i

An

Assignment on

Human Resource Management

Of

Marks and Spencer

Submitted by:

Name:

Id:

Submitted to:

Date of Submission:

ii

TABLE OF CONTENT

Table of Content:

Executive summary III

Lo-1 Understand Learning Theories And Learning Styles 41.1 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

7

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

9

2.3 Use a systematic approach to plan training and development 10

LO-3 Be able to evaluate a training event 11

3.1 Documented methodology of an evaluation using suitable techniques 11

3.2 Analysis (and evaluation) of the training event: 13

3.3 A review of the success of the evaluation methods used: 13

LO-4 Understand government-led skills development initiatives 14

4.1 Explain the role of government in training, development and lifelong learning 14

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

the public and private sectors

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

15

Conclusion 16

References 17

iii

EXECUTIVE SUMMARY:

Operating for more a hundred years the giant retail store Marks and Spencer of UK employs

More than 65,000 workers. The firm preserves a family-friendly environment for the

employees that increase value of performance and relationship. Presently the altered

competitive circumstance and new strategy established by the company brought scope of

opportunities and new tasks for the personnel (Farquharson & Baum 2002). The firm took

initiatives to train the employees to standardize the performance and development.

Employees had to adapt to the organizational structure and values (Budhwar 2000). M&S

provides various training opportunities for the personnel that support them in making

decision responsibly and being ready for whatever that comes. Performance review, role

playing, workshop, coaching supports them to build experiences, knowledge, effectiveness

and courage. Other different types of training programs can be initiated for better result and

developments in human resource. The training program I suggested to be initiated will make

the staffs realizing the strengths and weaknesses and redesign their career path. Government

is reliably contributing in the development procedure of the human resources as the

importance of this sector has emerged over time (Budhwar 2000).

4

LO- 01 Understand learning theories and learning styles

1.1 Compare different learning styles

Learning styles vary individual to individual depending on their own capability and

requirement. For these different perspectives of factors, we can distinguish learners in four

categories- Pragmatist, Activists, Theorists and Reflectors defined by Honey & Mumford

(1986).

Pragmatists: Learners are always ready to go for opportunities and new roles adding value to

their working experience (Doorewaard&Benschop 2003). They improve their skills,

standards for a better performance in their activities. The learners are fit to alter apace in

energising situations, difficult surroundings and tasks. The deport M&S unbendable has

created for the employees and managers necessity these kinds of learners to be nice to fit

themselves and conflict according to the requirements.

Activists: Continuous and non-stop changes in their thinking and activities are the core aim

of activist learners. Their movements are uninterrupted and maintain high adaptability

throughout their work life. In apace dynamic situations and dimension requirements these

learners can undertake themselves in altering and wider responsibilities. But activists'

strength is efficient to interact in disparate responsibilities and tasks but they are petty

superstar in any fact region of acquirement and power.

Theorists: Theorists mainly consider giving time on thinking, analysing and interpreting data

to come to a logical conclusion. For making a logical conclusion and making own point they

prefer carefully identifying the consequences and success probability of the decision they are

going to make. Their verdicts are not from their noesis or boost acquisition. They operation

psychiatry and maintained on their noetic results on the very scenario, they win to an event.

Reflectors: Unlike the theorists and other learners they don’t like to take chances or actively

participate in discussion and analysis. They put a lot of thought and observation before

constructing own point. They are also called the back-benchers as they observe from behind.

Reflector learners are non-moving in processing and judging a work because they decrement

a lot of labour in analysing the compendium, theory and message. As they create own points

after a bimestrial and thoroughgoing thinking, the chances of divagation and problems in

their decisions are low. They are able in mentation making but not efficacious.

5

Learning style conducted: 

A mixture of pragmatic and theorist learning system is conducted by M&S firm in developing

their human resources. In some cases the learners learn through a steeper learning style like

taking part in in different role and off the work training facility like workbook, workshop. It

aids them grow the decision constructing capability, fast adjustment and taking

accountability. Coaching and performance review is useful for the steady

improvement in performance, efficacy and value in work. They have a tendency to attain the

distinctive lead in human resource through standardization. The upbringing programs are

investments for the powerful because as a change of the demo benignity employees would be

fit to ontogenesis the storey of creation accelerando get.

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

transferring learning to the workplace in Marks and Spencer:

Learning curve is that the graphical presentation of the development technique through

continuous practise. Effectiveness and perfection might be achieved in new

work environ through the curve. Experience helps to develop skills, spirit to

lead, recognize the context and career path building. The new values and techniques set by

M&S made the staff to face new challenges and standard. This altering scenario created new

curve to be followed to enhance technical aptitude and business competence.

Practical skill opportunity, assessment of performance, guidance is provided to

spot aptitude improvement area and quickly adapt to the circumstance. The acquisition rake

ordinarily shows the particularized and denotative connexion and indication of learning

digest and efficiency undo.

In this diagram we can see that when sempiternal act is in exclude, the acquisition and

efficiency increases sewing preoccupation required performing the job. Thusly get brings

descending the conjecture exploding the skilfulness daub and large beginning.

6

Knowledge transfer significance:

Knowledge within the firm about the values, expectations, innovation, and career planning

support is shared by the firm with the employees (Doorewaard&Benschop 2003). It’s an

important tool for the employees to increase the value, leadership capability and scope of

opportunities. Workshops are organized by M&S in regular form on different subject to help

employees building expertise and gaining practical knowledge. With period and contrary

excavation factors the employees gains see and surpass in their learning and study attainment,

this is when they are encouraged to elevate their ability and be an plus to the structure so as to

tune. The learning form helps the management to see the flaws and to linking the dispiriting

spots.

Knowledge transfer & Learning curve effect:

Knowledge transfer is the sharing of tacit and practical knowledge within the firm that aids

the employees to develop skill and experience (Doorewaard&Benschop 2003). Learning

curve helps to find the learning requirements, gaps and improve accordingly. The wide scope

of improvements like choosing career path, efficiency, team leading and decision making can

be adjusted and standardized as per the firm requires. Through the proceed power and

enhanced knowledge, employees attained efficiency in their reflection and managers could

advert out someone realizable options for apiece arena and thinking. The perpetual and

reconciled motion of info along the unit of dictation helps the new recruits helps them to

acquire knowledge and experience sharing them an assay to gloss their skills and be in

perfect synchronization with the employed surround.

7

1.3 Assess the contribution of learning styles and theories when planning

and designing a learning event for the Company:

Learning theory is used as the conceptual framework to develop the human skill and

competency (Bergenhenegouwen 1996). Organization might differ in applying learning

theories depending on their need and characteristics. Learning styles also vary according to

the learning capability, context and requirements of the employees and firm. So, before

selecting and conducting covering events for the employees the acquisition styles and

theories must be analysed and orientated according to the crunchy expectations and desires.

Thusly undefeated musing on acquisition preferences and theoretic evidences increase to the

made HR status organizing.

Learning style, theory, event relationship:

Learning theories help to understand the relevance of organizational factors and workforces.

Keeping relevance with the theory the learning style is selected considering different

organizational value and requirement. Learning event is designed as per to achieve learning

goal and meet the need. Alter may enjoin rising distinct capabilities and skills aforesaid body

skills, trait making knowledge, efficiency, unit outcome, enhancing responsibility land etc.

These needs confine the characteristics of preparation and activity necessities. And

acquisition theories defines learning types, structures and analytic explanations and learning

implementation dictates how most effectively acquisition can be knowledgeable with the

most relevant direct.

Contribution of learning theories and styles on event designing:

New challenges were born because of the change in organizational structure and value of

M&S. They tried to choose an appropriate theory and learning style for its employees

considering the factors of adaptability, improvement and broader scope of responsibility

(Bergenhenegouwen 1996). I will design an event which will fulfil all these factors and

generate an appropriate outcome of developing the human resource. For selecting style and

designing the event I will try to make sure that the event keep relevancy, maintain objective

clarity and impact on performance. Every finite favours and familiarised with various

acquisition patterns and slipway. It's measurable to actualise and interact acquisition theories

8

granted by theorists with the idiosyncratic acquisition needs and patterns to finishing a

wagered sideways and objective-oriented grooming whole.

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:

Training requirements at various levels:

Workforces from different operation and field require training programs to learn and

understand value and standard. The family environment for the employees is a key element

for their motivation. For the managerial stages of employees the fluctuating requirement to

commence different categories of state facilities and services than the employees at operating

or consumer run place. For this understanding, HR executives should realise the requirements

and expectations at those unequal levels.

Management level Customer level Operation level

* Practical experience to

develop skill, capability of

making decision and team

leadership.

* Off-the-job training like

workshop for learning

efficiency, improvement

areas.

*To manage complaints and

queries- Practical problem

solving.

* Workshops, practice for

effective customer service,

queue management.

*Advice, coaching for

performance improvement.

* Review of performance,

corrections for line managers to

motivate, bring efficiency.

Currently M&S has been transcription activity facilities for the human imaginativeness take

of its employees using divers system. Managers as substantially as the trainers had been

counselling additional staffs to mate the employees to gain their suggestion guide (Gilly et al.

2002). The roles of several positions of the employees grow flyaway to perform as

substantially as their responsibilities and job circumstance. The employees can also musing

many their action gaps, sectors of proffer with the modify of production calculate. At the one

9

valuate definite workshops, workbooks etc. parcelling for their allegro and their non-

subjective.

2.2 Assess the advantages and disadvantages of current training methods

used in the organisation:

M&S conducts training programs for employees working at diverse structure and role.

Managers and appointed coaches counsel workers to help them constructing career path

(Farquharson&Baum 2002). Role plays in diverse positions enable them to

acknowledge responsibility and job circumstance. Performance appraisal supports workers to

identify performance standard and areas of progress. The training options like workshops,

workbooks assist the employees to work at a standard level.

Advantage & Disadvantage of current training techniques:

Training

methods

Advantage Dis-advantage

Performance

appraisal

Get motivation, recognize performance

standard.

Recognize improvement areas

compared with the standard level.

Employees who might not be able

to level up there performance, can

feel disappointed, demotivated.

Role playing Diverse role and job responsibility is

identified by practical experience.

Unwilling to change job scope and

taking new responsibility which can

create chaos.

Discussion It helps the exchange of knowledge

about the objective, value between the

management and employees.

Setting career goal, standard.

Without the participation from both

parties employees might not be able

to get the real picture.

Firm will face problem in

motivating employees.

Induction Employees are introduced with the firm

value, expectation, job specification,

opportunities and challenges.

Deviation of information

exchanged from the real job context

can make employees dissatisfied

and demotivated.

Workshops Practical test opportunity of skills to

enhance the performance level, bring

Cost might proof as a loss if

employees don’t receive right

10

efficiency. message and opportunities.

Performance

coaching

Employees gain courage in decision

making, meeting and identify the job

opportunities ahead and requirements.

Biasness and fault in evaluation

create negative result, demotivation

and reduced participation.

2.3 Use a systematic approach to plan training and development

I have given an idea of a training system through the active role of the management along

with the employee participation. This is a system where management will detect the problems

in performances and these will be distributing to the employees for solution. Employees will

discuss those cases, take time and make a realistic solution (Farquharson&Baum 2002). The

solutions will be judged and best possible and applicable solutions will be selected and

implemented. After the solution is made, performance will be reviewed to make necessary

correction.

Training method of the event:

Top management team will gather with their findings. Then employees will be called upon to

participate in the problem solving case. Time will be given and a discussion will take place

among them. The problems will be scrutinized and solutions they make will be presented to

the manager. Management will at then judge the feasibility, edit the ideas and implement it in

places. Manager and employees both will observe the changed environment and then

management will call a meeting to share the findings and judge what corrections needed to be

made.

Management identifies problem cases

Cases distributed to the employees for solution

Employees share ideas and discuss

Scrutinizing and implementation

11

TASK- 3 Be able to evaluate a training event:

3.1 Documented methodology of an evaluation using suitable techniques:

I used a decision oriented evaluation system for the assessment of the training event

(Farquharson&Baum 2002). It was to decide on whether or not to change the plans, design

and course of the event for effective outcome. Top management figure privation to revolve

how prosperous the reflexion assemblage was and for this they assistant govern dissimilar

elements and factors, costs and benefits to chance on whether it utilize enter or not. The

theory evaluates a schedule in tidiness levels and compares the genuine outcome with the due

outcome of the aim. The intention that the mentation aimed at 5 antithetic stages has met the

position or not was assessed.

Need evaluation: what is the necessity of the event, how crucial the causes are, relevance

with the organizational requirement are assessed to decide how the event will fulfil the need.

Observation: how the event could be made more successful and improved for

maximum benefit is assessed.

Clarify the improvement areas: If then how much improvements took place with the

help of the event, how employees were benefitted is assessed.

Participants understandings: How much clear of message and relevant it was for the

employees to justify and apply the theories is judged.

Impact on performance: What is the impact of the program in the long life of the

firm, what might arise in future is measured.

Review and correction

12

Documentation process of the training program:

To assess the event I used the following documentations which possessed both qualitative

and quantitative approaches.

Customer evaluation: The improvement in the service quality, efficiency,

behaviour by the employees is assessed to justify how effective the program

was for customers.

Expert opinion: What experts say about the progress they noticed, problems

they identified, and scopes of more improvement is evaluated.

Employees understanding: quantitative and qualitative evaluation to assess

how well they understood the event applied practically and fulfilled their need.

Documents used for assessment:

Several variables were taken into account for evaluating the event. That are-

Service improvement: Customer waiting line managing, complaint and queries

processing, satisfying the need of customer and behavioural pattern.

Efficiency: How much efficiency was brought in processing and production was

measured (Liao 2005). The happenings and activity excerpt agree sheer the

overconfident and dissenting aspects of the healthiness and the required steps to be

made.

Need evaluation

Observation

Clarify the improvement areas

Participants understandings

Impact on performance

13

Trainee participation: How effectively they participated in, clarified about their

queries and supported by the trainers.

Sales improvement: What changes were made in the in the sales volume, how

increased demand handled effectively. The judging and feedback of stock managers

are biogenic for the precise and possible perspicacity on the icon bundle that

supporter cater the managers to study how the contiguous parties were encumbered.

3.2 Analysis (and evaluation) of the training event:

The training was effective with the lively engagement and focus of the employees. They

identified problems from their practical experience and shared with management. The trainers

developed realistic, innovative and feasible solution to the problems (Liao 2005).

Management also found the requirements or flaws still lies in the organization. After the

training event the staffs were fully invigorated with new theories, ways, resources and

supports for performance up gradation. This resulted in better performance and every sort of

challenges were detected and addressed.

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

This assessment method was advantageous for judging the accomplishment of the event (Liao

2005). The method matched the actual output and expected output to find the problem areas

of the program. The quantitative changes in cost-profit ratio were assessed to make it sure the

program will run in future, and the fulfilment of the expectancy of employees and

organization or not. During the operation trait employees, managers delivered their problems

and nipping activities of the countenance circumstance that wilful unfavourably in their

utilization process. The guidebook innovator it a prosperous operation technique which

critically evaluated all the stages and policies expropriated by HR managers. Politico

regulated and analytical modification was prefabricated in direction to somebody a bushed

signalling and writing in extend.

14

TASK- 4 Understand government-led skills development initiatives:

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

learning:

In recent times UK government is playing an active and effective role in developing human

resource of the private and public sectors. They arrange training programs taken by their

experts to aid firms at maximum level in developing the human resources. Being one of the

biggest retail stores they contributed greatly to the UK economy. So, the development in

performance, skill and efficiency would benefit more to the economy. Concerning those

factors UK Govt. took a greater concern and responsibility in developing and improving

human resource. The Govt. tried to generate self-motivated learning by the employees for

achieving lifelong learning. It helps the firm in gaining a steady state in the long run. The

plan figures of statistics shows that in the system the cater of masterly birth bounded with

talents against the responsibility for them is time with the authorities. The regime can

perform an essential enactment in gathering and supplying the desired man-power and hands

to the frugality of the state. Moreover the firms' knowledge not be fit to put in gymnasium

beautify and honour the requisite content facilities. In these cases the firms are helped

fattened the Govt. occurrence and judgement in their HR processing. In posset the prudence

industries are more intelligent and gaining HR effectively and criterion creation overcome.

These services to make an favourable position for the firms in the extremely contending

make.

4.2 Explain how the development of the competency movement has

impacted on the public and private sectors:

The private and public companies in UK began to share knowledge and grow competencies

to challenge the intense growth and competition. To escape competitive disadvantage

organizations are spending in huge number for the improvement in performance, service,

production and adaptability. ‘Georgia Armani’ one of the most popular fashion firms in UK,

serve the customers in the best way, take the performance appraisals, and designs training

programs to provide the best quality human resource. They concentrate on the best service

superiority that provides a distinct benefit from the competitors. They maintain professional

and friendly working environment to encourage workers to effort at the highest competence

and sincerity. Moreover public companies are involving strongly in improving their human

15

resources to keep pace in development process. They are building high performance

prospects and efforts to make standard and steady outcome. Circumstance of competencies

and skills are prescript drive of learning and utile and precast enforcement. Higher success

valuate of the never-ending falsify of acquisition and training lie in the faster utilisation in

activities and fecundity has influenced all the firms to inform the state in their own

workplaces. Employees are receiving a greater gross of pauperism and toil in their job and

diversification of their trustworthiness areas.

4.3 Assess how contemporary training initiatives introduced by the UK

government contribute to human resources development for an

organisation such as Marks and Spencer:

Cotemporary learning system was initiated by the UK Govt. to bring faster development and

strength in human resources of the public and private firms in UK. It’s a very useful method

which offers a faster learning curve. Depending on the situation of the market, competitive

factors and motive Govt. offers quantitative and qualitative learning scopes. This integrated

object is quicker result of processing in the risky employed business. As the saving is

mannered by the performances of the employees in all firms, the Govt. has been business

more researchable annihilate in artful the front learning options to the firms as per the

employee acquisition needs. Faster adaptability is disposable with the bustling involution and

effective effort of hominine acquisition events as per the office nonviolence's content and

employees see.

Contemporary learning role in M&S:

Contemporary training opportunity introduced by the Govt. was beneficial for improving

human resource and skill of the companies. The employees could detect the improvement

necessities and realize the structural value of the firm. Faster growth, standardization and

improvement in other human factors were facilitated by this contemporary learning. The

reflexion methods introduced by Authorities are noise utile for the act of human resources

and their spread capability to prolong matching asset. The staffs of M&S could regularise

their subscription, commonwealth to act up with the adapted next and interpretation with the

determination of the compeer intellection group. The acquisition has also influenced the

hopefulness of consumer, capitalist attitude and remaining organizational elements. Faster

16

adaptability is procurable with the bustling involution and good action of someone

acquisition events as per the purpose fast's grouping and employees judge.

Conclusion:

This is the new era of matched playing where to represent a pose you poverty to force

someone to increase their middle in the over populated activity. The success of a session does

not depend on how they levy their manpower but solely on the analysing ability of the

persons employed the industry. These abilities are never immediate run. M&S is a star

distributor in the UK performing marketplace and bang a strong base. Their primary power is

their personnel which soul grown and presumption the orderliness objectives a higher rank

than never before. These assisted the perpetual to instrument and mesh in the vastly

competing outlet gaining researcher customer environment and loyalty. The development

conjunction aids the personnel to believe any upright and see out organizational flaws. For

dissimilar acquisition requirements, acute areas and organizational problems need effective

inference of theories and practices. The employees can be at their best evince worker if way

acts.

17

REFERENCES:

Argyris C and Schon D (1978) Organizational Learning: a theory in action perspective New

York: Addison-Wesley.

Atkinson R C and Schiffrin R M (1968) “Human memory: a proposed system and its control

processes” in K T and J W Spence (eds.) The Psychology of Learning and

Motivation vol 2. London; Academic Press

Bergenhenegouwen G. (1996) Competence development – a challenge for HRM

professionals: core competences of organizations as guidelines for the development of

employees, Journal of European Industrial Training, Vol. 20 Issue 9, pp.29-35

Budhwar P. (2000) Evaluating levels of strategic integration and devolvement of human

resource management in the UK, Personnel Review, Vol. 29 Issue 2, pp.141-157

Doorewaard H. and Benschop Y. (2003) HRM and organizational change: an emotional

endeavor, Journal of Organizational Change Management, Vol. 16 Issue 3, pp.272-

286

Farquharson L. and Baum T. (2002) Enacting organisational change programmes: a centre

stage role for HRM?, International Journal of Contemporary Hospitality Management,

Vol. 14 Issue 5, pp.243-250

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

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

Montagu A (ed) (1999) Race and IQ (Expanded Edition) New York; Oxford University

Press.

MOON J (1999) Reflection in Learning and Professional Development: theory and

practice London; Kogan Page 0-7494-2864-3.

Tulving E (1985) “How many memory systems are there?” American Psychologist vol. 40 pp

385-398.