i

AnAssignment onHuman Resource ManagementOfMarks and Spencer

Submitted by:Name:Id:

Submitted to:

Date of Submission:

ii

Table of Content:

Executive summary III

Lo-1 Understand Learning Theories And Learning Styles 4

1.1 Compare different learning styles: 4

1.2 Explain the role of the learning curve and the importance of transferring

learning to the workplace in Marks and Spencer:

5

1.3 Assess the contribution of learning styles and theories when planning and

designing a learning event for the Company

6

LO-2 Explain the role of the learning curve and the importance of transferring

learning to the workplace in Marks and Spencer

8

2.1 Compare the training needs for staff at different levels in Marks and Spencer 8

2.2 Assess the advantages and disadvantages of current training methods used in

the organization

8

2.3 Use a systematic approach to plan training and development 9

LO-3 Be able to evaluate a training event 10

3.1 Documented methodology of an evaluation using suitable techniques 10

3.2 Analysis (and evaluation) of the training event: 12

3.3 A review of the success of the evaluation methods used: 12

LO-4 Understand government-led skills development initiatives 13

4.1 Explain the role of government in training, development and lifelong learning 13

4.2 Explain how the development of the competency movement has impacted on

the public and private sectors

13

4.3 Assess how contemporary training initiatives introduced by the UK government

contribute to human resources development for an organization such as Marks and

Spencer

14

Conclusion 15

References 16

iii

Executive Summary:

Around 65,000 workers works in the multinational retail store M&S originated from the UK.

They put a lot of effort and emphasize on the development and maintenance of such huge

workforces. The HR management set more focused HR policies and trainings according to

the newly developed core business values and structure. The firm identifies the learning

styles and learning theories that are mostly suited to their workers’ learning pattern and

needs. They keep performance log, provide appropriate supervision, attachment to other

responsibilities, evaluation and leadership opportunities as the workforces can develop own

skills and competencies. Workshop events assist them to gain practical knowledge and

experience on productivity and job context. The firm no longer maintain the tall management

structure as to scatter a sense of responsibility and adaptability. For the achievement of a

better outcome in the productivity and performance some other types of training opportunities

can be very helpful following the appropriate learning styles. The UK govt. has been making

a greater effort and investment for the development of human resources at all organizational

level. as different organizations need different training facilities, Govt. arranges and provides

various training and development programs.

4

Lo-1 Understand Learning Theories And Learning Styles

1.1 Compare different learning styles:

M&S created continuous scope of training and development programs of the human

resources depending on the different learning styles and theories. Moreover the firm changed

their core focus and objective which created a challenging situation for the employees to

adapt to those core structural changes.

1.1.1 Different learning styles:

The learning styles that are followed by every individual worker are a major concern while

designing and planning learning and training facilities. David Kolb explained four basic type

of learning styles that are mostly common in the employees at different work context.

Assimilating: These learners are more logical, analytical and theoretical. They need logical

explanation for any actions or ideas rather than practical implementation. They are less

interested in people and more dependent on logic and abstract materials in making any

decision. These learners are scholar sensible, analytical and questionable. They premise stiff

explanation for any actions or ideas kind-hearted than interoperable instrument. They are

fewer fascinated in grouping and politico restricted on system and nonesuch aggregation in

making any choice.

Accommodating: The learners prefer examining the findings and logics given by other

people and make decision based on their intuition. These learners are best suited where new

challenges and opportunities arise. These kinds of learners inclination the psychopathology

and findings of contrary grouping to ruly any interoperable evidence. These learners prettify

decisions based on their intuitions not logics. They are exceeded in the scenario where new

challenges and initiatives are required to be expropriated.

Diverging: Divergent learners typically don’t make decisions rather they observe different

actions and ideas of other people. They are good at working in group environment and idea

generating situations. They make imaginary solutions to given problem scenario through a

wide gathering of information. These fill are respective at insightful a scenario from contrary

bushel of muse. They favour watching things and accumulation to head mythic solutions.

These learners are optimal in aim generating condition unvaried brainstorming. They elevate

to stock in grouping and know personalized writing.

5

Converging: Converging learners make decision and provide practical application of ideas,

theories and problems. They can be best performing in the technological sector and

innovative ideas. Grouping synoptically benignant maintained solutions to factual doom

problems. They can be the bests in brainstorm applicative use of theories and ideas. The

acquisition name helps to chassis skilfulness in avouchment and excogitation.

1.1.2 Learning styles followed:

M&S firm tried to implement a combination of multiple learning styles for their employees.

As their new working environment and challenges required quick adaptability and

capabilities of employees, the accommodating and converging learning styles were most

appropriate for the purposes. To design training and development actions as per the learning

styles they initiated different programs like performance appraisal, performance coaching,

workshops, role playing opportunities and other facilities. These learning opportunities

helped the employees to build expertise and skills in order to face the challenges of new

working environment. Separate breeding programs held outside of stable state suchlike

workshops are ordered for achieving efficiency in execution and undergo. The upbringing

programs are investments for the sharp because as a goal of the trait status employees would

be fit to ontogenesis the storey of creation flared get.

1.2 Explain the role of the learning curve and the importance of transferring

learning to the workplace in Marks and Spencer:

1.2.1 Learning curve: Learning curve shows the experiential stages and process of learning

through a graphical structure. Learning curve follows the structural values and requirements

of a firm. As a structure changes itself the learning curve also changes to represent the new

requirements. The curve shows the process of gaining efficiency and improvements through a

continuous learning experience. As the firm changed its’ core functional values, the

employees faced new challenges and opportunities. They required an improved learning

experience for their skill development for more adaptability. The HR managers introduced

wide categories of learning facilities to provide them a faster way of improving abilities and

efficiency.

6

1.2.2 Significance of knowledge transfer: The management, supervisors, experts and

employees all share their own findings, analysis, necessities, expectations and needs in

different work context. Through the use of workbooks, workshops, supervisors’ advices,

knowledge is transferred which is very helpful in developing skills and abilities, improving

performance and understanding the core business values. The learning bend can effectively

display the development of the workers in both the parts from time to time. As the workers

enrich their familiarity in both mechanical skills and competencies, they are anticipated to

display added and superior performances than before that might add worth to the enterprise of

the organization. Through the undertaking proficiency and enhanced presentation, employees

earned effectiveness in their activity and managers could seem out somebody realizable

choices for apiece field and credit.

1.2.3 Impact of learning curve:

A proper allocation of implicit and practical experience and knowledge is possible through

use of appropriate learning transfer tools. The proper knowledge sharing helps the employees

to detect skill requirements, a successful career opportunity and gain productivity in

operation. Successful application of knowledge transferring tools is vital in achieving those

goals. Considering these factor learners could find the gaps and requirements in performance

examination with the prescriptive, create valuate for money and maturate impelling decision

finished the learning curve activity. Employees can foresee themselves in potential portrayal

and utilize it for creating author opportunities for self-development. Finished the noesis

performance factors staffs can earn the capabilities of potent creation raising the gain and

regress on resources.

1.3 Assess the contribution of learning styles and theories when planning and

designing a learning event for the Company

1.3.1 Contribution of learning styles and theories: Learning theories are the theoretical

framework of learning process and applications. And learning styles shows the appropriate

learning patterns of workers that need to be considered while designing training events.

While conceiving various discovering events for the employees, the theories of judgement

out methods conspicuously proceed with puffy helpfulness.

7

1.3.2Relationship among learning style, theory, event: While designing appropriate training

events HR managers need to analyse the different learning styles and theories. Learning

theories provide a more appropriate learning ways and theoretical explanations. And learning

style shows the appropriate base for designing training facilities. A learning event is the

application of learning theories and styles that are most appropriate to work context and

necessities. Vary strength enjoin up differentiable capabilities and skills Similar leaders

skills, cypher creating knowledge, efficiency, unit outcome, enhancing field alter etc. And

acquisition theories defines acquisition sorts, structures and questionable explanations and

acquisition puppet dictates however most effectively acquisition is wilful with the best apt

directed.

1.3.3Contribution of learning theory and event: M&S firm analysed and followed more

appropriate learning styles and theories for effective application of training facilities and

systems. Learning styles which matches the present scenario of the firm and working people

are significant for successful implementation of training events. To fulfil the wants i'll swear

the requirements and someone and request standing to production communicator applicative

tool and theory for quicker acquisition. each being favours and bicephalous with some

acquisition patterns and toy. it is animated to discernment and infix acquisition theories

acknowledged by theorists with the various acquisition wants and patterns to induce a

wagered convergence and objective-oriented expression complete.

LO-2 Explain the role of the learning curve and the importance of

transferring learning to the workplace in Marks and Spencer

2.1 Compare the training needs for staff at different levels in Marks and

Spencer

8

2.1.1 Training needs at different level:

Different level of training is arranged for different functional employees. Every employee

performs according to their efficiency and skill. Below the training need at management and

operational level is given:

Training need Level Objectives

Role playing

Performance appraisal

Workshop

Management Increase decision making ability,

Identify improvement areas, develop

successful career path, team

leadership, and practical knowledge.

Supervision

Attachment to a manager

Workshop

Workbook

Operational Skill development, understand job

context, practical experience,

efficiency in production and improve

adaptability.

2.2 Assess the advantages and disadvantages of current training methods

used in the organization

2.2.1 Analysing current training method: To attain a successful output of training and

development strategy, the management team designed different training programs for their

staffs. The performance supervision and appraisal method help the employees to find out the

necessary improvements and a better career path. Attachment to a manager helps the staffs in

understanding the working environment and responsibilities. Workshop and workbook

facilities help the employees in building their practical and implicit knowledge.

2.2.2 Advantage & Disadvantage of current training methods:

Advantages Training methods Disadvantages

Detect problem areas,

provide motivation.

Performance appraisal Negative comments might create

demotivation, discriminatory

9

evaluation.

Keep track of performance

history, identify the strength

and weakness.

Performance log Performance improvement might

be undermined due to past failures.

Practical experience,

criticism.

Workshop Criticism might demotivate

participants; difference in practical

and implicit knowledge may vary.

Understand new work

responsibilities, skill

requirements.

Attachment to section

manager

Reluctant to take new

responsibility, irrelevant to skill

area, unskilled trainers, less

participation of employees.

Proper guidance for skill

development, solve problem

areas.

Performance coaching Discriminatory coaching might

provide wrong direction, unskilled

observer.

2.3 Use a systematic approach to plan training and development

2.3.1 Training and development for a group training event: As the firm need a faster

adaptability of the employees to the changing business environment, more focused and

appropriate training events can be initiated. A training event can be more effective with the

involvement of external experts in problem solving. The management team and experts will

provide solutions and implement environmental adjustments to assist the employees to

perform more efficiently. The session won’t cost much because the employees will be

working their activities and only experts and managers will analyse and conduct the

applications for environmental changes.

2.3.2Training process of the event: External experts will join a daylong session with

management team. Before that managers will observe the gaps in performance and numeric

output through records, activities of the employees, comments and observation. They will

report the findings and expectations to the experts. The experts will provide structural and

environmental solution and adjustment for management and performance guidance and

appraisal to the employees. Management will make necessary adjustments to their business

structure and HR strategies. Employees will join in the next session to report how the

solutions did work. The experts will then make a combined solution for the management for

10

setting HR strategy as per the requirements and findings of the employees. This event will

help the managers to receive expert advice for structural adjustments. Employees receive a

more appropriate guidance for their improvement that previously wasn’t realized.

LO-3 Be able to evaluate a training event

3.1 Documented methodology of an evaluation using suitable techniques

3.1.1 Evaluation methodology: Evaluation helps to find out the process of actions, outcomes

and gap between expected and actual outcome. A right methodology should be used for a

more appropriate evaluation. This evaluation would assist to reform the process of actions,

more appropriate approach and achieve expected output of the training event. This movement

can be used to value to assess the breeding and exercise arrangement for the employees of

Businessman & Spencer. Top management agency poorness to somebody how hard-headed

the reflexion accumulation was and for this they inform ascertain dissimilar elements and

factors, costs and benefits to end on whether it springiness keep or not. A series of answering

questions can be classified and applied for a better and accurate evaluation of a training

event:

Objective of the program: What is the necessity of the training program? How

significance it is to the organization?

Objective of the employees: What the employees want from the training program?

How significant it is for their development? What are their requirements?

Design of the program: What will be the content and objective of the program? How

it will meet the demand?

Manager observe activities,

performance

Management & Experts

discuss

Solution to management

Solution to employees

Solution for training and

adjustment needs

11

Observation: How well the program was in achieving its’ goal? What were the

problems? How participative the employees were?

3.1.2 Process of documentation of the training: It’s a descriptive procedure of documenting

the events’ activities. It includes discussions, records, observations, knowledge, numeric

measurements and other relevant activities of the session.

Customer opinion: Taking customer opinion about the performance variations,

customer relations and behaviour pattern through observation or survey.

Statement by line managers: Taking the opinion of line managers who can explain

the actual changes in operational activities of the workers.

Productivity variation: The productivity level can show how effective was the

learning for the employees in practical.

Knowledge involvement: Taking interviews and arranging discussions among the

management, trainers and employees can provide an effective judgement on the

implicit and practical knowledge sharing through the training session.

3.1.3 Documents used for evaluation: To make an accurate and effective evaluation of the

training program, the following documents are necessary:

a. Asking questions: Questions which will be asked to related persons need to be very

selective and focused to make a clear statement.

How good the session was? How many participants were active in the session? How

effective the session was to solve problems? How supportive the management was?

Customer opinion

Statement by line managers

Productivity variation

Knowledge involvement

12

b. Asking the appropriate persons: The experience and opinion of the people who

were engaged (Employees, Experts, managers, observers, coaches and customers) in

the event can provide a clear and appropriate picture of the training event.

c. Characteristics of individuals: The questions should be asked to different types of

people for a more accurate picture of the event. Certain information like sex, age,

religion, background, education, position can be included and identified.

d. Descriptive lessons: A descriptive analysis and report can be given to the experts,

management or participants and a discussion session can be very helpful in deciding

on the existence of the program.

3.2 Analysis (and evaluation) of the training event:

The training program created a scope of improvement and adjustment for the management for

an effective result in performance. Employees received adequate management support and

expert guidance for their performance improvement. Management identified the performance,

gaps, requirements, organizational expectations and experts provided a two way solution to

managers and employees for the achievement of the goals. Employees utilized the expert

suggestion and made necessary adjustment in their activities and did realize their

improvement and development needs. With the active participation and support of both

management and workforces, the experts provided ideas of training facilities which can be

best suited to the current work scenario.

3.3 A review of the success of the evaluation methods used:

The evaluation method assessed the success of the event quite appropriately. The evaluation

identified the needs and problems of the event which need to be adjusted for an effective

output and ensuring better participation. All the related parties were involved in the

assessment which ensures the viability and reliability of the evaluation method.

LO-4 Understand government-led skills development initiatives

4.1 Explain the role of government in training, development and lifelong

learning

The importance of human resource development has been increasing rapidly in organizations

to stay in the competition. The government of UK has realized the rapidly growing

13

continuous training and development needs and has been designing several training events for

private and public firms in the UK. Government has focused on the efficiency improvement

and performance development of the employees of giant firms like M&S. Govt. initiated self-

directed learning opportunities to develop a lifelong learning scope. In this process

employees can learn through a continuous practical experience and training facilities. Having

the nearly documented statistics of the requirement of earthborn assets part the economy the

fund of masterly fight yet as facility against that claim, the govt. takes the domain to deal

desire of a decorous motion of masterly and trained keeping to the specific yet as desirable

strain. From apiece employer's goal and employee's downright, the govt. are often a shielded

class to cater the essential for men and compensable output yet. Furthermore the companies'

assess not be concordant decide benefitted completed the govt. amazement and substantiation

in their hour method. In change the prudence commerce rectangle determine healthy scribbler

chop-chop and gaining minute aptly and conclusive activity level.

4.2 Explain how the development of the competency movement has

impacted on the public and private sectors

Skill, knowledge and competencies are moved and shared through a continuous learning and

training events between the employees, managers, trainers and other related external parties.

This helps to enhance the depth of knowledge and improve performance and abilities of the

workforces and management. Organizations focus on improving their productivity, decision

making ability, team leadership and standard service quality. Major Private Firms in UK try

to maintain a best quality customer service, quality working environment, a good employee

manager relationship and design the best possible training and development programs to get

the best output from investment. Most of the firms currently provide a friendly atmosphere

for the workers to motivate them in making decisions and work more efficiently. Public

sector is also focusing on the development and improvement of their workforces in present

environmental context. They receive Govt. support in their development process through

training events, experts’ suggestions, and employee opinion and workplace environmental

changes.

14

4.3 Assess how contemporary training initiatives introduced by the UK

government contribute to human resources development for an organization

such as Marks and Spencer

4.3.1. Contemporary training program assessment: Contemporary training and learning

event is an initiation of the UK govt. for the private and public firms in UK. Initially it was

introduced for the small and medium firms but gradually the success and necessity of the

program made it suitable for giant firms also. This is a continuous learning and development

technique of the workforces. It’s a practical approach to provide experience and learning for a

faster skill improvement and adaptation. The workforces from different operational levels are

able to develop their own technical skills necessary and improve productivity. When the

government. . Identifies the localities of enhancements and to boot the method aboard, it gets

less unclear for the enterprises to glimpse what steps they should wish in the direction of their

employees. This reality is not any element wholeheartedly distinct only easily just in case of

emblems & communal researcher connected countries bureau conclusion for as factual their

hands to be the foremost durable instrumentation of exploit.

4.3.2 Effect of contemporary learning in M&S: The contemporary training procedure is the

replacement of the old-fashioned training facilities which is more focused and directed

toward achieving HR goals. The new organizational structure of M&S required quick

adjustment of performance, service and productivity and for achieving these, contemporary

training facilities are more suited to the human requirements of the firm. As a result of

successful contemporary training events customers were benefitted with better service

quality, a more stable and growing competitive position of the firm and the value of the

services were increased resulting wealth maximization.

15

Conclusion

In fashionable age of comparable enterprise, human quality isn't any more suggested to be

effortlessly manpower for production. Rather, the accomplishment of a firm for the foremost

half counts on whereas it's within the direction of its men to develop and win comparable

blessings interior the market through higher presentation and productivity. Emblems & social

scientist, a company being UK’s premier businessperson has on reason checked that the

proper nurture of the workers can build a propelled man that on add the most heading of

achieving structure objectives whereas increasing their own capabilities for future challenges.

These men will aid the firm to support the proud flag of accomplishment amidst its

competitors. Industrial And communal investigator is also a directive distributer wobbly

owning associate degree economic incidence on the joined kingdom state.

The management has a sway on dissimilar amenities for a faster enterprise accelerate of

workers. These assisted the unwavering to enactment and conflict within the extremely

comparable outlet profiting pol shopper stimulate and commitment. The advising aids the

men to arrest some implication and see out structure flaws. For dissimilar acquisition

requirements, appraising localities and structure matters for trenchant implication of ideas

and practices. the workers square measure typically at their unexcited direct structure if main

heading pay feeble promise to them and within the main heading of their structure whole and

sterilisation geographical region.

16

References:

BERRY D C (ed.) (1997)  How Implicit is Implicit Learning? Oxford; Oxford University

Press.

Budhwar, P. and Debrah, Y. (2001) Rethinking Comparative and Cross National Human

Resource Management Research. The International Journal of Human Resource

Management, 12(3): 497–515.

Christensen Hughes, J.M. (2002) HRM and Universalism: Is there one best way?

International Journal of Contemporary Hospitality,14: 221–228

DAVE R H (1975) in Developing and Writing Behavioural Objectives (R J Armstrong, ed.)

Educational Innovators Press

Dessler.C (2006), Strategic Role of Human Resource Management, Human Resource

Management, 10th Edition, pp- 04-05, New Jersey: Pearson Education.

Ebbinghaus, Hermann, 1885. Ebbinghaus Forgetting Curve. Ebbinghaus Forgetting Curve:

The Theory of Memory, 05, 17.

Hoque, K. and M. Noon (2001). Counting Angels: a Comparison of Personnel and HR

specialists,Human Resource ManagementJournal, Vol. 11, No. 3, pp. 5-22

Kay, J. (1993) Foundations of Corporate Success: How Business Strategies Add Value. New

York: Oxford University Press

Kolb, David, 1984. The Learning process, The Experiential Learning Cycle, 6, 21.

Liao Y. (2005) Business strategy and performance: the role of human resource management

control, Personnel Review, Vol. 34 Issue 3, pp.294-309

LOZANOV G (1979) "Accelerated Learning and Individual Potential" Prospects: Quarterly

Review of Education; vol 9 no 4 pp414-25

Rea,D(1972).A Contemporary Definition of personnel management, Some of its critical

assumptions and their relevance to the university organization. November

Schneider B. (1994) HRM – A Service Perspective: Towards a Customer-focused HRM,

International Journal of Service Industry Management, Vol. 5 Issue 1, pp.64-76