Discuss about the HRM Practices And Policies of Woolworths Supermarket.
The report is made on Woolworths Supermarket to undertake an examination and evaluation regarding the HRM practices and policies present in that organisation. Woolworths has become the wider supermarket chain in Australia that have 31% market share (Arli, Dylke, Burgess, Campus and Soldo, 2013). This report is distinguished in two parts in which first part will describe the managing way of recruitment and staff within the organization by the operation of the company. The second part will define that how the company can better structure its HRM practices and policies to move forwards employee performance and organisational outcomes.
The company has customer centric approach in which it wants to involve skilled employees within the operation to provide the satisfied services to the customers. The human resource department of the company encourage candidates online by Corporate WOW Careers website. It has more than 115,000 employees that are managed by HRM of the company in an efficient manner (Arli, Dylke, Burgess, Campus and Soldo, 2013). The main aim of company is to treat candidates with consideration and courtesy along with the fairness. Woolworths abides by various acts such as Equal Employment Opportunity and Anti-Discrimination legislations that are essential throughout the process. The company recruits on the basis of merit to ensure that skilled person is opted for the job. The personal information is kept by company in an efficient manner.
The company has efficient talent and performance management systems where the employees of the company are analyzed on the basis of current skills they have. This system permits the management along with the employees to communicate as they endeavour to fill the gap in skills. The company involves its employee in making decisions so that they understand their values in the view of the company (Cummings, et. al., 2015). The purpose of the company is to increase the job satisfaction by amplifying the employee participation. Training and development programs are used by it to increase the productivity of the employees.
The Woolworths is involved in giving rewards to them who has high performance within the organization. Managers of the company recognize the deserving candidate as per the performance and give rewards on frequent occasion. The award connects entire employees of the company in choosing the winner. This strategy motivates other employees to fulfil the target and attain the same fate in upcoming awards. There is other high performance award which is the Annual CEO award that is provided not only to the individuals but also to the groups (Arli, et. al., 2013).
It has been analysed that the concerns towards the safety of Woolworth is little. However, safety is considered as the concern in major areas such as handlers of electric appliance, drivers and staffs who working in stores. There is a specific rules and regulations in the company that are necessary to follow such as drivers are not supposed to drive beyond the certain limit of speed and influence of alcohol or drugs (Johnston, Stafford, Pierce and Daube, 2017). There are fire extinguisher, emergency exit and trained staff in case of any emergency. Proactive gear is given to them who handle the work of electricity.
Woolworths has effective strategy to motivate staff to stay at the organization. It is popular company that are known by everyone. The company can encourage the employees to stay in the organization by providing the provision of career development chances by encouraging employees within its ranks (Birdi, et. al., 2008). The employees of the company are also given number of advantages such as retirement, educational assistance, discounts, disability benefits, funding and healthcare plans.
The company recruits employee as per the requirement of job profile and pay them according to their skills. However, the company has faced numerous challenges regarding pay but it has been resolved with the help of efficient decision making process of human resource department of the company (Katou and Budhwar, 2010).
The management of Woolworths can define various concerns in order to improve the practices of HRM. The objective of this improvement is to make sure that the management of the company deal effectively with the surfeit turnover that happens in its stores. The management of the company can offer the attractive salary packages to the employees for retaining the customers. According to Chen and Huang, (2009), it is vital for the companies to retain and satisfy its employee to compare the salary structure with other companies. Along with that the HRM department should enlarge the various opportunities that are utilized by the company in promoting the jobs. Enhancement the avenues of the advertising means that the company will create a centre of attraction to large pool of employees. Subsequently, the job description of the employee should be defined in an efficient manner. It has been analyzed that the employees of the company can do perform in well proficient manner if they get proper training and development program (Kehoe and Wright, 2013). By delegating the responsibilities as per the having skills of the employee can increase the productivity of the staffs towards performing the job. Leaders should be motivated to accept the transformational leadership style to make sure that they can manage the people and bind the talent of the staff in sophisticated way (Birdi, et. al., 2008).
The motivation of the employee is vital for the organization increase the revenues. As per Briscoe, Tarique and Schuler, (2012), the HRM department is entirely reliable towards enhancing the motivation of the employee to improve the performance of them. The department should not concentrate on the monetary based motivation as it should concentrate on effective ways of encouraging employees. The role of training and development is huge in the organization as it facilitates leaders in the context of how to motivate and coach the employee by transformational leadership. There should be criteria within the company to provide other facilities such as discount coupons on specific medical services and food services, cafeteria facilities and better parking facilities. These will motivate the employees to commit with the company (Albrecht, Bakker, Gruman, Macey, and Saks, 2015).
It has been found that the performance management of Woolworth is underdeveloped. It is essential for the management of the company to enlarge the performance appraisal system that must be executed semi-annually or annually to aloe the company decides a number of gaps that remain in the relation of the employees’ skills (Kehoe and Wright, 2013). There should be better planning of training and development program within the organization regarding safety concerns, how to handle the customers, customer satisfaction, stock handling and so on which would be helpful to increase the confidence level of the employees (Lawley, Birch and Craig, 2016). Along with that the Woolworths should develop the specific score cards for each department in which the performance of the employees should be analysed in the comparison of their outcomes unspecific intervals. The program of training and development should be according to the identified gaps by the department of human resource department. It is integral of the company to ensure that the HRM department represents the employees along with the company. HRM practices influences the abilities of the employees through attaining the organization’s human capital. HRM practices can impress the performance of the organization by supply of organizational structures that make confident participation among employees and allow them to increase how their jobs are performed (Alfes, Shantz, Truss and Soane, 2013).
The position of the company in the view of outsiders is important and it can be maintained if company provide satisfaction services to not only customers but also employees. Positive culture can reduce the workload and it can be done by making efficient organization structure. Lack of communication can bring the misunderstandings between employee and manager. Woolworth should make the effectual organizational structure in which each employee of the company should be free to contact high level of authorities in case of need (Katou and Budhwar, 2010). The HRM can encourage the referral in which company should make the policies of getting certain amount on each referral which should be given by the company after certain period of time. It is another strategy which can connect company to the employee for long period.
The organizational outcomes are important aspect as well because it sets the image of the company in the market. The practices of HRM and organizational structure are also impact the outcome of the company that is why it is required by the company to maintain it by satisfying the needs of the employee as well as customers. These are the key of success and able to increase the revenues of the company (Snape and Redman, 2010). There should be proper structure of maintaining the data of the stock as well as the personal data of the employee which increase the trust of the employee and customers over the given services by the company.
Conclusion
It can be concluded that the role of human resource department is vital within the organization as it facilitates to increase the productivity of the employee. Woolworths is popular supermarket in Australia that has number of stores and it is necessary for the company to manage its staff in an appropriate manner. The description has been made on it in effective way so that the clear understanding can be made regarding the HRM structure of the Woolworths.
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), pp.330-351.
Arli, V., Dylke, S., Burgess, R., Campus, R. and Soldo, E., 2013. Woolworths Australia and Walmart US: Best practices in supply chain collaboration. Journal of Economics, Business & Accountancy Ventura, 16(1).
Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D. and Wood, S.J., 2008. The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology, 61(3), pp.467-501.
Briscoe, D., Tarique, I. and Schuler, R., 2012. International human resource management: Policies and practices for multinational enterprises. Routledge.
Chen, C.J. and Huang, J.W., 2009. Strategic human resource practices and innovation performance—The mediating role of knowledge management capacity. Journal of business research, 62(1), pp.104-114.
Cummings, G., Hewko, S.J., Wang, M., Wong, C.A., Laschinger, H.S. and Estabrooks, C., 2015. Impact of healthcare managers’ coaching conversations on staff knowledge use and performance. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 18315). Briarcliff Manor, NY 10510: Academy of Management.
Johnston, R., Stafford, J., Pierce, H. and Daube, M., 2017. Alcohol promotions in Australian supermarket catalogues. Drug and alcohol review, 36(4), pp.456-463.
Katou, A.A. and Budhwar, P.S., 2010. Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector. European management journal, 28(1), pp.25-39.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Lawley, M., Birch, D. and Craig, J., 2016. 20 Managing sustainability in the seafood supply chain. A Stakeholder Approach to Managing Food: Local, National, and Global Issues, 4, p.284.
Snape, E. and Redman, T., 2010. HRM practices, organizational citizenship behaviour, and performance: A multi?level analysis. Journal of Management Studies, 47(7), pp.1219-1247.
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