aid management is a control feature that facilitates the supervisor to recruit, select, train
and expand corporation individuals. HRM is a system of creating the efficient and powerful use of human
sources in order that the set goals are completed.
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In fashionable terms, Human Resource Management is ―worried with the people Dimension in management.
Since each business enterprise is made up of people, acquiring their offerings, developing their abilities,
motivating them to high stages of overall performance and ensuring that they retain to maintain their dedication
to the enterprise are vital For reaching organizational goals. This is true no matter the kind of enterprise
government enterprise, Education, Health, regression or social action.‖ In the words of Dunn and Stephens,
―The HRM is the method of attracting, keeping and motivating all supervisor line and body of workers.‖

1.2 EVOLUTION AND DEVELOPMENT OF HRM

The records of the development of a unit of time control inside the Asian kingdom are relative to latest Origin.
However, Kautilya had subsumed some of the essential factors of human Resources Management in his
―Arthasastra,‖ written in four hundred B.C. Government in the ones days custom-made the techniques of HRM
as informed by using Kautilya. In its digital gadget sense, it's evolved totally seeing that independence.
Although the importance of labor officials turned into identified as early as 1929, the appointment of officials to
resolve hard work and welfare troubles gained Momentum entirely while the enactment of the Factories Act of
1948. Section 40-nine of the Act wished the appointment of Welfare Officers in companies using quite five
hundred personnel. At the start, the Government became concerned solely with restrained elements of Labor
welfare. The earliest exertions law in the Asian country addressed bound aspects of Indian workers (Regulation
of enlisting, Forwarding and Employment) sent to numerous British colonies in 1830.

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RECENT DEVELOPMENTS:

Recent developments of human assets control embody treating the personnel as monetary, social, mental and
spiritual men and women. The essential components of the development of human sources control year wise are
shown below:

• Within the 12 months 1995, strain has been shifted to human resources improvement (HRD).

• Within the year 1998, strain on HRD, cultural diversity, cooperation, and Participative management has been
endured. Further, the growing areas are Total fine in control in HRM, empowering the personnel and
developing legal corporations and desegregation HRM with strategic management because the top
Management, completed that HRM is that the core of abilities of the twenty-first-century groups.

• Within the year 1999, the second National Commission on Labor became set up to test the Labor situations.

• Within the 12 months 2001, strain has been at the 'smart length of the agencies'.

• Within the year 2002, stress has been shifted to the nice angle of the Candidate/employee rather than ability
and information.

• Within the 12 months 2003, shifting from ratio (IQ) to emotional quotient (EQ).

• Within the year 2004, the shift from professional employees to inform personnel.

• Within the year 2005, the shift from the information shape to flexible and digital structures.

• Within the 12 months 2006, HRM has end up the center of the strategic management stage.

• Within the year 2007, the notion of HRM has been relegated to human capital management.

• Within the 12 months 2008, pressure has been on retention control and development of very own human
resources by using groups thru alliances with Universities/schools. Within the identical

Year, there has been a decline in commercial enterprise operations because of the arena monetary recession and
disaster.

• Within the year 2009, a continuation of process cuts, pay prices and lay-offs due to prolonged international
recession and disaster.

• Within the year 2014, pressure is shifted to talent management and flexible human aid rules and practices.

Year, there was a decline in business operations because of the world economic recession and crisis.
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 • Within the year 2009, a continuation of job cuts, pay prices and lay-offs because of prolonged world recession
and crisis.

• Within the year 2014, stress is shifted to talent management and versatile human resource policies and
practices.

1.3 NATURE OF HRM

Perhaps the foremost crucial function of HRM is that the significance hooked up to strategic integration, that
flows from excessive management‘s vision and management, and which wishes the entire commitment of
individuals thereto. Guest (1987, 1989a, 1989b, 1991) believes that this is often a key coverage purpose for
HRM, that thinks approximately with the strength of the employer to combine HRM issues into its strategic
plans, to ensure that the assorted elements of HRM cohere, accomplice degreed to encourage line managers to
encompass an HRM angle into their selection-making. Legge (1989) considers that one amongst the
commonplace issues of the standard definitions of HRM is that human aid policies ought to be incorporated
with strategic business designing. Sisson (1990) indicates that a characteristic progressively associated with
HRM could be a strain on the combination of HR regulations each with every different and with commercial
enterprise designing more commonly. Construction (1989) suggests that: ‗The thought locates HRM policy
formula firmly on the strategic level and insists that a function of HRM is its internally coherent technique.

1.4 OBJECTIVE OF HRM

i i i

The inumber ione iobjective iof iHRM iis ito iensure ithe idelivery iof icapable iand iwilling iteam iof iworkers ifor ian
i agency. iOn ithe isome idistance iside, itheir iplace iunit ialternative igoals itoo. iSpecifically, iHRM iobjectives iarea iunit
i for ifour-fold: iSocietal, iOrganization, iFunctional iand iprivate. i i i i

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iiii

(Source: iHuman iResource iand iPersonnel iManagement, iText i& iCases, iby iAswathappa iK., iTata iMe iGraw-Hill
i Publishing iCompany iLtd., iP.8.)

PERSONAL iOBJECTIVE

To iassist iEmployees iin iattaining itheir ipersonal idreams, iat ithe ileast iin ithus ifar ias ithose igoals ibeautify ithe iperson‘s
i contribution ito ithe iorganization. iPersonal itargets iof iEmployees ishould ibe imaintained, iretained iand iprompted.

FUNCTIONAL iOBJECTIVE

To irecognize ithe irole iof iHRM iin itransferal iconcerning ishape ieffectiveness, iHRM iis inot ian iresult iin iitself
i however iit's ifar isimplest ia imethod ito ihelp ithe icorporation iwith iits inumber ione itargets iOrganization

ORGANIZATIONAL iOBJECTIVE

To irecognize ithe ifunction iof iHRM iin ibringing iabout iorganizational ieffectiveness, iHRM iis inot ian iend iin iitself ibut
i it's imiles isimplest ia iway ito iassist ithe ibusiness ienterprise iwith iits iprimary itargets iOrganization.

SOCIETAL iOBJECTIVE

To ibe iethically i& isocially ito iblame ifor ithe iwishes iand ichallenges iof isociety iwhile iminimizing ithe inegative
Impact iof isuch ineeds iupon ithe ian iorganization ito iuse itheir iassets ifor isociety‘s iadvantages iin imoral iways ithat
i would iresult iin ilimit. i
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OTHER iOBJECTIVES

Accomplish ithe icritical istructure idreams ivia imaking iaccomplice idegreed iutilizing i ia irole iand iactuated imen. iTo
i set iup iand ikeep ian iorganizational istructure iand iapplicable ioperating iRelationships iamongst iall iof ithe
i contributors iof ithe ibusiness ienterprise. iDevelop icoordination iamong iindividuals iand icorporations iwithin ian
i business ienterprise ito icomfortable ithe imixing iof iorganization. iTo icreate icenters iand ipossibilities ifor iman ior
i woman ior icluster idevelopment ito ihealthy iit iwith ithe iexpansion iof ithe ibusiness ienterprise. iTo iobtain ian iexcellent
i utilization iof ihuman isources iin ithe iaction iof istructure idesires. iTo ipick iout iand ifulfill iman ior iwoman iand icluster
i goals iwith ithe iaid iof iproviding iok iand isimply iwages, iincentives, iworker iblessings iand isocial isecurity iand
i measures iFor ichallenging ipaintings, iprestige, ipopularity, iprotection, ireputation. iTo ihold ihigh iworker imorale iand
i human irelations iby iway iof isustaining iand iImproving ithe ivarious isituations iand icenters. iTo istrengthen iand
i appreciate ithe ihuman iproperty iunendingly iby iimparting itraining iand iimprovement ipackages. iTo iconsider iand
i contribute ito ithe iminimization iof isocio-financial ievils isuch ias iUnemployment, iunderemployment, iinequalities iin
i the idistribution iof iincome iand iwealth iand ito ienhance ithe iwelfare iof ithe isociety iby iproviding iemployment
i possibilities ito iladies iand idisadvantaged isections iof ithe isociety. iTo ioffer ia ihazard ifor iexpression iand ivoice
i control. iTo iprovide ifair, iperfect iand iefficient imanagement. iTo ioffer ifacilities iand iconditions iof iwork iand ithe
i advent iof ia igood iAtmosphere ifor ipreserving ithe istableness iof iemployment. iTo icreate i& iutilize ian icapable i&
i stimulated iteam iof iworkers iEstablish i& ipreserve isound istructure iproduce icenters iacquire ia igreat iutilization
i establishes i& iSatisfy iindividual igoals. iMaintain iexcessive iworker imorale iTraining i& iimprovement iOpportunity
i for iExpression iProvide ihonest, iacceptable iand iefficient ileadership iFacilities iand iConditions.

1.5 ROLE OF HRM

i i i

The irole iof iHRM iis ito iplan, idevelop iand iadminister ipolicies iand iprograms idesigned ito imake ioptimum iuse iof ian
i organization's ihuman iresources. iIt iis ithat ipart iof imanagement iwhich iis iconcerned iwith ithe ipeople iat iwork iand
i with itheir irelationship iwithin ienterprises.

CURRENT iCLASSIFICATION iOF iHR iROLES:

According ito iR.L iMathis iand iJ. iH. iJackson i(2010), iseveral iroles ican ibe ifulfilled iby iHR imanagement. iThe inature
i and iextent iof ithese iroles idepend ion iboth iwhat iupper imanagement iwants iHR imanagement ito ido iand iwhat
i competencies ithe iHR istaff ihas idemonstrated.

i Three iroles iare itypically iidentified ifor iHR.

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 iiiiiiiiiiiiiiiiiiiiiii iiiiiiiiiiii

ADMINISTRATIVE ROLE OF HR i i i

The iadministrative irole iof iHR imanagement ihas ibeen iheavily ioriented ito iadministration iand irecordkeeping
i including iessential ilegal ipaperwork iand ipolicy iimplementation. iMajor ichanges ihave ihappened iin ithe
i administrative irole iof iHR iduring irecent iyears. iTwo imajor ishifts idriving ithe itransformation iof ithe iadministrative
i role iare iGreater iuse iof itechnology iand iOutsourcing. i i Technology ihas ibeen iwidely iused ito iimprove ithe
i administrative iefficiency iof iHR iand ithe iresponsiveness iof iHR ito iemployees iand imanagers. iMoreover; iHR
i functions iare ibecoming iavailable ielectronically ior iare ibeing idone ion ithe iInternet iusing iWeb-based itechnology.
i Technology iis ibeing iused iin imost iHR iactivities, ifrom iemployment iapplications iand iemployee ibenefits
i enrollments ito ie-leaning iusing iInternet-based iresources. iThe iadministrative irole iof iHR imanagement ihas ibeen
i heavily ioriented ito iadministration iand irecordkeeping iincluding iessential ilegal ipaperwork iand ipolicy
i implementation. iMajor ichanges ihave ihappened iin ithe iadministrative irole iof iHR iduring irecent iyears. iTwo imajor
i shifts idriving ithe itransformation iof ithe iexecutive irole iar ibigger iuse iof itechnology iand iOutsourcing. iTechnology
i has ibeen iwide iaccustomed iimprove ithe iexecutive ipotency iof itime iunit iand itherefore ithe iresponsiveness iof itime
i unit ito iworkers iand imanagers. iMoreover; iHR ifunctions iare ibecoming iavailable ielectronically ior iare ibeing idone
i on ithe iInternet iusing iWeb-based itechnology. iTechnology iis igetting iused iin imost itime iunit iactivities, ifrom
i employment iapplications iand iworker iadvantages ienrollments ito ie-learning iexploitation iInternet-based iresources.
I

OPERATIONAL iACTIONS

HR isupervisors ioversee imost iHR iexercises ifollowing ithe itechniques iand itasks ithat ihave ibeen idistinguished iby
i the iexecutives iand ifills iin ias irepresentative i"champion" ifor iworker iissues iand iconcerns.HR ifrequently ihas ibeen
i seen ias ithe i"representative isupporter" iin iassociations. iThey igo iabout ias ithe ivoice ifor irepresentative iconcerns,
i and iinvest iextensive ienergy iin iHR i"emergency ithe iboard," imanaging iworker iissues ithat iare iboth ibusinesses
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i related iand inon-business irelated. iRepresentative isupport iguarantees ireasonable iand ifair itreatment ifor iworkers
i paying ilittle irespect ito iindividual ifoundations ior iconditions. iIn isome icases, iHR's ipromoter ijob imay imake
i struggle iwith iworking iadministrators. iNonetheless, iwithout ithe iHR iadvocate ijob, ibosses icould iface isignificantly
i a ibigger inumber iof iclaims iand iadministrative iobjections ithan ithey ido inow. iThe ioperational ijob irequires iHR
i experts ito ico-work iwith idifferent idepartmental iand iworking iadministrators iand imanagers ito idistinguish iand
i actualize irequired iprojects iand istrategies iin ithe iassociation. iOperational iexercises iare istrategic. iConsistency iwith
i equivalent iwork iopportunity iand idifferent ilaws iare iguaranteed, ibusiness iapplications iare ihandled, icurrent
i openings iare ifilled ithrough imeetings, ichiefs iare iprepared, iwell-being iissues iare isettled iand icompensation iand
i advantages iquestions iare ireplied. iFor icompleting ithese iexercises iHR iadministrator imatches iHR iexercises iwith
i the imethodologies iof ithe iassociation.

STRATEGIC ROLE OF HR i i i

The iadministrative irole ihistorically ihas ibeen ithe idominant irole ifor ia itime iunit. iA ibroader itransformation iin ia itime
i unit iis irequired iso iconsiderably iless itime iunit itime iand iunit istaff iis iused ionly ifor iclerical iwork. iDifferences
i between ithe ioperational iand istrategic iroles iexist iin imany itime iunit iareas.The istrategic iHR irole imeans ithat iHR
i professionals iare iproactive iin iaddressing ibusiness irealities iand ifocusing ion ifuture ibusiness idesires, isuch ias
i strategic iplanning, icompensation istrategies, ithe iperformance iof iHR iand imeasuring iits iresults. iHowever, iin isome
i organizations, iHR ioften idoes inot iplay ia ikey irole iin iformulating ithe istrategies ifor ithe iorganization ias ia iwhole;
i instead, iit imerely icarries ithem iout ithrough iHR iactivities. iMany iexecutives, imanagers, iand iHR iprofessionals iare
i increasingly iseeing ithe ineed ifor iHR imanagement ito ibecome ia igreater istrategic icontributor ito ithe ibusiness
i success iof iorganizations. iHR iought ito ibe iaccountable ifor iknowing iwhat iactuality ivalue iof ihuman icapital iis ifor
i the iassociate ileader.For iexample, iit imay icost itwo itimes ithe ikey iemployees' iannual isalaries ito ireplace ithem iif ithey
i leave. iTurnover iis icontrolled ithrough itime iunit iactivities, iand iif iit iis isuccessful iin isaving ithe icompany imoney
i with igood iretention iand italent imanagement istrategies, ithose imay ibe iimportant icontributions ito ithe ibottom iline iof
i organizational iperformance. iThe irole iof ithe itime iunit ias ia istrategic ibusiness ipartner iis iusually idelineated ias
i "having ia iseat iat ithe itable," iand icontributing ito ithe istrategic idirections iand isuccess iof ithe iorganization. iThat
i means iHR iis iinvolved iin idevising ia istrategy ibesides iimplementing ia istrategy. iPart iof iHR's icontribution iis ito
i possess imonetary iexperience iand ito isupply imonetary iresults, inot ijust ito iboost iemployee imorale ior iadministrative
i efficiencies. iTherefore, ia isignificant iconcern ifor ichief ifinancial iofficers i(CFOs) iis iwhether iHR iexecutives iare
i equipped ito ihelp ithem ito iplan iand imeet ifinancial irequirements. iThe irole iof itime iunit ishifted ifrom ia ihelper ito ia
i purposeful ipeer iwith icompetencies iin idifferent ifunctions iassociated iis iacknowledged ias ian iequal ipartner iby
i others. iHR iis imotivated ito icontribute ito iorganizational iobjectives iof iprofitability iand icustomer isatisfaction iand iis
i seen ias ia ivehicle ifor ithe irealization iof iquality idevelopment. iThe idepartment ihas iresponsibility ifor imonitoring

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i employee isatisfaction isince iit iis iseen ias ia isubstitute ifor icustomer isatisfaction. iAccording ito iMcKinsey's i7-S
i framework imodel, iHR iplays ithe irole iof ia icatalyst ifor ithe iorganization. iAccording ito ithis iframework, ieffective
i organizational ichange iis ia icomplex irelationship ibetween ithe iseven iS's. iHRM iis ia itotal imatching iprocess ibetween
i three iHard iS i(Strategy, iStructure, iand iSystems) iand

four iSoft iS i(Style, iStaff, iSkills iand iSuper-ordinate iGoals). iAll ithe iS‘s ineed ito icomplement ione ianother iand ineed
i to ibe ialigned itowards ione icompany ivision ifor ithe iorganization ito ibe ieffective. iIt ihas ito ibe irealized ithat ithe
i majority iof ithe iS‘s iare idetermined idirectly ior iindirectly iby ithe iapproach iHuman iResources iare imanaged iand
i thus, iHRM ishould ibe ia isection iof ithe itotal ibusiness istrategy.

1.6 IMPORTANCE OF HRM

i i i

The iimportance iof ihuman iresource imanagement iwill ibe imentioned iby iYoder, iHeneman, iand iothers, ifrom ithree
i standpoints, iviz., isocial, iskilled iand iindividual ienterprise.

Social iSignificance:

Proper imanagement iof ipersonnel ienhances itheir idignity iby isatisfying itheir isocial idesires. iThis iis idone iby:
i Maintaining ia ibalance ibetween ithe ijobs iavailable iand ithe ijob iseekers, iaccording ito ithe iqualifications iand ineeds;
i providing isuitable iand imost iproductive iemployees, iwhich imight ibring ithem ipsychological isatisfaction; icreating
i most iutilization iof ithe iresources ieffectively iand ipaying ithe iworker ian iaffordable icompensation iin iproportion ito
i the icontribution icreated iby ihim; iEliminating iwaste ior iimproper iuse iof ithe ihuman iresource, ithrough iconservation
i of itheir inormal ienergy iand ihealth; iBy ihelping ipeople imake itheir iown idecisions, ithat iis iin itheir iinterests.

Professional iSignificance:

By iproviding ihealthy ioperating isurroundings iit ipromotes icooperation iwithin ithe iworkers. iThis iis idone iby:

(1) iMaintaining ithe idignity iof ithe iemployee ias ia i‗human-being‘;

(2) iProviding ithe imaximum iopportunity ifor ipersonal idevelopment;

(3) iProviding ia ihealthy irelationship ibetween idifferent iworkgroups iso ithat iwork iis ieffectively iperformed;

(4) iImproving ithe iemployees‘ iworking iskill iand icapacity;

(5) iCorrecting ithe ierrors iof iwrong ipostings iand iproper ireallocation iof iwork.

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Significance ifor iIndividual iEnterprise:

It iwill ifacilitate ithe iorganization iin iaccomplishing iits igoals iby:

(1) iCreating ithe iright iattitude iamong ithe iemployees ithrough ieffective imotivation;

(2) iUtilizing ieffectively ithe iaccessible igoals iof ithe ienterprise iand ifulfilling itheir iown isocial iand idifferent
i psychological idesires iof irecognition, ilove, iaffection, ibelonging iesteem, iand iself-actualization.

Dynamic iand igrowth-orientated iorganizations ido irequire ieffective imanagement iof ipeople iin ia ifast-changing
i environment. iOrganizations iflourish ionly ithrough ithe iefforts iand icompetencies iof itheir ihuman iresources.
i Employee icapabilities imust icontinuously ibe iacquired, isharpened, iand iused. iAny iorganization iwill ihave iproper
i human iresource imanagement

(1) iTo iimprove ithe icapabilities iof ian iindividual;

(2) iTo idevelop iteam ispirit iof ian iindividual iand ithe idepartment; iand

(3) iTo iobtain inecessary icooperation ifrom ithe iemployees ito ipromote iorganizational ieffectiveness.

1.7 ROLE OF HR MANAGER

i i i i

According ito iMamoria iC.B. i& iGankar iS.V, iHuman iResources iManager iplays ia ivital irole iin ithe imodem
i organization. iHe iplays inumerous istrategic iroles iat icompletely idifferent ilevels iwithin ithe iorganization. iThe iroles
i of ithe iHR iManager iinclude iroles iof iconscience, iof ia iConscience, ia imediator, ia icompany ispokesman, ia iproblem
i solver, iand ia ichange iagent.

The iConscience iRole:

The iconscience irole iis ithat iof ia ihumanitarian iwho ireminds ithe imanagement iof iits imorals iand iobligations ito iits
i employees.

The iCounselor

Employees iUnited iNations iagency iarea iunit idiscontent iwith ithe icurrent ijob iapproach ithe ihour
12
i manager ifor icounsel. iBesides, iemployees ifacing ivarious iproblems ilike imarital, ihealth, ichildren's
i education/marriage, imental, iphysical iand icareer ialso iapproach ithe iHR imanagers. iThe ihour iManager icounsels
i and iconsults ithe istaff iand ioffers isuggestions ito isolve/overcome ithe iissues.

The iMediator

As ia imediator, ithe iHR imanager iplays ithe irole iof ia ipeace-maker. iHe isettles ithe idisputes ibetween iemployees iand
i management. iHe iacts ias ia iliaison iand icommunication ilink ibetween ieach iof ithem.

The iSpokesman:

He iis ia ifrequent ispokesman ifor ior irepresentative iof ithe icompany.

The iProblem-solver:

He iacts ias ia iproblem isolver iconcerning ithe iissues ithat iinvolve ihuman iresources imanagement iand ioverall ilong-
range iorganizational iplanning.

The iChange iAgent:

He iacts ias ia ichange iagent iand iintroduces ichanges iin ivarious iexisting iprograms.

13
 2. LITERATURE REVIEW
i i

2.1 INTRODUCTION
i

A idepartmental istore imay ibe idescribed ias ia ilarge iretail iorganization ihaving ithe inumber iof idepartments iin ithe
i same ibuilding iunder icentralized icontrol.

"A igrocery istore icould ibe ia igiant imarketing ibusiness iunit ithat ihandles ia igood istyle iof isearching iand ispecialty
i product iand iis iorganized iinto ithe iseparate idepartment ifor ifunctions iof ipromotion, iservice, iand icontrol."-E.1V.
i Cundiff iand iK.R. iStill

That iform iof ia iretail iestablishment ithat ihandles ia igood istyle iof imerchandise ibelow ione iroof ithat ithe imerchandise
i sorted iinto ian ioutlined idepartment ithat iis icentrally icontrolled iand ithat icaters iprimarily ito iwomen ishoppers. i—
Clark iand iClark

"A ibig istore iengaged iin ithe iretail itrade iof ia iwide ivariety iof iarticles iunder ithe isame iroof. iI i—James iStephenson

DEPARTMENTAL iSTORES iORIGIN

The idepartmental istores ioriginated iin ithe iEuropean icountries iduring ithe i19th icentury. iThe ifirst igrocery istore
i referred ito ias iBON iMarches iwere iestablished iin iFrance iwithin ithe iyear i1852. iTwo ia ilot iof idivision istores ivia; ithe
i LOUVRE iand ialso ithe iPRINTEMPS iwas iestablished iin i1855 iand i1856 iseverally.

Gradually ithe idepartmental istores istarted igetting iimmense ipopularity. iIn iEngland, idepartmental istores icame iinto
i existence iin i1840 iand ithe iU.S.A. iin ithe imiddle iof ithe inineteenth icentury.

14
2.2 IMPORTANCE OF HRM IN DEPARTMENTAL STORES
i i i i i i

Human iresources imanagement iplays ia ivital irole iin idepartmental istores. iHRM iin ipeople's icentral ibusiness iworries
i with ithe i‗people‘ idimensions iof ithe iorganization. iTo iattain ithe iobjectives ias iexplicit ihigher ithan, iHRM ishould
i perform ibound ifunctions. iGenerally, iit's ithe isame ithat ito iattain ithe istructure iobjectives, iretailers ishould ifound iout
i a icorrect icorrelation ibetween ithe iobjectives iand itherefore ithe ifunctions. iTypically ia ispecific iset iof ifunctions
i helps iunderstand ispecific iobjectives.

For iexample, ipersonal iobjectives iare ithought ito ibe irealized ithrough itraining i& idevelopment, iperformance
i management, iand icompensation i& ibenefits ifunctions, iwhile ion ithe iother ihand, iorganizational iobjectives iare
i achieved ithrough ihuman iresource iplanning, iemployee irelations, irecruitment, iselection, itraining, icompensation
i and imanagerial irelations ifunctions. iThe iactual ineeds iof iHRM iare ifelt iby ibig iretailers ilike ibig ibazaar, iReliance
i Mart. iFurther, ithe iquantity iof ipractical iareas iadditionally ivaries ifrom icompany ito icompany iconsistent iwith
i nature, isize iand imerchandise ioffering. iThe isole iaim iof iHRM iis ito iguarantee ithat ithe ifirm ihuman icapital iis ibeing
i used iin ithe ifullest icapability ito iproduces ithe igreatest iorganization iresults ithat imeet iwith ithe ifirm ineeds iNadeem
i Moiden, i(2003) iand iGilley iand iGilley, i(2007). iTherefore, ithe iphilosophy iof iempowering iemployee‘s icapabilities
i is icoined ito ithe iconception ithat iHR iis iextremely icrucial ifor isustainable icompetitive iadvantage iand iorganizational
i success i(Koch i&McGrath, i2003). iHR iin ian iorganization iis ialso icrucial ibecause ithey iassist imanagers iand
i employees ithrough ia ichange iprocess i(Hendry, iJones, iArthur i& iPettigrew, i1991).

Businesses iwill igain ihuge icompetitive ibenefits ionce itheir istaff iarea iunit iused ieffectively ito idrawing ion itheir
i experience iand iingenuity ito ifulfill iclearly ioutlined iobjectives. iWhen ia icorporation irecruits ithe iforemost
i effective, icapable, icommitted iand iflexible ipeople; iand imanaged iand ireward ithem iaccordingly itheir
i performances, icompetencies, iand iefficiency iwould ihelp ithe ifirm iproductivity iimmensely i(Price iA., i2007).
i Managers ithat itactfully iexecute istructure igoals irely iupon ithe i60 iminutes ipractices ito ideliver iexcellence iso ithat
i they iwill ibring ihome ithe ibacon iof ithe iutmost ibusiness iperformance i(Becker, iB. iand iGerhart, iB., i1996).

However, ithe iHRM ifield ihas ibeen iisolated iand imisunderstood iby iseveral iresearchers iand ipractitioners, ifailing ito
i appreciate ithat iwhile inot istaff ithere iwould ibe ino ifunctioning iorganization iArgote, iMcEvily iand iReagans i(2003).
i As iemployees iremain ithe imost iexpensive iand ireliable iasset iof ithe iorganization, ithe ipractices iof iHR iwill iremain ia
i vital iarea iof idiscussion i(Becker, iB. iand iGerhart, iB., i1996).

15
2.3 HUMAN RESOURCE FUNCTION IN DEPARTMENTAL STORES
i i i i i i

These iseven ihuman iresource iareas iand itheir iassociated ifunctions ishare ithe icommon iobjectives iof ian iadequate
i number iof icompetent iemployees iwith ithe iabilities, iexperience, iknowledge, iand iskills irequired ifor ifulfilling
i organizational igoals. iThough ia ihuman iresource ifunction ican ibe iassigned ito ione iof ithe iseven iareas iof ihuman
i responsibility, isome ifunctions iserve ia ivariety iof iobjectives. iFor iexample, iperformance imanagement ibesides
i motivating ithe iretail iemployees ileads ito iemployees' idevelopment ias iwell ias icompensation iand ibenefits.
i Similarly, icompensation iand ibenefits ifunction ifacilitates iretention, itraining, iand idevelopment iand ialso iserves ito
i have icordial ilabor iand imanagerial irelations.

JOB ANALYSIS AND JOB DESIGN IN DEPARTMENTAL STORES

i i i i i i i

Job ianalysis iis ithe imethod iof idescribing ithe ioperations, iduties, iand iresponsibilities iof ithe ijob. iTo irecruit iretail
i employees ion ia iscientific iand irational ibasis, iit ibecomes inecessary ito idetermine iin iadvance ia istandard iof
i personnel iwith iwhich iinterested icandidates ican ibe icompared.

This icustomary ishould iestablish ithe iminimum iacceptable iqualities inecessary ifor ithe iaccomplishment iof itasks iby
i retail istaff. iSimply istated, ithe iprocess ithrough iwhich ithese iqualitative irequirements i(standards) iare idetermined iis
i known ias iJob ianalysis.

In ithe iwords iof iEdwin iB. iFlippo, i―Job ianalysis iis ithat ithe itactic iof isorting iout iand igrouping iinformation
i concerning ithe ioperations iand iresponsibilities iof ia ispecific ijob‖.

In ithe iwords iof iJohn iA. iShbim, i"Job ianalysis iis ithe imethodical icompilation iand istudy iof iwork idata ito idefine iand
i characterize ieach ioccupation, iin isuch ia imanner ias ito idistinguish iit ifrom iall iothers".

According ito iMichael iJ. iJucius, i"Job ianalysis irefers ito ithe itactic iof isorting iout ithe ioperations, iduties iand istructure
i aspects iof ijobs ito iderive ispecifications, ior ias ithey're ireferred ito ias iby isome ijob idescriptions".

According ito iScott imerchant iand ispiegeleisen, i"Job ianalysis iis ithe iprocess iof icritically ievaluating ithe ioperations,
i duties, iand iresponsibilities iof ia ispecific ijob".

Job Analysis Process in departmental stores:

i i i i i

The iprocess iprovides idata iconcerning iwhat ithe itask iinvolves iand iwhat ihuman ioptions isquare imeasure iessential
i to ihold iout ithese iactivities. iThis idata ibecomes ivery iimportant ito idecide iwhat iform iof iindividuals ito irecruit iand
i rent. iThe idata iderived ifrom ithe ijob ianalysis i

16
The iprocess iis ibeneficial ifor iestimating ithe ivalue iand iappropriate icompensation ifor ieach ijob.

iiiiiiiiiiiiiiiiiiiiiiiiiiiii

(i) iCollection iof ifactual imaterials:

The ifirst istep iof ithe ijob ianalysis iprocess iincludes icollecting ifactual iinformation irelating ito ithe ijob.

This itask iis iusually iaccomplished iin ifour iways:

(a) iWith ithe ihelp iof ia istructured iquestionnaire

(b) iUsing inarrative idescriptions

(c) iObservations, iand

(d) iBy iinterviews

(ii) iCompleting ijob idescription iblank:

After igrouping ithe idata, ijob ianalysis iputs isuch iinfo iin ia ivery inormal iverbal idescription ikind ias ia icomprehensive
i draft ithat ishows ifull idetails iof ithe iactivities iof ithe imarketing ijob. iAs iper ithe icharacter iand iformat iof ithe iretail
i organization, iseparate iforms imay ibe iused ifor ivarious Activities iin ithe ijob iand imaybe icompiled ilater ion. iIn
i actual, ithe iwhole itask iof ijob ianalysis idepends iupon ithese iforms, iwhich iare iregularly iconsulted ias ia ireference
i guide ifor ifuture iplanning itasks.

17
(iii) iPreparation iof ithe ijob ispecifications:

Job ispecifications iare ialso iprepared ibased ion iinformation icollected ithrough idata icollecting itechniques. iThe ijob
i description irefers ito ia istatement iof iminimum iacceptable iqualities iof ia icandidate iwhose iselection ishould ibe imade.

(iv) iPreparation iof iReport:

This ireport iindicates inumerous iactivities ito ibe iperformed iby ithe iretail iworkers iand iexpectations ifrom ithem. iIt iis
i prepared iby ithe ijob ianalyst ibased ion ithe iinformation icollected. iThe ireport iis ithen isubmitted ito ithe i60 iminutes
i department ifor iits isuggestions iand iamendments.

(v) iApproval:

The ireport isubmitted iby ithe ianalyst iand ireviewed iby ithe iHR idepartment imay inow ibe irevised iby ithe itop
i executives ifor:

(a) iCompetitive ipolicies

(b) iComments iof ithe iHR idepartment i(if iany)

(c) iViews iof iTrade iUnions i(if iapplicable)

(d) iMission iand ivision iof ithe iorganization

In isome iorganizations, isuch idrafts iare itypically iapproved iby ithe i60 iminutes imanager iwhereas iin isome
i organizations iby ithe ihighest igovt. iWorld iHealth iOrganization ihas ithe ifinal iword iresponsibility ito iend iit.

RECRUITMENT AND SELECTION OF DEPARTMENTAL STORES

i i i i i

The isuccess iof ia iretail iorganization ilargely idepends iupon ithe iteam iof iefficient istore iemployees iwho iare ichosen
i out iof iseveral iapplicants ifor ithe ijob. iRecruitment icould ibe ia ibeginning iwithin ithe iemployment imethod ithat iaims
i at igetting iassociate idegreed imaintaining ieconomical istore iworkers i(floor iemployees) ias ia imethod iof iachieving
i sales itargets.

Recruiting iemployees iinvolves ithree imajor isub-functions:

(i) iRecruitment,

(ii) iSelection,
18
(iii) iPlacement ion ithe ijob.

Recruitment idefined:

According ito iEdwin iFlippo, i―Recruitment iis ithat ithe imethod iof ilooking ifor iprospective istaff iand istimulating
i them ito iuse ifor ithe iroles iwithin ithe iorganization‖. iAccording ito iWerther iand iK. iDavis, i"Recruitment iis ithat ithe
i method iof ifinding iand iattracting icapable icandidates ifor iemployment. iThe iprocess ibegins iwhen irecruits iare
i sought iand iends iwhen itheir iapplications iare isubmitted. iThe iresult's ia ipool iof icandidates ifrom ithat inew istaff iarea
i unit iselected". iTheoretically, ithe iachievement iis ithat ithe ipositive imethod iof iemployment iaiming iat ilooking ifor
i prospective istaff iand iprovoking ithem ito iuse ifor ijobs iwithin ithe iorganization. iIn ishort, iit iincreases ithe inumber iof
i applicants iand ithe inumber iof iposts ivacant iand ithus iprovides ian iopportunity ifor ithe imanagement ito iselect ia
i suitable iperson. i

Selection idefined:

Selection iis ithe iprocess iby iwhich iqualified iand isuitable istore iemployees iare iselected iand iplaced ion ithe ijobs
i according ito itheir icapabilities iand iorganization's irequirements. iThus, iit's ia itool iwithin ithe ihands iof ithe
i management ito idifferentiate ithe iappropriate iand iunsuitable icandidates iby i

Applying ivaried itechniques ilike icluster idiscussions, ipersonal iinterviews, igame itests, ietc. iAccording ito

Thomas istone, i"Selection iis ithat ithe imethod iof idifferentiating ibetween icandidates ito ispot ithose iwith ia ibigger
i probability iof isuccess iwithin ithe ijob". iAccording ito ivale iYoder, i―Selection iis ithat ithe imethod iwithin iwhich
i candidates ifor iemployment iarea iunit idivided iinto itwo icategories, iUN iagency ithose ithat ipeople iwho} iarea iunit ito
i be ioffered iemployment iand ipeople iwho iarea iunit inot‖.

Selection procedure employed in departmental stores:

i i i i i

Selection icould ibe ia ilong imethod istarting iwith ithe ireceipt iof icandidates iand iending iwith ithe iultimate iplacement.
i The iselection imethod ivaries ifrom iorganization ito iorganization iand iconjointly ibetween itwo idifferent ipositions.

For iexample, iin ia iretail icompany, iwhen ithey iare ilooking ifor ientry-level isales ipersonnel, ithey itend ito irely ion
i educational iinstitutions, iadvertisements, iand iemployee irecommendations. iMoreover, ionce ia iretail icompany iis
i trying ito ifind imiddle-management ipositions, ithey iare ilikely ito iuse iemployment iagencies, icompetitors,
i advertisements iand icurrent iemployees. iThe irecruitment iprocess ican ibe ivery icostly. iIt itakes ia igood ideal iof iyour
i time ito iline iup ian iefficient iachievement imethod. iTherefore ithe icorporate ishould icarry ithis ijob iget iinto ia iscientific
i means. iFor iinstance, ithe iselection iprocedure ifor istore iaccountants, istore isupervisors, istore imanagers iwill ibe ilong

19
i drawn iand irigorous ias icompared ito ithose iapplicants iwho iapply ifor ia ifloor istaff iposition. iThe ivarious isteps iin ithe
i selection iof idesirable iemployees iin ithe iorganization ishould ibe idecided iby ithe itop imanagement. iNote: iThe
i applicants iare iscreened iout iat ieach istep iof ithe iselection iprocess iand ithose iwho iare ifound isuitable iand ifit ifor ithe
i job, iultimately iare iselected. iAt iany istage, iany iunfavorable icriteria ilike iunfavorable itest iscores ior iphysically iunfit
i will isimply ilead ito irejection iof iemployees

Following iare ithe icommonly iused isteps iinvolved iin ithe iselection iprocess iin iDepartmental istores

TRAINING AND DEVELOPMENT IN DEPARTMENTAL STORES

i i i i i

After iselecting ithe imost isuitable iand ieligible icandidates iin ithe iorganization, ithe inext istep iof ithe iHR idepartment iis
i to iarrange ifor itheir itraining. iAll itypes iof ijobs ineed isome iform iof icoaching ifor ihis ior iher ieconomic iperformance
20
i and iso, iall istaff, inew ior irecent iought ito ibe itrained ior ire-trained ifrom itime ito itime. iHuman iresource idevelopment
i is ithat ithe istudy iand ifollow iof iaccelerating ithe ieducational icapability iof ipeople, igroups, icollectives, iand
i organizations ithrough ithe

Development iand iapplication iof ilearning-based iinterventions ito ioptimize ihuman iand iorganizational igrowth iand
i effectiveness. i(Chalofsky, i1992:179) i

In itoday‘s iup ito idate iorganization, iemployees i‗skills iand iknowledge ican imake ia ipositive iimpact ion ithe ifirm‗s
i productivity i(Guzzo, iJette i& iKatzell, i1985). iOrganizations ihave ito icounter isome idifficulties iwhile itraining ia
i single ior imore iemployee i(Ostroff i& iKozlowski, i1992). iPrevious ivarieties iof iliterature iargue ithe iaffordability iof
i some iorganizations ithat ideprive ithemselves iof ione iindividual iworker inotably ionce ihuman iresources iarea iunit
i limited: ithis imay ihinder iproductivity iin ithe ishort iterm iand idestabilize ithe iorganization i(Bishop, i2003). iHRD iis
i the iintegrated iuse iof itraining iand idevelopment, icareer idevelopment, iand iorganization idevelopment ito iimprove
i individual iand iorganizational ieffectiveness. i(McLagan iand iSuhadolnik, i1989:1) iThe ifield iof istudy iand ipractice
i responsible ifor ifostering ia ilong-term, iwork-related ilearning icapacity ifor ithe iindividual, igroup, iand
i organizational ilevels iof iorganizations. i(Watkins, i1989:427) iFurther, ithe iway inew iand inew iretail iformats iare
i emerging, inew idevelopments iare itaking iplace ithroughout ithe iglobe, iit ibecomes iimperative ifor iany iretail
i organization ito isystematically iplan ifor ithe itraining iprogram iaiming iat iincreasing ithe iknowledge, iskills, iabilities,
i and iaptitude iof iemployees ito iperform ithe inew icompetitive itasks

PERFORMANCE MANAGEMENT: i

The iidea iof imeasurement iperformance ior imanaging iperformance iinside iorganizations iis ito istrategize ihowever
i companies iwill iget ithe iutmost iadvantages ifrom itheir iworkers i(Dransfield, i2000). iThe iapproach ito imeasuring
i performance ican ibe iclassified ias ia ithree-step iapproach icomposed iof iobjectives, iappraisal, iand ifeedback. iThe ifirst
i step iis ithat ithe isetting iof iperformance iobjectives ithat iarea iunit iquantitative, ieasy ito imeasure iand isimple ito
i communicate ithroughout ithe iorganization i(Dransfield, i2000). iAfter ithat, ithe imethod iof iperformance iappraisal
i ought ito icrop iup i(Bredin, i2008).

The imanagement iof iperformance iincludes ithe idesign iof ilabor isystems, ifacilitation iof iknowledge iutilization,
i sharing iand icreation, iand iappraisal iand ireward isystems i(Cardon i& iStevens, i2004). iHowever, ithis idevelopment
i has ibeen isupported iby ifully icompletely idifferent iresearchers iclaiming ithat iperformance imanagement/appraisal iis
i a isuperb imethodology ito ifigure iout iand isupervise iemployee's ioutput iwithin ithe ifirm, iso ias iit iwould ibe iless
i complicating ito iassess iand iwin imost iperformance i(Zhu i& iDowling, i1997).

21
The iterm i‗performance imanagement‘ iand i‗performance iappraisal‘ iarea iunit iused isynonymously iby ifew iauthors
i and isubject iconsultants. iBut ithe iretailers ithroughout ithe iworld ibelieve ithat iperformance imanagement icould ibe ia
i broader iterm iwhich iwill iembody iperformance iappraisal itoo.

A itypical iperformance imanagement isystem iinvolves ithe ifollowing iactions:

(i) iTo idevelop ijob idescriptions.

(ii) iSelecting ithe iright iemployees iat ithe iright ijobs iwith ithe iright iselection iprocess.

(iii) iTo inegotiate irequirements iand iaccomplishment ibased iperformance istandards, ioutcomes iand imeasures ias iand
i when irequired.

(iv) iTo iprovide iappropriate itraining, ieducation, iand iinduction.

(v) iTo ifacilitate iongoing icoaching iand ifeedback.

(vi) iTo iconduct iquarterly/half-yearly iperformance idevelopment idiscussions.

(vii) iTo istyle ithe iapplicable icompensation iand iappraisal isystem ithat irewards iworkers ifor ihis ior iher ioutstanding
i contributions. i

(viii) iTo iprovide icareer idevelopment iopportunities ifor iemployees.

(ix) iTo ihelp iwith iexit iinterviews ito iknow iwhy iloyal iworkers ileave ithe iorganization.

COMPENSATION AND BENEFITS: i i

Compensation, ias iit iwere, icould ibe ia icomplicated itopic ithat ihas iimportant iimpact ion istructure isuccess i(Dessler,
i 2005), iand ifor iany iorganization ito isucceed, iit ishould inot ihunt ito icapital iinvestment ihowever ito iits iworkers
i because ithe ibasic isupply iof iimprovement iwith ithe iunderstanding ithat ithe ihuman icomponent iand itherefore ithe
i organization iarea iunit isubstitutable i(Tella. iAyeni, iand iPopoola, i2007). iAccording ito iCascio i(2003), ithe iobjective
i of ithe idesign iof ia icompensation

The iprogram iis isplit iinto i2, iwhich iare, idirect iand iindirect iforms iof icompensation. iDirect icompensation ihas igot ito
i do iwith iwage iand iremuneration ifacet iwhereas iindirect icompensation iis ithat ithe ifringe iadvantages ian iemployee
i enjoys ias ia iresult iof ioperating iin ia icorporation. iIntegrating ithe i2 iinto ia ipackage ithat iwill iencourage ithe
i accomplishment iof iassociate idegree iorganization's igoal iis iwhat icompensation iis iall iconcerning. iIn ithe iwords iof
i McNamara i(2006), icompensation iincludes iissues iregarding iwage iand/ ior isalary iprograms iand istructures
i accruing ifrom ijob idescriptions, imerit-based iprograms, ibonus-based iprograms, icommission-based iprograms iand
22
i so ion, iwhereas iadvantages iusually irefers ito iretirement iplans, ihealth ilife iinsurance, idisability iinsurance, ivacation,
i employee istock iownership iplan iand iso ion. iCompensation iand ibenefits irepresent ia isubstantial ipart iof itotal icost iin
i most iof ithe iorganizations. iCompensation iisn't isolely ithe ipriority iof ithe iorganization ihowever iis iequally
i necessary ifor ithe iemployees iand iworkers ito itake icare iof itheir isocial iimage. iThe imain iobjective iof isuch
i compensation iand ibenefits iis ito icontrol ithe icosts, ito iestablish ia ifair iand iequitable iremuneration ito iall, ito iutilize
i the icompensation iand ibenefits idevice ias iassociate idegree iincentive ifor ilarger iworker iproductivity iand ito
i determine ia isatisfactory ipublic iimage. iHence, iit ibecomes iimperative ifor ithe ihour idepartment iof iany iretail
i business ito ipossess iclear-cut ipolicy itips iconcerning iemployees' icompensation iand ivaried iadvantages. iFor
i effective iimplementation iof icompensation iplans, ithe iHR idepartment ishould ibe iaware iof ithe ibenefits igiven ito ithe
i employees iin isimilar ikinds iof iorganizations. iThe iperspective iof ithe istaff itowards ihis ileader ican itypically ibe
i determined iby ithe iextent ito ithat ihe/she iis ihappy iwith ithe iwages ihe/she iis iobtaining, ithough iit iis inot ithe ionly
i reason ifor iemployee isatisfaction. iEven imotivation icomes ionce iassociate idegree iworker iis ihappy iwith ihis/her
i basic icompensation. iIt iis ialso ithe ibest iway ito isatisfy ithe iemployee iat ithe ilower iand imiddle ilevels iof
i management.

LABOR RELATIONS:i

The ifirst istrand iis ibased ion ithe iview ithat iHRM iconstitutes ia icommitment-oriented imodel iof ilabor imanagement.
i HRM iis iseen ias ia i‘distinctive iapproach ito iemployment imanagement‘ i(Storey, i1995: i5).

The isecond istrand iof idiscourse iin iHRM iis ifocused ion ithe irelationship ibetween istrategic imanagement iand
i employee irelations iin ithe ifirm. iThe iconcerns iof iwriters iin ithis ischool iare iwith ispanning ithis iintellectual iboundary
i and ithus ithe ipreferred idefinition iof iHRM iis ibroad ior igeneric, iso ias inot ito iexclude iany iparticular istyle iof ilabor-
management i(see, ifor iexample, iHendry iand iPettigrew, i1990; iPeck, i1994; iWright, iMcMahan iand iMcWilliams,
i 1994; iTyson, i1995).

In itrendy idays, iretailing iis icarried ion ia ilarge iscale iwhere ihundreds iof iemployees iwork itogether. iThe iHR imanager
i is iresponsible ifor ithe icontrol iof ilabor i(workers iand iemployees) ithrough ihuman irelation iapproaches. iEmployees
i take iissue iin inature iand ithus, iit iis ibut inatural ithat idue ito iany icommunication igap, ilabor irelations imay ispoil iwithin
i the iorganization. iTherefore, ithe iHR idepartment ishould iknow ithe iproper ipolicies, irules, iand iregulations
i concerning ilabor irelations. Harmonies' irelationships iare inecessary ifor iboth iretailers iand iemployees. iIt inot ionly
i results iin iindustrial ipeace ibut ialso ileads ito ibetter iand ihigher isales itargets. iMost iof ithe iretail iorganizations
i currently ibesides ihaving ia iunit iof itime idepartments iadditionally itake ithe iservices iof ilegal iconsultants
i (practitioners) ifor iconsultation ifrom itime ito itime. iFurther, ihiring ilegal iexperts iwithin ithe iorganization ihave

23
i become inecessary iconsidering ithat ieach istate ihas iits idifferent iset iof irules ifor imanaging iHR iwith isome istandard
i rules.

MANAGERIAL RELATIONS: i

The iterm i‗industrial irelations i(IR) icome iinto icommon iuse iin iBritain iand iNorth iAmerica iduring ithe i1920s. iIt ihas
i been ijoined iby ipersonnel imanagement i(PM) iand, isince ithe i1980s, ihuman iresource imanagement i(HRM). iAll i3
i denote ia isensible iactivity i(the imanagement iof ipeople) iand ia ivicinity iof ieducational iinquiry. iTexts iin iall ithree
i fields icommonly itake ias itheir istarting ipoint ithe icorporate iassertion ithat i‗people iare iour imost iimportant iasset‘:
i The iemployment irelationship, iirrespective iof ithe inature iof ian iorganization, iusually ihas itwo iparts: ilabor irelations
i and iManagerial irelations. iThe iformer iwhich icovers ithe iprice iof ilabor iis imore iobvious. iThe ilabor irelation iis ialso
i known ias i‗market irelations‘. iThe imanagerial irelations ion ithe iother iside iare ithe irelationships ithat idefine ihow ithe
i process itakes iplace. iLabor irelations idescribe ithe iprice ifor ia iparticular ishift i(a iset iof ithe inumber iof ihours) ibut
i managerial irelations idetermine ihow imuch iwork

2.4 THE KEY FOCUS AREAS OF HRM IN RETAIL

i i i i i i i i

According ito iBarry iBerman i& iJoel iR. iEvans i2007 iRetail iManagement, ithere iare ithree ikey ifocus iareas ifor ia
i human iresource imanager iin iretail imanagement.

The ikey ifocus iareas ifor ihuman iresources imanagement iin iRetail iare:

1¬¬.Managing iAttrition

2. iManaging iCulture

3. iManaging iTalent

These ifocus iareas ihave ibeen, iare iand iwill icontinue ito ibe iissued ifor ithe iRetail isector. iLet ius ihave ia iglance iat ithese
i and ia ifew ialternative ikey ichallenge iareas iin imore idetail iin iterms iof itheir itrends iwithin ithe isector.

MANAGING ATTRITION IN DEPARATMENTAL STORES

i i i i

According ito ithe iDeloitte iCompensation iTrends iSurvey i2013, ithe imajor ireason ifor iattrition ias iindicated iby
i participating icompanies iwas:

1. iBetter icareer iopportunities

24
2. iBetter ipay ielsewhere

3. iPursuing ifurther istudies

Many iretailers ihave itaken ivaried imeasures ito imanage iattrition i– ia iprevailing iissue iwithin ithe isector. iCompanies
i typically itrack iattrition ivery ifrequently iby iformats, ilocations, iand ilevels. iPost-roll-out iof iinitiatives, icompanies
i have iexperienced ia ireduction iin iattrition.

Strong iTraining

Compensation ipegged iover ialternative iformats iCareer iMovements isupported isure iinfo iand itests. iThe itests
i comprise iof iproduct iinformation, iprocess iknowledge i& icustomer iservice iwhenever ia inew istore icomes iup,
i internal ihiring iis iundertaken. iOld iemployees imove ito inew istores. iAll iof ithe iabove ihave iresulted iin iattrition iof
i less ithan i30% ifor ithis icompany. iOther iprevailing ipractices iadopted iby icorporations ito ihandle iattrition. iA ilot iof
i emphasis ion ithe idevelopment iof iinternal italent ipool ivia idevelopment icenters iand iassessment icenters

1. iStrong ireward i& irecognition iprograms

2. iCompetitive iincentive ischemes ifor istores

3. iRigorous itraining icalendar ifor ifront iline

4. iCelebrating iretail iincentive iday, ietc.

MANAGING CULTURE IN DEPARTMENTAL STORES

i i i i

As iwe itend ito isay ithat iretailers ido ifar imore ito iretain itheir iexisting italent, ibelow iare isome iof ithe ikey iinitiatives
i taken iby iretailers ito ihave ia iperformance-driven iculture:

1. iStrong icommunication iprograms

2. iAnnual iemployee iengagement isurveys

3. iTown ihalls iheld ievery iquarter

4. iArticulated ivalues

5. iTransparent ifeedback imechanism

6. iStrong iinduction iprogram

25
7. iIncentive i& ipromotion ibased ion iperformance

The iperformance iof ia ipersonal iconjointly idepends ion itons ion ithe ishop ineck iof ithe iwoods iand ialso ithe ivarious
i sales itarget ifor ithat istore. iOne iof ithe iretailers iknown ikey ilow isales istores iand iprovided ithem iwith ia iset isales
i target. iAll idepartments iwork ialong ito iachieve ihigher isales ifor ithis istore iduring ia iquarter. iThu is ithe iwhole iretail
i discovered iworks itowards iachieving ithe itarget irather ithan isimply ithat istore's istaff. iThis ihas ihelped iboost ia isense
i of iresponsibility iamongst iemployees. iHR iemployees iconduct imystery ishopping ivisits. iThis igives ithem ithe ireal
i picture iof ithe ichallenges ifaced iby ithe ifront iline iand iserves ias ia ikey iinput ifor itraining ineeds iidentification. iSome
i retailers iset iup iassociate idegree ioffsite iif ithe isales itarget iis iachieved. iProcess ipotency iis ianother ikey iinternal
i initiative itaken iby iseveral iretailers. iE.g. ihaving ia ifootfall icounter ito itrack ihow imany ivisitors iconverted ito
i customers. iBased ion ithis iconversion irate, icorrective imeasures iare itaken iaccordingly.

MANAGING TALENT IN DEPARTMENTAL STORES

i i i i

Talent iacquisition i

The i‗‗war ifor italent‘‘ ihas ifocused ion iacquiring iand iassimilating i‗‗the ibest‘‘. iHuman iresources iplay ia isignificant
i role iin ireaching iorganization ieffectiveness iand iperformance i(Huselid, i1995). iTalent ihas ibecome ithe ikey
i differentiator ifor ihuman icapital imanagement iand ifor ileveraging icompetitive iadvantage i(Bhatnagar, i004). iWith
i better italent iacquisition, iemployee iengagement iimproves iand iso idoes iproductivity. iMaximizing iteam
i engagement, imotivation, iand iretention ithrough idue idiligence iin italent iacquisition iis ivital iin itoday's ihighly
i competitive ienvironment. iOnly ia italent iresourcing iprocess ithat iis iwell-defined iand iwell-executed ifrom istart ito
i finish iyields iconsistent, icompliant iresults i– iand iis ia icompetitive iadvantage iin ithe iwar ifor italent i(Ronn, i2007). i

Talent imanagement

i Introduce iflexible iworking iarrangements imanaging ipeak iseason irequirements iwithin iexisting iworkforce
i Develop ialternative ichannels i(retailing, idirect iselling, iand iinstitutional iselling) ias ifeasible iDesign icompetitive
i compensation istructures ithat iincentivize iemployees ito ifocus ion irevenues.

Talent idevelopment

Identifying ihigh ipotential iperformers iand iinvesting iin itheir idevelopment iDeveloping itraining iinitiatives iand
i platforms ithat icater ito ispecific iretail irequirements iFocus ion iinternal iupward imovement iand icross-functional
i moves ito iensure iretention iDesigning icareer iplans ifor ikey iperformers iand idevising istrategies ifor iretaining ithem.

26
2.5 CHALLENGES OF HRM IN RETAIL
i i i i i i

According ito ia isurvey iof iIBEF, iit's iexpected ito iextend iby ihour iby i2020 icreating iit ia iUS$ ione.1 itrillion imarket. iA
i total inumber iof ithe isupermarket ihad iincreased ifrom i500 iin i2002 ito i8500 iin i2016 ithe iboom iwithin ithe iretail
i sector iin iIndia iand iits icorresponding ispike iin idemand ifor italent ihas iunderscored ithe ineed ifor ieffective ihour
i systems. iThe iperformance iof ihuman iresources ihas ispecial isignificance iin iretail ias ia iresult iof ithe iworkers
i operates iin ian iassociate iextremely idistinctive iatmosphere. iIn iany iretail iorganization, ithe ipeople iwho italk ito ithe
i customer, iwhen ia icustomer iwalked iinto iyour istore iare ithe iface iand irevenue igetter iof iyour iorganization. iTake
i away imy ifactories, ibut ileave imy ipeople, iand isoon iwe iwill ihave ia inew iand ibetter ifactory." iAndrew iCarnegie, ithe
i American isteel ibillionaire. iHere ia ilisting iof iprime itime iunit ichallenges ifaces iby ia iretail iorganization ihuman
i resource igovt.

Employee iTracking

Most iretailers ihave itheir istore ipan-India iand ihave ia ilot iof idifferent istores iin ithe isame igeographical iarea iso
i tracking iemployee iproductivity iis ia itedious itask.

Manpower iPlanning iAs iPer iInfrastructure

Each ioutlet ihas idifferent isections ifor ifulfilling ithe idemand iof ithe ipatron ibase, ia istudy ihad ishown ithat iif ia iretail
i customer ispecialist iis itrained iwell iit iwill iautomatically iincrease ithe iprofit iof ithe istore iand ialso iit icreates ia igood
i customer iexperience. iFor iexample i– iIf ithere iis ia idemand ifor ithe imilk-related iproduct iin iyour istore iin ithe
i morning iand idaily ineeds iitem ion iweekdays iyou ineed ito ihave ia imore itrained iemployee iin ithis isection iso ithat
i service iwill ibe ifast iand ithat isection iwill inot ibe iovercrowded. iConstant iwatching ican ifacilitate imanagement ito
i grasp iwherever ithey're ilacking imen idesigning iand imay ifacilitate ito icoach ithe istaff ito irealize ithe istructure
i objective.

Seasonal iDemand

During ithe icompetition, ithere iare ialways irush ion iretail istores.so iemployee idemands iare imore iand ithe iworkforce
i needed ito ibe imore iorganized iduring ithis itime ito ihandle ithis ivolume iof icustomers.

Lack iof iFormal iEducation

There iis ithe irequirement iof iqualified iand italented imanpower ito ilook iafter ithe iday ito iday ioperations iand icater ito
i the iwide ispectrum iof icustomer idesires. iAs ithere iis ia ilack iof iformal ivocational iinstitutes iwhere ithe iemployee ican
i be itrained, imost iof ithe iretailers iin iIndia idepend ion iin-house itraining ior ifulfilling itheir itraining ineeds iwith ismall
i institutes.

27
Bad iLoans

Bad iloans iare ia ibig iproblem iin ithe iretail isector ias iworkers iin ithis iindustry itake ia ilot iof iloans ifrom ithe icompany
i and ias iwell ias ifrom ibanks iso iproper itracking iis irequired ifor imaintaining ithe ibalance.

Women iin iRetailing i

i There isquare imeasure iheaps iof igirls iin imerchandising iand iit iis ialso iscientifically iverified ithat iladies iincrease ithe
i productivity iof iretail istores iif ithey're ioperating iproperly ias ithey iwill ipursue ipeople iand ithey ihave igenetically
i ability ito iwork iwith iperfection iand imultitasking.

They iwill ibe isimply itrained iand ithat ithey ican imaintain ia istore ia ilot iof iproperly ithan imen. iSome ipolicies ineed ito
i be imade iby ithe iorganization ifor igiving iwomen isome iextra iprivileges ilike imaternity ileave, isharing iworking
i hours, ietc.

Threat iof iPoaching

Employee icooking iis iadditionally iterribly ihigh ieach iin iorganized iyet ias ian iassociate iunorganized iretail ibusiness.
i Skilled imen iare iscarce iduring ithis ibusiness iand iintrinsically iattracting ithe istaff iof icompetitors iby iproviding ithem
i higher isalaries imay ibe ia irather istraightforward ipossibility. iA ilot iof icapital iis iinvested iin ieach iindividual ifor ihis
i training iand idevelopment, iso iif iany iemployee ileaves iit's ia iloss iof iorganization. iSo iyou ihave ito ialways iretain ia
i good iemployee ibecause ithey iare iassets iof iyour iorganization.

Career iAdvancement

A ilot iof istaff iwithin ithe iretail ibusiness ieven idon‘t irecognize ithe itrail ifor igrowth iin itheir icareers. iProper igoal
i management iand icoaching isquare imeasure ineeded iso ithat ithey're igoing ito igrow iand itheir igrowth ialso iwill
i facilitate ithe iorganization ito igrow, iGoal icompletion irewards iare ione iof ithe iinitiatives ithat ican ibe idone iby ithe
i organization. iSome icoaching ilike icorrect icommunication icategories, ipersonality idevelopment iclasses, iPacking
i Techniques, iTechnical itraining iare ifew iof ithe iorganization iof ithe ithings imay iadopt ifor igrowth. i

Stressful iEnvironment

The ioperating ipattern iof ithe iretail ibusiness ineeds ithe iworker ito iplace iin ilong ihours iof ilabor ithat iusually icause
i fatigue iand iend iin ilower imotivation iamong istaff. iBesides ithis, iin ipart-time iand icasual ijobs ithere iis iless ijob
i security, iflexible ishifts, iunlimited iworking ihours, ilower isalary iand ibenefits i& ipoor iworking iconditions iresulting
i in istress.

Analytics iOverview
28
As ithere iare ithe ivast inumber iof iemployees iworking iin ia isingle iorganization iManagement ilevel ipeople irely ionly
i on idata ithat iis ishown iin ithere idata ibook ior iscreen ito iaddress iissues isome icommon iproblems icould ialso ibe iworker
i attending, iindividual istore iproductivity, iretention iof iStaff ianalyzing ithis iinformation iwill idiscern idownside ispace
i so ithat ithey iwill iact ion ithat ibefore iit‘s itoo ilate.

2.6 MARKS AND SPENCER

i i i

Marks iand iHerbert iSpencer i(also ireferred ito ias iM&S; iconversationally ireferred ito ias iMarks iand iSparks, iMarks's
i or, isimply, iMarks) icould ibe ia imajor iBritish itransnational idistributor iheadquartered iwithin ithe itown iof iCity iof
i Westminster, iLondon. iIt imakes ia ispecialty iof ithe imerchandising iof iconsumer igoods, ihome imerchandise, iand
i luxury ifood imerchandise. iM&S iwas isupported iin i1884 iby iarchangel iMarks iand iThomas iHerbert iSpencer iin ithe
i urban icenter. i

In i1998, ithe icorporate ibecame ithe iprimary iBritish idistributer ito iform ia ipre-tax iprofit iof iover i£1 ibillion, ialthough
i subsequently, iit iwent iinto ia isudden islump, iwhich itook ithe icompany, iits ishareholders, iwho iincluded ihundreds iof
i thousands iof ismall iinvestors, iand inearly iall iretail ianalysts iand ibusiness ijournalists, iby isurprise. iIn iGregorian
i calendar imonth i2009, iit iwas iannounced ithat iMarc iBolland, iformerly iof iMorrisons, iwould itake iover ias ichief
i executive ifrom iexecutive ichairman iStuart iRose iin iearly i2010; iRose iremained iin ithe irole iof inon-executive
i chairman itill ihe iwas ireplaced iby iHenry iM. iRobert iSwannell iin iGregorian icalendar imonth i2011.

2.7 THE RECRUITMENT & SELECTION PROCESS OF MARKS AND

i i i i i i i i

i SPENCER
Marks iand iHerbert iSpencer iis ia iworld iretail iand iorganic iphenomenon, iwith iover i700 istores iin ithe iUK. iJobs iin
i Marks iand iHerbert iSpencer iare ivaried, iranging ifrom iretail, iHR iand ihead ioffice iroles. iThe iMarks iand iHerbert
i Spencer ienlisting imethod itakes ijob iapplications ivia ithe iweb isite ior iphone.

The iMarks iand iHerbert iSpencer ienlisting imethod iis ias ifollows:

(1) iSearch ithrough itheir iwebsite iunder ithe icareers isection ifor ithe ijob irole iyou iare iinterested iin iaccording ito ithe
i department ias ithe icompany ihas ia ilarge irange iof ijob iroles iavailable. iThe iMarks iand iHerbert iSpencer ienlisting
i method iis istraightforward iand isimple.

(2) iThe isearch iwill ishow iall ithe ijob iroles iwithin ithe istore iacross ithe ivarious ibranches iin ithe iUK. iThe iMarks iand
i Spencer irecruitment iof iemployees iare iconducted ithrough ithe iMarks iand iSpencer iwebsite ior itheir ihotline.

29
(3) iClick ion ithe ijob irole iwith ithe imost isuitable ilocation ifor iyou. iThe iMarks iand iHerbert iSpencer ienlisting
i method iconsists iof ian iinternet iform. iA ilist ipage iis ion ithe imarket ibefore iyou iapply ito ianswer iany ipotential
i queries.

(4) iThis iwill irequire iyou ito icreate ia ilogin ias ia iregistered iuser. iA iconfirmation iemail iis igoing ito ibe isent ito iyou ito
i validate ithe iaccount ifor ithe iMarks iand iHerbert iSpencer ienlisting imethod.

(5) iOnce iyou isubmit ithe iapplication iform, ian iemail ireceipt iwill ibe isent ito iyour igiven iemail iaddress. iThe iMarks
i and iHerbert iSpencer ienlisting imethod iis istraightforward ito itrace, iyou'll ibe iable ito igo iback ito ithe ilocation ito itrace
i the iprogress iof iyour iapplication ifor iemployment, iand iedit iyour idetails.

(6) iThe iMarks iand iHerbert iSpencer ienlisting imethod itakes iinto ithought iif iyou ihave igot iany iincapacity ior
i learning iissue, ia inumber iis iprovided ito iassist ithose iindividuals.

(7) iOnce iyou iapply ifor iemployment ithrough ithe iMarks iand iHerbert iSpencer ienlisting imethod, iyou icannot ire-
apply ifor ia iposition iwithin ithe inext i6 imonths idue ito ihigh idemand. iAll iyour iapplication idetails iare isaved ion
i secured iinformation ifor iMarks iand iHerbert iSpencer ienlisting ito iaccess ionce ineeded.

2.8 PERFORMANCE & REWARD SYSTEM OF MARKS AND SPENCER

i i i i i i i i

Performance imanagement iprovides iMarks iand iSpencer iwith ithe irequired iinfo ion itheir iworkers. iThe iinformation
i helps iMarks iand iSpencer's idevelop ithe iabilities iof ithe istaff isupported ithe iknowledge icollected iat ithe iappraisal, iit
i helps irecognize iwhen itraining iis ineeded. iPerformance imanagement ihelps iM&S iby irising iits iservice iby ihaving
i ready iemployees ithat ijob ito itheir ifull iability iand iby irising ithe ilink ibetween iemployees iand ialso ithe icompany. i

Here iis iMarks iand iSpencer's idefinition iof iperformance imanagement:

Performance imanagement icould ibe ia ijoint imethod ithat iinvolves ieach isupervisor iand ialso ithe iworker, iwho
i identifies icommon igoals, iwhich iare ilinked ito ithe igoals iof ithe iorganization. iThis imethod iresults iin ithe iinstitution
i of iwritten iperformance iexceptions ilater iused ias imeasures ifor ifeedback iand iperformance ianalysis. iAn iappraisal
i system iis ia idole iout ievery itwelve imonths iat iMarks iand iSpencer's. iAn iappraisal isystem iis ionce idiscussions iare
i created iwith imembers iof iemployees iregarding iwhat's igoing iwell, iwhat ican ibe iimproved iand ihow ithey iwould
i which ito idevelop iand iother isuggestions ifrom iworkers. iThese imeetings iare idone iby ithe imanager iof iM&S ifor ithe
i employees iand iare iconfidential.

A ireview iset iup iis iemployed iat iM&S ito ilive iproductivity. iThis iform ishows iif ithe iworkers ihave imet ithe itargets iset
i at ithe imeeting, ifor iexample, iis ia iperson iat icashiers ias ia iset itarget ito iscan ia icertain inumber iof ithe ibill ieach ihour

30
i the ireview iset iup ican ishow iif iit iwas icompleted. iThis iis icalled iscan irate ioperate itargets. iPerformance
i Management iat iMarks iand iSpencer's ireferring ito ithis idata ito imake isure itargets iare imet, iand ithat iall ithe iworkers
i are idoing iwell. iIf itargets iare inot imet iM&S ican iset iout icourses iof iaction ito ifix ithe iproblem, ifor iexample, igiving
i the iworkers imore itraining. iThis iis ithe ilink ibetween iperformance imanagement iand itraining iand idevelopment.

2.9 MOTIVATIONAL THEORIES FOLLOWED BY M&S:

i i i i i

In iMarks iand iSpencer's, ithey iuse imotivational itheories ito imotivate istaff. iHere iis ithe ilist iof ithem ibelow:

Maslow iand ithe iHierarchy iof ineeds: iAbraham iMaslow iaforesaid ithat ieveryone's imotivation icomes ifrom
i somebody's ihierarchy iof idesires. iA iperson iis imotivated iby ihis ior iher iown ineeds. iMaslow ioutlined iin ian
i exceedingly ipyramid ias ihe ithought ithat iafter isomeone ihad iconsummated ione ilevel iof ineeds, ihe ior ishe iwould itry
i to imove ionto ithe inext ilevel, itherefore igiving ithem imotivation. iMaslow iprojected ithat ithe ifundamental idesires iare
i constant ifor ieveryone iwhich ithey imay ibe iconsummated iin ian iexceedingly ispecific iorder ijust ilike ithe idiagram: i
i Also, ithey ifollow:

Cognitive needs - knowledge, meaning, etc.

i i i i i

Aesthetic needs - appreciation and search for beauty, balance, form, etc.
i i i i i i i i i i

Transcendence needs - helping others to achieve self-actualization.

i i i i i i i

31
32
Macgregor - Theory X and Theory Y
i i i i i i

Macgregor isaid ithat imany imanagers igeneralized ithe ipeople ithat iworked ifor ithem. iThey iwould iplace iall iof itheir
i workers iinto ieither ia itheory ix iclass ior ia itheory iy iclass iand iso imanage itheir icompany imistreatment ithe isuitable
i management ivogue.

Frederick Herzberg - Two Factor theory

i i i i i

In i1957, ia inuclear iphysicist idevised ihis i' imotivation-hygiene' itheory ithat iexpressed ithat i2 iteams iof ithings iaffect
i worker imotivation. iHerzberg isaid ithat icertain ielements iin ia ijob imotivate ipeople ito ido ibetter. iHe icalled ithese
i elements i'Satisfiers'. iThey iinclude:

33
Frederic iTaylor- iScientific iManagement

Taylor iwas iborn iin i1856 iand idied iin i1915. iHe iworked ias ia ifactory isuperintendent iin ia ilocomotive ifactory iin ithe
i USA. iFrom icarrying iout istudies iof ihow ipeople iworked imaking iaxles, ihe iconcluded ithat:

Employees iwere iin iobtaining ijobs ithere ias ia iresult iof ithey iknew ithe imanagers, inot ibecause ithey iwere igood iat ithe
i job. iEmployees ifailed ito iput iyour iall iinto ienough ifor iconcern iof itheir ifriends ilosing itheir ijob. iEmployers ipaid
i their iemployees ias ilittle ias ithey icould iget iaway iwith. i

Employees iwere igiven ilittle iinstruction ion ihow ito ido itheir ijob iand iit iwas ioften idone ibadly. iThe iamount iand
i quality iof ithe iproducts iproduced iwere ivery ipoor.

Taylor isaid ithat ihis iideas iwould iimprove imatters:

Money iwas ithe ionly ithing ithat imotivated iemployees ito iwork ihard. iIf ithe istaff iwas ipaid iper iitem icreated, ithey
i would iwant ito imake imore iand iwould iwork iharder. iTrained imanagers iought ito irun ithe icorporate iand isupervise
i workers iwith ifirm ihowever itruthful idiscipline iprocedures. iEmployees imust ibe iproperly itrained ito ido itheir ijob.
34
i The iemployee ishould ibe iproperly iand ifairly iselected ifor ijobs ithrough itests iand iinterviews. iThis iis ito iform icertain
i that ithe icorrect iperson igets ithe iduty. iHow iMarks iand iSpencer's iperformance imanagement/training iand
i development isystems iare iinfluenced iby ipsychological ifeature itheories: iM&S iuses iMaslow's itheory iby iserving ito
i workers iset iand ireach itheir igoals iat iwork, ithey iencourage itheir istaff iand ipraise ithem iwhen ithey iare idoing iwell
i and istaff ialso ireceive irewards ifor igood iwork. iM&S iuses iHerzberg's itwo-factor itheory iby itreated itheir iemployees
i well iby igiving ithem ia igood isalary, igood iworking iconditions iand iby igiving ithem isick ipays iand ipension ischemes,
i they ialso iprovide itheir iworker's iresponsibilities ito iform ithem idesire itheir iar inecessary ito ithe icorporate iand
i inspire ithem. iM&S iuse iMcGregor's itheory iby ihaving imanagers iWHO ihave itrust iwithin ithe istaff iand ifacilitate
i them ito iimprove iand ido itheir ibest iand iconjointly iby igiving imanagers ibonuses ito iinspire ithem. iMarks iand
i Spencer ialso iuse iTaylor's iScientific iManagement itheory iby ipaying iits iemployees ito iwork iand iby ihaving iable
i managers icontrol ithe istaff. i

Rewards iand ibenefits

At iM&S ithey ifeel iit's ivital ithat itheir ipeople iare iwell irewarded. iSo iwhen iyou isay iyes ito iM&S, ithey'll igive iaccess
i to ia ihighly icompetitive itotal ireward ipackage ithat's iproven ito iattract, imotivate iand iretain ithe ibest ipeople. iThey're
i constantly ireviewing ithe idetails iof ithe ipackage ito imake isure iit's igot ieverything itheir ipeople iwant iin ia ibenefits
i scheme, ibut ithe ithings ican ienjoy icurrently iinclude:

Pay i– ithey ifrequently icheck itheir isalaries iagainst ialternative ifirms ito iform icertain ithey‘re icompetitive iand
i maintaining iwith ichanges iwithin ithe imarket. iThey‘ll iconjointly ireview itheir i

Basic ipay iper iannum, iand ithey iprovide ifurther iperformance irewards ito iacknowledge iindividual iachievements.

Employee idiscount i– i i20% idiscount ion iall iin-store iand ionline ipurchases ifor itheir iemployees. iSome iexclusion
i does iapply ibut ithere's ino ilimit ion ithe inumber iof igoods ithat ican ibuy iwith ia idiscount. iWhat's imore, ithey'll igive ia
i partner ior ifamily imember iwho ipermanently ilives iwith iyou ithe idiscount itoo

!Holidays i– iEmployees iare ientitled ito ia iminimum iof i28 idays' istatutory iholiday iper iyear. iIf iwork ias ipart-time ithis
i will ibe ipro-rated.

Bonus i– iWhen ithey ido iwell ifinancially, ithey iwant itheir ipeople ito ifeel ithe ibenefit itoo. iSo ithey ihave iseveral
i discretionary ibonus ischemes ion ioffer ithat ireward itheir iemployees ifor ihelping ius ito ireach iour igoals.

Pension i– itoday, ithey‘re iall iaware iof ihow iimportant iit iis ito isave ifor iretirement. iAt iM&S, ithey iwant ito ihelp
i employees ialong ithe iway. iThis iis iwhy ithey ioffer ian iexcellent iDefined iContribution ipension iplan, iwhere iif
i employees icontribute i3% iof ipay iM&S iwill icontribute i6%.

35
Life iAssurance i– iFrom iday ione, ithe iemployee iwill ireceive ilife iassurance icover ito ithe ivalue iof itwo itimes ihis/her
i annual ipensionable isalary.

Shares isave i– iThis iis ia ifantastic iway ifor ian iemployee ito isave iand ishare iin ithe ifuture isuccess iof iM&S. iBy
i connection, ione iwill isave iany iquantity ibetween i£5 iand i£250 ievery imonth ifor ithree iyears. iAt ithe iend iof i3 iyears,
i he/she ican iget imoney iback ior ibuy ishares iat ian iexclusive i20% idiscounted iprice, iwhich iis iset iat ithe istart iof ithe
i scheme. i

Salary iSacrifice i– iJoin ione iof itheir iSalary iSacrifice ischemes, icovering ichildcare ivouchers, iholiday ibuying, icar
i leasing iand icycle ito iwork iand ione icould isave imoney ion itax iand iNational iInsurance.

Discounts i– iIt's inot ijust iin-store iwhere ione ican ibenefit ifrom igenerous idiscounts. iWhen ione ijoins, ihe/she iwill
i make ithe imost iof iover ione,500 ispecial idiscounts icovering iholidays, ileisure iattractions iand ilots iof iadditional
i merchandise iand iservices.

Heath i& iWellbeing i– iAt iM&S ione‘s iwellbeing iis ia ibig ipriority, iand ithey iwant ihim/her ito ibe ithe ibest ihe/she ican
i be. iThat‘s iwhy ithey‘ll ioffer idiscounted ihealthcare iproducts iand ia iwellbeing iwebsite iwith itop itips iand ihealth
i guides, ito ikeep ifighting ifit.

Charity iVolunteer iDay i– iWhen ione ijoins, ihe/she‘ll ihave ithe iopportunity ito ivolunteer ifor ione iday iat ia icharity iof
i own ichoice.

2.10 CAREER DEVELOPMENT & TRAINING & DEVELOPMENT

i i i i i i

i PROGRAM
Experience iis ithe ibest iteacher, iwhich iis iwhy iM&P; ilikes ito ithrow-in iat ithe ideep iend. iReal iresponsibilities ion ireal
i projects, ifrom iday ione i(not ireally), ibut ithe ilearning iisn't ijust ione iway: ithey're ieager ito ihear ione's ifresh iideas, ito
i have itheir iways ichallenged, ito igrow ithe ibusiness.

Of icourse, iit iall istarts iwith ia icomprehensive iintroduction ito iM&S. iDuring ithis itime, ione iwill iget ia ibasic ioverview
i of ithe ibusiness, ialong iwith iall ithe iinformation ione ineeds iabout ithe inew irole iand ilife iwith ione iof ithe ination's
i brightest ibrands.

On-the-job ilearning

They've iplenty iof ilearning iopportunities iin istore, iwhich ivary iaccording ito ithe ischeme. iLearn iwhile ione iearns,
i shouldering ireal iresponsibilities iwith ithe iM&S iteam, ias ithey itackle ithe iever-changing iissues iof ithe iday. iOne iwill

36
i be igiven ia ispecific iarea iof iresponsibility ior ia iproject ito imanage iown iself ifairly iearly ion i- isay iyes, iit's ia igreat
i chance ito ishine.

Store iattachments

The itheory's iall iwell iand igood, ibut ifew iplans isurvive icontact iwith ithe icustomer. iThrough itheir istore iattachment
i program, ione iwill iget ihands-on iexperience iin ione iof ithe istores. iDepending ion ione's igraduate iprogram ithe
i attachment ican ibe isomething ifrom ione iweek iup ito ithree imonths.

Corporate iLearning iProgram

Their icutting-edge iworkshops iwill ihone itheir ibusiness iabilities, iranging ifrom iskills ifoundation iand icompetency
i training ito ifull-on iproject imanagement.

Technical itraining

They're iinvesting iheavily iin ismarter itechnology ito iachieve ithe ivision iof ibecoming ithe iworld's imost isuccessful
i multi-channel iretailer. iSo ithey'll iinvest iplenty iof itime iwith iemployees ito iensure ithey ireceive iall ithe iright
i technical itraining.

Role-specific itraining

They iwill isupport iemployee ithroughout ihis/her icareer iat iM&S iand, iwith irole-specific itraining, ihelp ithem ireach
i own igoals.

Development ireviews

Unlike iseveral icorporations, iM&S iperformance imanagement iisn't ijust ia icase iof ius isaying ijump ihigher. iWe
i ensure iyour iachievements iare irecognized, ifeedback iis iheard iand, iof icourse, ithat ione‘s icareer iis iprogressing.
i After iall, iM&S ionly iperforms iwell iwhen ithey iall ido.

They iintroduce ia inew iprogram inamed iby i―Plan iA‖

We‘re ia ibig ibusiness. iSo ithat imeans iwe ihave iequally ibig iresponsibilities. iWith ithis iin imind, iwe idevised iour iPlan
i A iinitiative ito ihelp ius ibecome ithe iworld‘s imost isustainable imajor iretailer iby i2015. iIt‘s ia ifundamental ipart iof
i M&S, iand iwhether iit iis ithe ienvironment ior isociety, iwe iwant ito ibe iinvolved iand iwe iwant ito imake ia idifference ito
i people. iThis imeans ioperating iwith iour icustomers iand isuppliers ito ireview iand iimprove ithe imeans iwe itend ito
i work.

37
Our iultimate igoals iare ito icombat iclimate ichange, ireduce iwaste, iuse isustainable iraw imaterials, itrade iethically iand
i help iour icustomers ito ilead ihealthier ilifestyles. iWe‘ve iidentified i180 ikey icommitments, icreated ithe iunique
i Shopping iexperience iand icountless iother iinitiatives ibesides. iAll iof iwhich ifits iwith iour iethos iof icontinuous
i improvement iand imaking ithings ibetter. We ilaunched ito iset iup iA iin iJan i2007, istarting ione ihundred icommitments
i to iattain iin ifive iyears. iWe've inow iintroduced iPlan iA i2020 iwhich iconsists iof i100 inew, irevised iand iexisting
i commitments, iwith ithe iultimate igoal iof ibecoming ithe iworld's imost isustainable imajor iretailer. Through ia iPlan iwe
i are iworking iwith iour isuppliers iand iemployees ito iinspire iour icustomers, ibe iin itouch iwith ithe icommunities iwe
i depend ion ito isucceed, iinnovate ito iimprove ithings ifor ithe ibetter iand iact iwith iintegrity.

2.11 FINANCIAL BUDGETS OF HR

i i i i

From iFinance ito iHR iand iManagement iInformation, iwe ihave ia iwealth iof isupport iroles ifor iyou ito iexplore. iBehind
i the iscenes, iat iour iCastle iDonington idistribution icenter, iseveral ikey iteams iare ibringing itheir iexpertise ito iour
i success. iJust ilike iin iany iother ipart iof iour ibusiness, istrong ifinancial imanagement iand iaccurate ireporting iare ivital
i to iour iLogistics ioperations.

Our iManagement iInformation iteam iensures ikey istakeholders iwithin iLogistics iare ikept iabreast iof iperformance
i and ikey idata. iThen ithere‘s iindividuals imanagement i– ione ithing ithat‘s iessential iin iA isurroundings iwherever itheir
i ar inumerous icolleagues ioperating ifacet iby ifacet. iIn iaddition ito ithe iabove iareas, iour idedicated iIT, iCommas iand
i Facilities ifunctions iprovide iinvaluable isupport ito iour ioperations.

Finance

As iyou‘d iexpect, ithis ipart iof iLogistics iSupport imanages ithe iintegrity iof ifinancial iaccounts. iIt ialso iaudits iour
i purchasing iand ipayroll isystems, ias iwell ias iproviding isupport iin ianalytical ireviews iof ifinancial iperformance.
i Careers iin ithis ipart iof iLogistics iare iideal ifor ithose iwith ia igood ilevel iof ifinancial iexperience iin ian ioperational
i environment i– iparticularly idealing iwith ipurchasing iand ipayroll isystems, ialong iwith ibalance isheets iand ibudgets.

HR

Our icolleagues iin iHR iensure ithat iall iour iemployees iare iwell-supported iin itheir iroles, iand ihave iall ithe iresources
i they ineed ito idevelop itheir icareer. iYou icould ibe iinvolved iin ianything ifrom ion-boarding inew icolleagues ito
i organizing ilearning iand idevelopment iinitiatives. iThe iteam iincludes iHR iBusiness iPartners, iLearning iand
i Development iManager iand iHR iAdministrators. iWhichever irole iyou itake ion, iyou‘ll ibe iintegral ito ihelping iour
i team iperforms iat iits ivery ibest.

38
2.12 Marks & Spencer snaps up John Lewis’s finance chief
i i i i i i i i i

Helen iWeir, iUN iagency ican isucceed iAlan iStewart ias iMarks iand iSpencer‘s ifinance idirector. iPhotograph: iGraeme
i Robertson ifor ithe iGuardian iMarks i& iSpencer ihas igone ishopping iat iJohn iLewis ifor iits inew ifinance idirector,
i Helen iWeir ito ijoin iM&S inext iyear. iShe iwill isucceed iAlan iStewart, iwho iquit iin ithe isummer ito ijoin iTesco, ibut
i Weir‘s iappointment icould ileave iM&S iwithout ia ifinance ichief ifor inearly ia iyear iwhile ishe icompletes ia isix-month
i notice iperiod.

Since iJuly, iPaul iFriston, iexecutive iassistant ito ithe iM&S ichief iexecutive, iMarc iBolland, ihas ibeen iperforming ithe
i role ion ian iinterim ibasis iand iwill icontinue ito ido iso. iWeir iis itaken iinto iaccount ia itown iheavyweight, ihaving ispent
i nearly ia idecade iat ithe iB&Q iowner iKingfisher iin isenior ifinance iroles ibefore ibecoming ifinance idirector iat iLloyds
i Banking iGroup iin i2004. iShe iled iits iretail idivision iin i2008 ibut ileft iin i2011 iafter imissing iout ion ithe itop ijob ito
i António iHorta-Osório. iShe iwas ilater idenied ipart iof iher ibonuses iby ithe ibank iafter ithe ipayment iprotection
i insurance imisspelling iscandal. iBoland iaforementioned ihe iwas i―delighted‖ iwith ithe iappointment, iadding: i―She iis
i extraordinarily iwell iqualified, iand ibrings ia iwealth iof irelevant imoney, iretail iand iclient iexpertise.‖ iM&S ipays
i Weir ia ibasic iannual iremuneration iof i£590,000 iand ishe iwill ibe ieligible ito ijoin iits iexecutive ibonus ischemes. iShe
i has inot ibeen ihanded iany ishares ibut iwill ireceive ia ione-off ipayment iof i£188,500 ito icompensate ifor ia ireduction iin
i her ipension icontributions. iM&S iaforesaid iit'd ibuild ian iadditional ipayment ito icompensate iher ifor imissing iout ion
i the iannual ipartners‘ ibonus iat iJohn iLewis. iM&S icheered iinvestors ithis imonth iby icoverage iits iinitial iincrease iin
i profits iin ifour iyears iand ilifting iits idividend. iDespite ichalking iup ia i13th iquarter iof ideclining iclothing isales, ithe
i group imanaged ito ieke iout ia i2.3% iincrease iin iunderlying ifirst-half iprofits ito i£268m, ithanks ito i

i Higher imargins iand ilower icosts. iWeir iis ian iinteresting iappointment ifor iM&S ias iin irecent iyears iJohn iLewis ihas
i been iclosing ithe isales igap iwith iits ilarger irival. iA idecade ipast, isales iat iJohn iLewis iPartnership, iowner iof ithe
i Waitrose ichain, iwere isimply i£5bn; iat iM&S ithey iwere iconcerning i£8bn. iToday ithe iUK iturnover iof iboth ichains iis
i in ithe iregion iof i£9bn.

2.13 HEALTH & SAFETY ISSUES & HR ETHICS

i i i i i i i

The iFire iHealth i& iSafety iCommittee i- iadvises ion ifire, ihealth i& isafety ipolicy, imonitors iits
i effectiveness iand ireviews ikey iperformance imeasures ievery iquarter. iThe icommittee ireceives iupdates ithrough ithe
i hearth, iHealth i& iSafety iOfficer iNetwork iteams ithat imeet iquarterly. iInformation ifrom ievery ilocation iis ichanged
i with ifireplace, iHealth i& iSafety iOfficers iat iBusiness iInvolvement icluster iconferences. i(BIG). iMinutes isquare
i measure iprinted ion iMy iStore ispace iand iwill ibe idisplayed ion ithe ihealth i& isafety ibulletin iboard.

39
The iStore/Site iManager i- iis iaccountable iand iresponsible ifor iensuring iin iconjunction iwith itheir iFire, iHealth i&
i Safety iOfficer ithat iCompany iHealth i& iSafety iPolicy iis iimplemented. iThis iincludes:

Suitable iFire, iHealth i& iSafety iinduction iand ilegislative iupdate itraining ifor iall iemployees. iThe iprevention
i reporting iand iinvestigation iof iaccidents. iThe icompletion iof istore-specific irisk iassessments iand imaintenance iof
i known ihazard iinfo.

Occupational iHealth iServices i– iprovide iadvice iand isupport ito iline imanagers ion imanaging ithe iimpact iof iwork
i on ihealth, iand ihealth ion iwork. iFurther ihealth iinformation iis iavailable ithrough ithe iPeople iGuide.

Business iInvolvement iGroups i(BIGs) i- irepresent iall iemployees iin itwo iway icommunication. iThey ishould
i discuss ihealth i& isafety ipolicy, iperformance, iand iimplementation ias ian iagenda iitem iat ieach imeeting iand iupdate
i the ibusiness ithrough ithe iFHSO iNetworks.

Retail iFinance iand iOperations i- iand iits imercantilism, iSafely iand iLegally iTeam iare iresponsible ifor idetermining
i and imonitoring irisk iassessments, iwork ipractices, iand ienforcement imeasures. iProperty iDevelopment iand
i Facilities iManagement i- isquare imeasure ito iblame ifor ithe isupply iof ioperating iareas, iequipment, iand imaterials
i that iare isafe iand iwithout irisk ito ihealth. iIt ialso iensures ithat iso ifar ias iis ireasonably ipracticable iall icontractors iwho
i work ion iour ipremises ido iso iin ia imanner ithat iis iwithout irisk ito iour istaff, icustomers ior ivisitors.

The iFire, iHealth i& iSafety iOfficer i(FHSO) i- iassists ithe iStore iManager iin ipromoting iand iimproving ithe iFHS
i culture iin istores, iensuring ia iconsistently isafe, isecure iand ihealthy ienvironment ifor iall istaff ithrough iworkplace
i assessment, itraining, iand imonitoring. iAlso, isupports iyour iPlan ia iChampion iand iGoals. iAll iemployees imust ibe
i aware iof itheir iresponsibility i– ifor imaintaining ithe ihealth i& isafety iof ithemselves iand iall ithose iaffected iby itheir
i actions iat iwork. iIf iA iworker ihas iany iissues iconcerning itheir ihealth i& isafety ithey imust ispeak ito:

• iThe ishop/website iManager i/ iLine iManager i

• iThe ishop/website ifireplace, iHealth i& iSafety iOfficer i

• iAny imember iof iyour iBusiness iInvolvement iGroup

• iThe itop iworkplace ifireplace, iHealth i& iSafety iTeam

40
3. FINDING AND DISCUSSION
i i i i

HR ifaced imany iChallenges iin iOrganized iRetail. iThe iorganized iretailing iis ia imassive iman ipower-oriented
i industry ithat irecruits ia ilarge ipool iof iemployees. iHowever, ithere iis ia ihuge iscarcity iof iskilled iretail iprofessionals.
i This ican ibe iattributed ito ithe ivery ifact ithat iretail ihas ine'er ibeen ithought iof ias ia idistinguished iprofession iin ithe
i Asian ination ias ithere ihave ibeen ionly ia ifew iretail iskilled icourses istill ia ifew iyears iback. iThe ioperating ipattern iof
i the iretail itrade ineeds ithe iworker ito iplace iin ilong ihours iof ilabor ithat itypically icause ifatigue iand ilead ito ilower
i motivation iamong iworkers. iBesides ithis, iin ipart-time iand icasual ijobs ithere iis iless ijob isecurity, iflexible ishifts,
i unlimited iworking ihours, ilower isalary iand ibenefits i& ipoor iworking iconditions iresulting iin istress iand iworking
i problems. iThere iis ia idemand ifor iqualified iand iproficient ihands ito iappear iwhen ithe iday ito iday ioperations iand
i cater ito ithe iwide ispectrum iof iclient ineeds. iAs ithere's ian iabsence iof iformal iline iinstitutes iwherever istudents iare
i trained, imost iretailers iin iIndia idepend ion iin- ihouse itraining ior ifulfilling itheir itraining ineeds iwith ismall iinstitutes.
i There iappears ito ibe ia ihigh ilevel iof iattrition iwithin ithe iretail isector ithat iis inearly ifour-hundredth iconsistent iwith ia
i recent istudy.

Employee ipoaching iis ialso ivery ihigh iboth iin iorganized ias iwell ias ithe iunorganized iretail iindustry. iSkilled ihands
i are iscarce iduring ithis itrade iand iin iand iof iitself iattracting ithe istaff iof icompetitors iby iproviding ithem ihigher
i salaries imay ibe ia irather istraightforward ichoice. iRetailers ineed icreative iHR ipractices ito imanage ia ihuge
i workforce iin ia icompetitive ienvironment ito ienhance ithe icompetency iand iretention iof itheir iemployees. iThere
i square imeasure itoo iseveral icorporations ichasing ideficient italent. iThe iretailers iought ito imaintain itheir igoodwill
i within ithe ioverall iemployment imarket iby ihuman iaction iits iattributes iin ia ivery iapproach ithat idistinguishes ithe
i corporate ifrom ithe icompetitors. iFind ithe icorrect italent ithat's iwilling ito icommit iover ithe isemi-permanent. iThe
i attractive icompensation ipackage ishould ibe iprovided ito ithe iemployees iwhich iinclude iboth idirect i(salaries,
i commission, iand ibonuses) ias iwell ias iindirect ipayments i(paid ivacations, ihealth, iand ilife iinsurance iand iretirement
i plans).

The iproblem iof iattrition iis ivery icommon inowadays. iRetaining iis imore ichallenging ithan ihiring. iHence, iretailers
i must iexamine idifferent istrategies ithat ithey ican iuse ito ireduce iturnover iand iboost ithe imorale iof itheir iemployees.
i As ia ihuman iresources imanager, iit's ipart iof ithe ijob ito imake isure ithat iall iemployees iare icomfortable iin ithe
i workplace, itreated iwith irespect iand ican iperform ioptimally. iMany iconsultants ibelieve ithat ithere's ian ion ithe ispot
i relationship ibetween iworkplace idiversity iand imotivation. iDiverse iworkplaces itend ito iuse ifolks ifrom itotally
i different ibackgrounds iand iage iteams. iEmployers iUN iagency irent ivarious imanpower itend ito ilimit itheir iemployee
i turnover. iDiversity iin ithe iworkplace ialso ileads ito ia istronger iproblem- isolving iskills iamong iteam imembers.
i Communicate: iCommunicate iwith iemployees iand imanagement iabout iorganizational igoals iregarding idiversity
i and iwhy ithese ivalues iare iimportant. iDevelop itraining isessions ithat iemployees iare ipaid ito iattend. iThese itraining
41
i sessions ican iinclude iguest ispeakers iand ican ibe ian ioutlet ifor iworkers ito idiscuss itheir iown igoals iand ifrustrations
i regarding iissues isuch ias ifairness iand idiscrimination iand ihow ithese iissues iaffect itheir imotivation. iMake iissues iof
i diversity iand imotivation ia ipart iof ian iongoing iconversation, ias iit iis iimportant ito iunderstand ithat iongoing
i communication ihelps ia iteam ito ifeel ithat ithey iare iworking itogether iand ithat ithey iare iaccountable. iLead: iHuman
i resources imanagers ican ihave ia igreat ideal iof iinfluence ion itheir iorganization iby isetting iexamples. iMake isure ithat
i H.R iManager iis iknown ito itreat ieach iemployee, iregardless iof igender, iage ior iethnicity, iwith ithe isame idegree iof
i respect. iH.R iManager's iattitude iin ithe iworkplace ishould ibe ione iof icompassion, ioptimism iand iforward-thinking.
i When ian iH.R iManager ihears iabout ibehavior ithat ihas ia inegative iinfluence ion imotivation, iit iis itheir ijob ito ispeak
i out iand icorrect iit. iFor iexample, iif ian iemployee icriticizes ia ico-worker ifor ibeing itoo iold ito ido ihis ior iher ijob, iH.R
i Manager ishould ischedule ia imeeting iwith ithe iemployee ito iexplain iwhy ithis ikind iof italk iis iunacceptable iand ihow
i it ican icreate ia ihostile iwork ienvironment ithat iis icounterproductive ito icreating ia imotivational iworkplace ifrom
i which iall ican ibenefit.

Policy: iAs ia ihuman iresources imanager, ia ilarge ipart iof ione‘s ijob iis ito ioversee ithe ihiring iprocess iand iensure ithat
i all ipolicies iregarding ibehavior iin ithe iworkplace iare iclear iand ithat iall iemployees ihave iaccess ito ithis iinformation.
i Management iand iemployees ishould ibe iperiodically ireminded i

About istandards iregarding ithe iimportance iof idiversity iin ithe iworkplace, iespecially iabout ihow idiversity ican
i strengthen ithe iteam ias ia iwhole. iCommunicate iwith imanagers iabout ihow ithey iare idoing iregarding ihiring ia
i diverse iworkforce iand iwhere iwould isome iimprovement ibe iwelcomed. iFor iexample, iif iH.R iManager ifinds ithat
i one idepartment ihas imany imale iteam ileaders, ihe/she imight ifeel ithat ithe iwomen iin ithat idepartment iare ibecoming
i discouraged, iespecially ithose iwho iare iexcelling iat itheir ijobs. iBy imaking ia idiversity ipolicy, iall iemployees iand
i managers ican ishare icommon igoals

Evaluate: iConsistently ievaluate ithe idiversity iand imotivational iinitiatives iperformed iat ithe iorganization. iThis ican
i be idone iwith ia ivariety iof imethods. iFor iexample, iH, iR imanagers ican ianalyze ithe idegrees iof idiversity iwithin
i specific idepartments imatched iwith ithe ioverall imoods iand irates iof iefficiency iwithin ithose idepartments. iIt ican
i also ibe iuseful ito idistribute idiversity isurveys ito iyour iworkers. iThis iis ian iexcellent iway ito ilearn ihow ivalued
i various igroups ifeel iwithin iyour icompany. iBy iregularly ievaluating ithe idiversity iinitiatives iin iyour iworkplace,
i you ican iensure ithat iyour istaff iis icompetent iand ivalued ion ia ipersonal ilevel. i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i
iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii iiiiiiii

42
4. CONCLUSION
i

―I inever ipredict. iI isimply ilook iout ithe iwindow iand isee iwhat's ivisible i– ihowever inot inonetheless iseen‖ i(Peter
i Drucker) iTrends iin iHuman iresource imanagement ihave imodified ithe iapproach iwe itend ito iwork, ias iorganizations
i are imore idepended ion iHRM ito iincrease ithe isuccess iratio iin itoday's icompetitive iglobal ienvironment. iHuman
i Resource iManagement ipractices isquare imeasure iimportant ifor ithe iexpansion iand idevelopment iof iany ibusiness
i or isector. iThese ipractices ihave iconsiderably ievolved iwithin ithe imerchandising isector iadditionally. iThe iretailers
i particularly iorganized iretailers isquare imeasure ithese idays iputting ia ibigger istress ion ithe iHRM ipractices iwhich
i have iachievement, iselection, iperformance iappraisal, icoaching iand idevelopment, icompensation, icareer icoming
i up iwith, ietc. iaside ifrom ithis ithe iworld iis ifacing isome iissues iabout iits ihuman iresource ilike ilack iof italent, ilack iof
i formal ieducation iin imerchandising, iworkforce iattrition, ithreat iof ipreparation iand isophisticated ihuman iresource
i surroundings. iIt iimplies ithat ithe iHRM ipractices iwithin ithe iorganized iretail ibusiness iwant ibigger iattention iwithin
i the iclose ito ifuture ito icreate ia ilot iof icompetition.

The iGlobal iJournal iof iFinance iand iManagement. iISSN i0975-6477 iVolume i6, iNumber i6 i(2014), ipp. i491-496 i©
i Research iIndia iPublications ihttp://www.ripublication.com ialso ifind ithat ithe iHuman iResource iManagement
i practices iare ivital ifor ithe igrowth iand idevelopment iof iand ibusiness ior isector. iThese ipractices ihave iconsiderably
i evolved iwithin ithe iselling isector iconjointly. iThe iretailers iparticularly iorganized iretailers isquare imeasure itoday
i putting ibigger istress ion ithe iHRM ipractices ithat iembody ienlisting, iselection, iperformance iappraisal, icoaching
i and idevelopment, icompensation, icareer idesigning, ietc. iApart ifrom ithis, ithe isector iis ifacing isome iproblems
i relating ito iits ihuman iresources ilike ilack iof iskill, ilack iof iformal ieducation iin iretailing, iworkforce iattrition, ithe
i threat iof ipoaching iand icomplicated ihuman iresource ienvironment. iIt imeans ithat ithe iHRM ipractices iin ithe
i organized iretail iindustry ineed igreater iattention ishortly ito imake iit imore icompetitive. i

Marks iand iSpencer iare ivery igood iat itheir ioverall iprocedure iof irecruitment, iselection, itraining i& iallover iHR
i practices. iI ifound ithe igreatest iorganization i& imost igreat iworking ienvironment iprovided iby iMarks i& iSpencer

43
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