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08Apr

Regent College Unit 23 Human Resource Management

P 3.4 Methods adopted by Harrods to monitor employee performance

Reaction Paper Assignment HelpThe performance of the employee is determined in the way which is explained in the above paragraphs. Other than this there are several activities which are used to evaluate the performance of the employee. One method is the daily status report, which employee submits to his reporting manager. This report contains all the duties performed by the employee on that particular day. The manager consolidates all these reports which come in very handy during the time of performance evaluation. Another performance measure is the initiative taken by the employee when a challenging task comes and other people do not want to take that up. If an employee takes initiative in this kind of condition, it really counts in his performance evaluation. Attendance and regularity of the employee is also considered in the Harrods Performance Evaluation (Gatewood, Feild & Barrick, 2010, pp. 97).

LO4 Mechanisms for the cessation of employment

P 4.1 Reasons for cessation of employment

Cessation of the employee is the prime responsibility of the human resource department in any company. Human Resource does everything possible to cease the current employees. The main points behind the importance are mentioned below:

  1. High cost of recruiting new employees
  2. Loss of expertise of the employee in a particular area he had been working
  3. Need for training the new employees hired

These three reasons are the key factor in reducing the turnover of the employees. If an employee leaves the company, human resource has to find a new resource for that job with the qualification required (Becker & Gerhart, 1996, pp. 94). The cost of recruitment has become very high these days, whether it is self-recruiting or outsourcing the recruitment. The next reason to cease the employee is that company has invested very much in the training of these employees and when an employee leaves the company, he also takes away his training and experience with him. Another reason for cessation of the employees is that human resource has to start the training of the new employees again from the scratch, which takes time and efforts.

P 4.2 employment exit procedures used by Harrods

As mentioned above that Harrods does everything possible to cease the employees but still they cannot stop the turnover of the employees completely. As the recruitment of the employees is the responsibility of the human resource department, so is the exit procedure of the employee. The procedure followed by the human resource could be divided into the following steps:

  1. Employee submits his resignation to his reporting manager.
  2. Manager arranges a meeting with the employee to know the reason of resign.
  3. Manager forwards the resignation to the human resource and human resource setup an exit interview with the employee.
  4. Human resource check the performance of the employee and if the performance is found good and worthy, HR meets with the employee and offers him some benefits to stay in the company.
  5. If the employee still wants to resign, HR asks him to complete the notice period as mentioned in the contract.
  6. If the employee does not want to serve the notice period, it is up to the HR that he may grant him the leave as soon as possible but may take the salary from the employees according to the notice period.
  7. HR instructs the IT department to close the email account of the employee and also instruct the admin department to collect the ID card and any other particulars which belongs to the company

P 4.3 impact of the legal and regulatory framework on employment cessation

Employment cessation is a very important part of the human resource department which also has the impacts on the legal and regulatory framework of the company. Since cessation or termination affects both of the parties i.e. the company and the employee, there are many legal laws which need to be followed by both. The first one is the labour law, which makes sure that employee is not ceased by the company by using any kind of force. The legal rights of the employee while working in the company are highlighted below:

  1. Right to safety and protection while working for the company
  2. Any kind of discrimination against the employee due to any reason is prohibited by the legal framework.
  3. Freedom of leaving the organization due to any personal unavoidable reason.

These three points form the basis of the legal and regularity framework for employee cessation, but companies are also given some liberty in the legal framework. For example, if the employee has signed a contract with the company in which notice period is mentioned, he has to complete that period or buyout that period according to the contract (Huselid, M. A. (1995, pp. 660).

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Conclusion

In this particular paper, Harrods Human Resource policies are studied deeply and various responsibilities of the human resource are explained. How to reduce the employee turnover and provide them a good environment is also explained. Recruitment and selection process at Harrods is also explained. The one thing which is most important for the company is cessation of the employees and it could be done by motivating the employees. Maslow’s theory of hierarchy needs fulfil this purpose and it has been analysed that Harrods is following the theory very well and able to satisfy the needs of the employees. Harrods has also adopted the survey of employees practice and in a recent survey around 91% employee of the Harrods said that they were proud of working at Harrods. The reason for this is the good human resource management at the Harrods along with the personal management of the employees. A comparison between the recruitment process of Harrods and Sainsbury is also discussed and found out that both companies use different approaches to recruit the new employees; where Harrods go for the new recruitment through their human resource department, Sainsbury outsources the process. The pros and cons of both approaches are explained in the paper.

References

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672.

Ulrich, D. (2013). Human resource champions: The next agenda for adding value and delivering results. Harvard Business Press.

Gatewood, R., Feild, H., & Barrick, M. (2010). Human resource selection. Cengage Learning.

Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3-13.

Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391.

Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management journal, 37(3), 670-687.

Boxall, P., & Purcell, J. (2003). Strategy and human resource management.Industrial & Labor Relations Review, 57(1), 84.

Fombrun, C. J., Tichy, N. M., & Devanna, M. A. (1984). Strategic human resource management.