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Essay / Research Paper Abstract
This 8 page paper looks at the company Marks and Spencer and considers the recent and current HRM policies, the impact these policies and practices have had and the way they may be improved for the future. The bibliography cites 9 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEmrshrm.rtf
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Unformatted sample text from the term paper:
are key to the success of the company. In the past there has been a strong level of differentiation built of the customer service as much as the quality of
the goods. Staff were well known for being paid well and working in good conditions. However, in return for these good facilities and above minimum levels of payments there was
the expectation of increased commitment and productivity as well as the provision of above average service. Marks and Spencer is one of the companies that is regularly cited as changing
and practicing human resource management rather than simply have a personnel department. The traditional approach taken has been a soft approach, where
there has been the development of a co-operative partnership approach. Careful selection also included an extensive graduate programme, where each year an intake was taken from university, looking for high
results and also chosen with a range of techniques including psychometric testing. The way in which the graduates trained indicates the holistic approach that is taken. The graduates as a
part of their management courses have to undertake all the shop based activities, so that they understand the operation form the ground up.
Overall there was a high level of soft HRM practices, these engender staff and increase the level of commitment and productivity. When staff feel that they are valued they
are more likely to work harder and input more to the job. This also meant that Marks and Spencer also created an environment where they hade a relatively low staff
turnover, and although costs associated with retraining and motivation were high, the main cost of recruitment was in obtaining the right staff rather than coping with turnover.
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