Managing Human Resources

ABUL NASARMANAGING HUMAN RESOURCESHNDB5976

UK College of Business ComputingBTEC HND BUSINESS LEVEL 4Managing Human Resources2nd TermABUL NASARAwarding body Registration No.College ID: HNDB5976Due in date: 20th March 2014Lecturer: M. K. Mayah

ContentsL0121.1 Adoption of Guests Model in Harrods21.2 In Contrast: Human Resource Management & Personnel Management or IR Management41.3 Line Managers and Employees Developing a Strategic Approach to HRM6L0272.1 How a Model of Flexibility Applied in Practice72.2 The Type of Flexibility can be developed at Harrods92.3 Flexible working from Employee and Employers perspective102.4 Impact of Changes in the Labour Market on Flexible Working at Harrods11L03123.1 Forms of Discrimination may Take Place in Harrods123.2 Practical Implications of Equal Opportunities Legislation Practiced in Harrods133.3 Managing Equal Opportunities and Managing Diversity at Harrods14L04154.1 Comparison of Performance Management Approaches at Harrods154.2 Approaches of Managing Employee Welfare164.3 Implications of Health & Safety Legislations174.4 Topical Issue of HRM for Harrods18References19

L01P1.1 Adoption of Guests Model in Harrods

Policy GoalsGuests ModelHow they adopt at Harrods

Commitment of employeesEmployees should feel bound to the organisation through their behaviour and high performanceHarrods encouraging its employees to have their ideas shared and apparently letting them know that their ideas are valuable to the organisation.

Strategic integrationHRM is integrated in the planning of the organisation. Policies should be coherent in all departments, representing the aim and purpose of the organisation so outcomes can be met.A bottom-up decision making approach is implemented at Harrods which requires its line managers clear knowledge about the organisations long-term & short-term purpose. Furthermore, communication between different hierarchical levels is quite frequent as a result of fewer levels and job enrichment.

QualityUsing the right people with the right skills in the right position, to give high quality service A six phased recruitment and selection process enables Harrods to select right person for the right position, while employee development and talent spotting are in effect.

FlexibilityOrganisations structure should be adaptable where employees can multi-task; stand in for each other.Harrods had reengineered its business processes through changing organisational structure to a less hierarchical structure, whereby, job enrichment serves the opportunity for multi-tasking; and a support network ensures collaboration.

The human resource management is not what it looked like decades ago. David Guests (1996, 1997) model analyses an organizations Human Resource Management (HRM) from six dimensionsHRM strategy, HRM practises, HRM outcomes, Behaviour outcomes, performance outcomes, and financial outcomes.

The model distinguishes itself from traditional personnel management while being strategic rooted. The major differences of this model can be looked when comparing HRM policy goals under personnel management to Guests model. Instead of emphasising cost minimisation this model strives for maximum utilisation of its resources. Also, the goal of this model is to seek continuous performance improvement by building adaptive work-force, whereas the goals personnel management are ensuring standard performance through administrative efficiency.

Figure 1 Guest's Model of Human Resource Management

The new Human Resource Method implemented in Harrods by Qatar Holdings after buying the company from business tycoon Mohammed Al Fayed is a result of the influence of MacLeod report engaging for success published in 2009. The adoption of Guests model in the Human Resource Management of Harrods took part through changing different approaches.

The company changed its organisational structure, leadership, and communication method, in order to encourage employee engagement. Afterwards, these changes also act as a tool for empowering employees, with a view that employees will seek continuous improvement if they are more empowered. Besides empowering, Harrods uses six employee engagement methodswhich ensures continuous improvement in employee performances through communicating their ideas, opinions, and views to other employees. In addition, the company makes its employees believe that their voices are heard by the management.

Figure 2 Harrods' Share Your Voice Program

Through this Harrods management a reciprocal commitment which is a psychological contact emphasised by Guests model. It also divulges the idea that the locus of control is internal.

By breaking down too hierarchical organisational structure and encouraging line managers to make more decisions, a bottom-up management and decentralised decision making is established with offering employees flexible roles. These new changes directly points at organising principles of Guests model and oppose traditional Personnel Management model.

Harrods introduced talent spotting, mentoring and coaches, and support network to HRM as management practices, with involvement through cross-functional activities. Both financial and non-financial rewards for performance of employees are prepared. However, the company mostly emphasises on recognition factor. As an illustration to that, top sales associates will be recognised by the Harrods 100 programme, and also be rewarded for their achievement in a gala eveningmuch like Oscar ceremonyregardless to their job types.

Conspicuously, Harrods management successfully reduced employee turnover as to reduce its recruitment and selection cost. Their Employee turnover reduced by half since the implementation of the new HR planning.

All the dimensions of Guests model were well analysed and implemented with precision at Harrods after Al Fayed sold Harrods to Qatar, Holdings.

P1.2 in Contrast: Human Resource Management & Personnel Management or IR Management

Storey (1989) has differentiated HRM into two formssoft and hard. 'Hard' HRM focuses on the resource side of human resources. It emphasizes costs in the form of 'headcounts' and places control firmly in the hands of management (Price, 2011). Soft HRM on the other hand, stresses the human aspects of HRM (Shabnam, 2011). Soft HRM is more people-focused, emphasises on multi-tasking and continuously revise the work processes, whereas, Hard HRM is task-focused, works with highly defined jobs providing very little scope for multi-tasking, and withholds a belief that tasks should be done in a traditional way.

The term human resource management was being used by Peter Drucker and others in North America as early as the 1950s without any special meaning, and usually simply as another label for personnel management or personnel administration (Henderson, 2011). Lately, in 1980s the Human Resource Management had become critically different in approaches of Personnel Management with higher focus in employee commitment, performance, and rewards based on individual or team contribution.

Industrial relation (IR) studies conventionally signifies elements of institutionalisation: the role of laws, main agreements, bargaining schemes and regimes, labour market and wage formation, in disparity to the analytical schemes of HRM theory (Falkum, 2003). Accordingly the actors are institutions like negotiation bodies and workers and employers federations, work councils, and unions (Falkum, 2003).

Finally, the major distinguishing factor among HRM, Personnel management, and IR practises lies within the management goals. Storeys definition of HRM brought the differences between personnel management and HRM remarkably. It is more likely that Hard and Soft HRM are respectively traditional personnel management and todays people based human resource management.

Harrods has been following the soft HRM with implementing Guests model. The six employee engagement methods can be illustrated as signs of Harrods high commitment to its people.Figure 3 Harrods' Employee Engagement Methods

In this section however I will additionally discuss the difference between Harrods HR practices and Mark & Spencers Personnel Management. Although Mark & Spencer does not follow the traditional personnel management completely; the company puts its first priority on cost minimisation with employee engagement.

However, both companies (Harrods and Mark & Spencer) prioritised employee engagement but Mark & Spencer focusing on eradicating its operational barriers with conflict resolutions; and also, effectively using its learning curve for cost minimisation. In the end, the company still believes that jobs should be done within its boundary, and multi-tasking may deteriorate the quality of employee performances.

P1.3 Line Managers and Employees Developing a Strategic Approach to HRM

Strategic HRM is about systematically linking people with the organisation; more specifically, it is about the integration of HRM strategies into corporate strategies. Line managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams (DALZIEL, 2007). Line managers as in Harrods case, are not usual front-line managers. Front-line managers are unlikely to have any formal management education (HUTCHINSON, 2003). In Harrods case, line managers profoundly take a big part in mentoring and coaching activities, which are very sophisticate.

Generally, a line manager deals various activities within an organisation such as dealing with clients and/or customers; monitoring work processes; managing people on a daily basis; providing technical expertise; managing operating costs; Checking quality of services; Acting upon guidance of HR; and others.

According to the case study line managers of Harrods HR department advice employees through face-to-face interactions and encourage communication within employeeswhich resulted in higher information sharing among employees. They also assist employees both in formal and informal setting for improving individual performances. Furthermore, they act as coach to the employees of Harrodswhich enables them to enhance their managerial and communication skills.

Following the areas where line managers of Harrods are making substantial alteration to people management practices are:

Performance appraisal of employees; Training, mentoring and guidance; Encouraging re-alignment with Harrods goals and objectives; Encouraging employees to develop their skills and abilities; Making employees feel that their contribution is recognised; and Work-life balance.

Harrods recognises these intrinsic needs and encourages job rotation, job enlargement and job enrichment to provide career development opportunities. The new line managers role, as diversified, allowed them to take more responsibilities. Ambitious employees availed an opportunity for faster career development.

One of the most important implementation at Harrods was employee discussion part. Line managers often involve themselves in group discussion where they share their ideas and mentor other employees. While improved communication serves as a base, job rotation provides multi-tasking opportunity, the line managers role in HRM is redefined.

The employees at Harrods work collectively and collaboratively as per the six engagement methods deployed within the organization. They work together and share their views about different issues of Harrods at Intranet, Quarterly employee forum, etc.

L022.1 How a Model of Flexibility Applied in Practice

Workplace flexibility describes how, when, and from where workers can get there job done. Implementing flexible working model within an organisation takes account of six steps: (i) where to start; (ii) caking it happen; (iii) creating the right environment; (iv) measuring performance and results; (v) communication; and (vi) lead by example. These steps are described from Harrods aspect below.

Figure 4 Process of Implementing Flexible Working

Source: Robinson, A. & MacDermid, S., 2004. Types of Flexible Work Arrangements. [Online] Available at: https://hr.osu.edu/public/documents/worklife/alternativework.pdf

Where to Start?Like every process the change in Harrods human resource management started for the organisations need. As the employee turnover were subject to worry, and the criticism about the companys sale and profitability was high, the employee survey was emergent as to fulfil the forthcoming needs. For Harrods, the change in HR practices started in different frontsorganisational structure, leadership, communication, etc.

Making it HappenEmployees should be made aware of the changes that are going to occur within a particular organisation. They should be given opportunity to raise concerns and suggestions like Harrods Share your Voice program. Empowering line managers with decision making is one of the dreadful attempts taken by Harrods, but the establishment of trust impacted this change very positively.

Creating the right environmentCreating the right environment for flexible working is subject to formal and informal processes within an organisation. As pointed out earlier, the six employee engagement methods applied by Harrods in workplace are about creating the environment for new human resource planning. In addition, employees are encouraged to take more responsibilities because the scope provided for particular jobs are not narrow, simultaneously, this provides the opportunity for ambitious employees to further develop their career. Job rotation has been another effort of Harrods for creating the right environment for implementation of flexible working model.

Measuring performance and resultsClearly setting out what is expected from an organisations people to achieve, and to what deadline, whether for a short-term project or for their regular job (Maitland, 2009). Employee performance appraisal methods can also support the HR management of an organisation in setting up new policies. Harrods has adopted 360 degree performance appraisal methods that depends highly on bottom-up approach.

CommunicationHarrods has enforced higher communication across the organisational hierarchies so that sharing of ideas and views occurs frequently. The support network on the other hand is focused on the same issue of sharing views and ideas. In a support network, the line managers meet Head of retail at least once for sharing their experiences.

Lead by example Changing organisational culture is time consuming. It is the duty of top level management to set an example first to lead the change successfully. At Harrods, the senior managers conducted survey about the issues and problems that employees are facing. Upon comprehending such problems involving communication, leadership, and career development issues, the management came to direct the change to eradicate employee problems.

2.2 The Type of Flexibility can be developed at Harrods

There are different types of flexible working. As described in the gov.uk website, there are eight different types of flexible workinghowever, among them, working from home is definitely not applicable to Harrods employees on the shop floor due to the nature of work in retail business, but can be applied in the office areas.

Other types of flexibility are job sharing, part time, flexitime, compressed hours, annualised hours, and staggered hours. The type of flexible working that is most suitable for Harrods are Flexitime and Part time.

Harrods can develop flexitime within its work environment, where employees will have the choice of choosing when to start and end work besides working 10am-4pm at weekdays. On the other hand, Harrods can develop part time job opportunities for passionate students who want to work in the retail business and want to develop their career within this industry. This offers employees to work less than full-time hours.

The flexibility offered at Harrods can be dissected into two parts. As functional flexibility is implemented, thus Harrods also enforces wage flexibility. Harrods does not maintain a very strict wage structure. The line managers at Harrods are entitled to avail higher wage if they improve rather fast, and be collaborative.

Functional Flexibility The case study mentions job rotation at Harrods. Job rotation involves periodically changing jobs and work areas to develop new skills in different areas of the business. This ensures multi-tasking and employee development, while employees experience various features and activities. Wage Flexibility As I this is already mentioned that Harrods does not withhold a very strict salary structure, apparently the wage of employees are attributed with competitive pay, employee discounts, sales and commissions, and bonuses for individuals and teams.

2.3 Flexible working from Employee and Employers perspective

The adoption of flexible working at Harrods ensures a better work-life balance for its employees. This also corresponds to the companys rewarding system. From employees point of view the implications of flexible working is limitless. On the other hand, employers are acquiring mutual benefit from this option.

Employer Perspective:Flexible working enables employers to hold on to their experienced and skilful employees at times. Therefore, this has serious implications on a companys cost and maintenance. For Harrods, flexible timing was used as a tool for reducing employee turnover as well. This also helps Harrods to attract talent and by then recruit them. Employers recognize the benefits of two-way flexibility to ensure they can provide quality services when customers need them (Stewart & Rowlatt, 2010). A flexible workforce is quite able to cope with any organisational change quickly.

Employee Perspective:The flexible working most definitely brings employees a better work-life balance and it allows employees to set time for work in accordance to their necessity. This enables employees to take more responsibility towards their families, and to perform them adequately. Evidence have shown that flexible working opportunity is a deciding factors for employees taking a job.

What flexibility actually does for employees that they can enjoy higher control over their life. Flexibility is not only concerned with at what time an employee will work and at what time he/she will not, but also employees can achieve paid vacation while they have the freedom to decide how the work will be done. Furthermore, as employees can provide higher time to their family, they are usually remains in sound mental state which is crucial for himself/herself and the organization as well. Also employees are freed from prioritizing work over serious family matters.

2.4 Impact of Changes in the Labour Market on Flexible Working at Harrods

To put in simple terms I would say the labour market refers to the mechanism where human labour are bought and sold at equilibrium of demand and supply. Both changes in the supply and demand of labour market, affects the flexible working practices of an organisation. The composition of both demand and supply is affected by wide range of factors such as changing societal attitudes to work, economic conditions, changing demography, government policy, and some others.

Conspicuously, the desire for work-life balance is affecting the flexible working directly. As I have pointed out earlier that, flexible working is now-a-days a deciding factors for employees whether to take a job or not.

Therefore, in order to spot best available talents, Harrods should offer flexible working.Economic condition also plays a vital role in labour market, and so is to flexible working. When a market faces economic downturn, flexible working may act as an instrument for employers to control cost. In addition, employees can seek two part-time jobs for an increased income.

Finally, inflation, level of unemployment, and interest rates can affect the flexible working practices of Harrods. Management of Harrods may consider different practices than they are following in order to maintain and stabilize its cost, or to minimise it with best utilisation of its human resources.

Since Harrods adoption to new Human Resource policies and planning, the company strategically implemented its new policies and restructured the organization. Harrods subsequent employee survey led the company identify its core issues in HRM. As identified, the major problem lied within the too steep hierarchy, which then restructured at first by the firm. When organization hierarchy is re-ordered the company ordered it in such a way that best copes with communication and other aspects. More-or-less, several policies and processes over time helped the organization to achieve its HR targets.

L033.1 Forms of Discrimination may Take Place in Harrods

In business context, discrimination presents an idea of unjust treatments for people differentiated based on age, sex, race, ethnicity, etc. There are various types of discrimination. Among those types of discriminations, I will discuss some types with special reference to Harrods and considering the forms of discrimination that may take place in Harrods.

Direct DiscriminationThis is a common type of discrimination that can take place in any business regardless to its nature and size. In Harrods, this can happen due to biasness of supervisor, or senior managers. When an employee is treated less favourably due to his/her protective characteristic, then he/she is subject to direct discrimination. The Equality Act 2010, adopted by Harrods, is actively exercised by the firm in order to restrain such discrimination at any organization level.

Perception DiscriminationPerceptive discrimination will now apply for all practical purposes to all the discrimination strands (The University of Sheffield, n.d.). This accountably deals with disability discrimination, and discrimination arising from difference in sex, age, race, and ethnicity. For example, Harrods demand it female employees to follow an elaborate dress and appearance code. A report published in Xpert HR website, pointing that a female employee were forced to be dismissed by Harrods due to her refusal for wearing make-up.

Harassment/Third Party HarassmentAs harassment may take place in any business organisation, but as for Harrods, third party harassment may also take place due to the reason that its retail employee frequently deals with its clients and customers in both formal and informal means. Harassments are typically seen where race and sex issues are present. The Laws that dictate terms of such harassments, such as Sex Discrimination Act 195 and Race Relations Act 1976, provide Harrods the guidance for taking legal actions against the wrong doer.

VictimisationVictimisation occurs when an employee is treated badly because they have made or supported a complaint or raised a grievance under the Equality Act; or because they are suspected of doing so (The University of Sheffield, n.d.). As Harrods have implemented modern HR management, this is an unlikely scenario, but it cannot be ruled out. Sex discrimination Act 1975, and Race Relations Act 1976, are being exercised at Harrods in order to prevent & deal with any grievance arising from victimization.

Finally if Harrods complies with the laws they could be seen to provide a working environment where people could work without any form of discrimination.

3.2 Practical Implications of Equal Opportunities Legislation Practiced in Harrods

Since 1st October 2010, Harrods came under the provision of the Equality Act 2010. The Equality Act technically brings together some anti-discrimination lawswhich are: Equal Pay Act 1970; Sex Discrimination Act 1975; Disability Discrimination Act 1995; Race Relations Act 1976; and Employment Equality Regulations 2003.

The practice of equal opportunity legislations has had significant impact on Harrods in the following ways: This helps Harrods to attract more ambitious and self-driven talents from all communities as there should be no discrimination. The adoption of such legislations made the recruitment and selection process of Harrods more transparent and fair. On the other hand, these legislations eased the task for Harrods, as the company is now more focused on performing what is required in those legislations as duty, whereas, it allows the management from abstaining the work of setting employment policies. This Equality Act 2010 also helps Harrods monitor discrimination. By directly following the rules and guidelines Harrods can abstain itself from any discrimination to occur.

Having a good equal opportunities practice at Harrods will benefit them as it will reflect on their morals and values, which in turn will raise their profile and prestige in future clients and customers minds. Also people will want to work at Harrods so hopefully this will attract the right type of employees.

3.3 Managing Equal Opportunities and Managing Diversity at Harrods

The effect of globalisation is significant leading towards higher diversity in workplaces, and consumer choices. The responsibility of diversity and equal opportunity management typically lies on line managementalthough it is the duty of personnel and development practitioners to ensure that line managers have enough knowledge and they well-understand the legislative framework.

The diversity management is well adjusted at Harrods as the case study describes that the company is providing all employees to further develop their career with multi-tasking, cross-functional activity, and working in group. While on the other hand, Harrods is successfully ensuring equal opportunity for employment through six step recruitment and selection process where candidates are equally treated.

Men and women both have equal opportunities at Harrods. As Harrods emphasizes on higher collaborative workforce within the organization, it isolates the discrimination between men and women in workplace. Regardless who an employee is, Harrods reward policy ensures equality in its reward system. Solely based on employee performance rewards are given.

At Harrods, in my opinion the Equal Opportunity (EO) is externally driven whereas Diversity Management (DM) is internally driven. Furthermore, the DM is strategic and concerned with outcomes; and EO is typically operational and concerned with processes.

L044.1 Comparison of Performance Management Approaches at HarrodsEmployee appraisal methods take several factors into account such as employees knowledge of the job, planning and problem solving skills, judgment, adaptability, communication & interpersonal skills, etc. The major purpose of performance appraisal is concerned with the factors that lacks within an employee, and the employees areas of improvement. Besides, the appraisals can be used as indicators of development. Professional development can be measured analyzing several factors as such decision making capability, judgment call, dependability, etc. Most appraisal methods are concerned with qualitative factors, however, in Harrods, some quantitative factors also plays a pivotal role. Sales figures of an employee is a qualitative indicator of that particular employees development. Achieving or failing to achieve sales target can be used to gauge a line managers performance at Harrods. Similarly, as bonuses are available to the line managers achieving notable sales figures, this also helps management gauge the financial appropriateness for motivation.

There are five basic employee performance monitoring or appraisal methods in practise. Among the five methodsRating scales, Narrative techniques, Comparison methods, and 360 feedbackHarrods has been utilising 360 feedback method since its sale by Mohammed Al Fayed. In this method, employees are evaluated by colleagues, customers, subordinates, other interested parties and supervisors (Kokemuller, 2012).

As Harrods encourages cross-functional activities along with job rotation tied with extensive communications through the organisational layers, this method is the most suitable for Harrods employee performance appraisal.

Harrods also do emphasise on Narrative technique of performance management of employees. This is more of an independent method used by Harrods to critically analyse the performance of its employees in more unique and from individual point-of-view. In contrast to 360 feedbacks, this method addresses correction as well for employee performances as well as helps recognise positive employee behaviour and attitude. A pro of these techniques is the thoroughness of detail in analysing employee behaviours (Kokemuller, 2012).

4.2 Approaches of Managing Employee Welfare

Efforts to make life worth living for workmen, this is typically the statement addressing employee welfare.

As businesses want to remain successful for eternity, they are obligated to ensure employee welfare to its employees. While ensuring employee welfare will have negative impact on financial terms at the first instance, but this will serve as benefits to the organization in other terms. For example, the higher employee turnover rate costs a lot to a firm so is to Harrods. Such high employee turnover can be diminished reasonably by ensuring employee welfare. The essence of employee welfare can be viewed from different dimensionscompliance, employee retention, and employees well-being. As a business owner, one is required by law to provide certain benefits for the welfare of your employees (Koening, n.d.). The benefits could be provident fund, health insurance, gratuity, etc. Employee retention is already highlighted with the example of Harrods employee turnover reduction. Finally, it is necessary to keep the employee motivated, and for that, employees well-being is the utmost importance. The higher the employees well-being ensured, the higher the motivation, and the higher the productivity.

Managing employee welfare at a Harrods is described at the companys career website. Some of the core benefits offered to Harrods employees can be interpreted as their approach to uplift employee welfare. The company provides 1,000 paid day leave to collective employees, so that they can take part in community involvement program Giving Back. In addition, the company provides leave for Birthday to its employees along with wedding and honeymoon leaves.

Childcare and investment are remarkable welfare benefits provided by Harrods to its employees. A workplace ISA along with a pension plan is provided to the employees of Harrodswhich simply illustrates Harrods care towards employees savings as well as wellbeing. Furthermore, child voucher scheme of Harrods gives a perfect care to the children of the companys employees. The new parents also get gifts for their child from Harrods.

Harrods seems to try and maintain a good level of welfare of their employees, trying to give what they need in order to have a better work-life balance.

4.3 Implications of Health & Safety Legislations

Health and safety encompasses every aspects of a workplace that can prove to be injurious to the employees either physically or mentally. Preventing work-related illness and injury is the most important job at any workplace. Health and Safety legislations are concerned with the safety measures that an organization takes or should take to prevent any injury to the employees.

Human resource department of an organisation should account for the health and safety legislations, due to its necessity in HR planning and procedures. For Harrods the compliance to Health and Safety at Work Act 1974 is done through not only appointing safety officer, but also the company ensures a safe and non-hazardous workplace, and informs its employees about potential dangers. Harrods also set out employee behaviour code so that employees do not indulge themselves into dangers.

Office, Shops, and Railways premises Act 1963 has similar provisions like The Factories Act 1961, and deals with lighting, ventilation, cleanliness, etc. Finally, Harrods comply with The Fire Precautions Act 1971, in order to ensure employee safety from fire damages. Harrods safety officer makes sure that any kind of substances or materials that can cause fire are handled safely with precautions, and also check the office premise on a regular basis for the compliance to The Fire Precautions Act 1971.

4.4 Topical Issue of HRM for Harrods

The work-life balance, a topical issue of HRM, is a concept including proper prioritizing between "work" and "lifestyle". In many occasions employees are put into a dilemma of prioritizing either work or lifestyle over one another. Unfortunately, this dilemma always leads to a deteriorated performance from employees, resulting in a lose-lose situation where neither the employer nor the employee wins. Steven L. Sauter, chief of the Applied Psychology and Ergonomics Branch of the National Institute for Occupational Safety and Health in Cincinnati, Ohio, states that recent studies show that "the workplace has become the single greatest source of stress" (Clark, 2007). Stress vs work-life balance is the utmost problem that both employers and employees are trying to overcome with forcing the issue in full throttle. Flexibility at work seems to be the only solution for such problem. Yet flexibility at work is not well-define in certain circumstances.

While employees can deal with their personal life issue with more time and care due to flexible working, employees having a voice can improve employees workplace satisfaction substantially. That feeling of getting their ideas valued properly, provides employees higher satisfaction as well as motivation; as a result productivity increases. At Harrods, employees ideas and voices are treated as crucial as top-level managements decisions. This provides line managers, in fact, every employee at Harrods to feel satisfied and valued.

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