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Table of Contents
TASK 1: Understanding the different perspectives of human resource management .................................. 2

1.1-Adoption of the Guest Model of HRM at Harrods ............................................................................. 2
1.2- Comparing the differences between Storeys definitions of HRM, Personnel and IR practices, by
reflecting the HRM practices at Harrods and choose a similar organization which has adopted
Personnel or IR practices .......................................................................................................................... 3
1.3- Assessing the implications for line managers and employees of developing a strategic approach to
HRM at Harrods........................................................................................................................................ 5
TASK2: Understanding the ways of developing flexibility within the workplace ....................................... 7
2.1- Explain how a model of flexibility might be applied in practice. Relate this to the Harrods and
reflect your argument with examples ........................................................................................................ 7
2.2 Types of flexibility which may be developed by the Harrods. ........................................................ 9
2.3 Assessing the use of flexible working practices from both the employee and the employer
perspective of Harrods ............................................................................................................................ 11
2.4 Discuss the impact that changes in the labour market have had on flexible working practices at
Harrods.................................................................................................................................................... 11
TASK 3: Understanding the impact of equal opportunities within the work place .................................... 13
3.1 Forms of discrimination taking place at work place with special reference to Harrods ......... 13
3.2 The practical implications of equal opportunities legislation practiced in Harrods ....................... 13
3.3 - Compare the approaches adapted by Harrods to managing equal opportunities and managing
diversity .................................................................................................................................................. 14
TASK 4: Understanding approaches to human resource practices for the chosen organization ................ 16
4. 1- Methods of performance management adopted by Harrods ........................................................... 16
4.2 -The approaches to the practice of managing employee welfare in Harrods. ................................... 17
4.3- Discuss the implications of health and safety legislation on human resources practices with special
reference to Harrods ................................................................................................................................ 19
4.4- Evaluate the impact of one topical issue on human resources practices reflected in the case study
and additional research of Harrods ......................................................................................................... 20
Bibliography ............................................................................................................................................... 21
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TASK 1: Understanding the different perspectives of human resource management
1.1-Adoption of the Guest Model of HRM at Harrods
Figure: Explaining the Guest Model
The guest model was developed by David Guest in the year 1997.This model shows how the
activities related to the management of Human Resources and the strategies of the organization.
This model suggests that HRM should be used in a manner to make the employees highly
committed to the organization and are of high quality. (Petra University, (n.d))
It is essential for the HRM to instil the trait of commitment towards the organization as it leads to
enhanced employee participation, more contribution and co-operation.
High quality employees are those that are qualified in terms of their job requirements and causes
maximum productivity. A coherent strategy devised to attain to get high quality employees will
help getting the desired results. (Marsden, 2002)
Guest Model at Harrods
Qatar Holdings, the current owner of the Harrods are extremely commited to the wellbeing
and the development of the employees.
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They believe in achieving high quality employees by engaing them keeping them well
motivated and satisfied
According to Guest model , Harrods is putting stress on effective recruitment of the
employees that are suitable and skilled according to the job requirement
Performance of the employees are given stress .Strategies are made to make the employees
perform to their full potential
Harrods believes in developemnt of their employees and encouraging the building of long
term career
Employee participation is encouraged ar Harrods
Harrods are taking significant measures to retain their employees by making them satisfied at
their jobs
Harrods according to the Guest Model are aiming at achieving High quality employees
(The Times, (n.d))
1.2- Comparing the differences between Storeys definitions of HRM, Personnel and IR
practices, by reflecting the HRM practices at Harrods and choose a similar organization
which has adopted Personnel or IR practices
According to Professor John Storey, HRM is a unique way of approaching the management of
employment. HRM is based on achieving competitive advantage by means of strategic
deployment to achieve a workforce that is highly efficient.
The techniques used to achieve a competent workforce may be structural, personal or cultural.
(Owen, (n.d))
The difference in Storeys definition relating to HR practices and personal managemet

are;
Differences in strategic aspects
The corporate plans that exists
Differences in relation to the waysd labour is m,anaged
How are the decisions taken and at what rate
Management methods and actions
How does the management behave when it comes to company values (Foot, 2005)
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Intrinsic factors are responsible for employee motivation. Employees are motivated according to
their different specific needs.
The needs can be;
Of the emotion of feeling to do better

Need of being a part of a group
The desire to earn respect and appreciation
Needs are not satisfied by only financial reimbursements.
The case study reflects incorporation of the Storeys model at Harrods. Harrods gives importance
to acknowledgement of physcological needs of its worforce.
Harrods believes that motivating employees is necessary and they are not just motivated by
financial rewards. They yearn for appreciatiion for a kob well done, promotion, and a better
organisational culture.
Roles and responsibilties of HRM at ASDA
At ASDA the main role of the HRM is to recruit employees in order to deal with the issue of
employee turnover.
They need to ensure that there is high retention of the workforce. At ASDA internal promotion is
encouraged in order to ensure retantion and 70% of managerial positions are suggested to be
occupied by internal promotion.
Thety provide work experience to students and have apprentivce programs. They treat all their
colleagues with respect and fairly giving them excellent opporutinity to progress in their career.
Shift leaders and department mangers, logistics, sales and variety of roles are offered for an
employee at Asda.
(Business Case Study, 2014)
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Functions of HRM at ASDA
At ASDA the functions of the HRM is to ensure recruitement of the employees having
the right kind of customer service attitude
Ensuring employee development and trainig
Selection of employes via the online recruitment procedure of Asda in which the HR
team is responsible for resume screening and calling the desired candidates for interview.
HRM at ASDA believes customer focus is the key to their organisation culture whereas Harrods
aims developing a culture that is focused on the intrinsic motivational factors of the employees.It
believes that motivated and satisfied workforce automaticaly delivers excellent customer service.
ASDA also has very nice HR strategy .But in contrast to Harrods HR strategies that is oriented
according to the Storeys model, ASDA gives more stress to excellent customer delivery.Harrods
is primarily focusing on increasing employee engegement. (Business Case Study, 2014)
1.3- Assessing the implications for line managers and employees of developing a strategic
approach to HRM at Harrods
The development of a strategic approach to Human Resource Management at Harrods is a shared

responsibility of the line managers and the employees.
Harrods has a democratic approach towards its HR strategies. The line managers at Harrods
encourages employee participation and effective and free communication.
Harrods line mangers implies using continuous improvement by taking employees advice and
encouraging their participation
Employees at Harrods are trusted and respected
Line managers are involved in employee development with full commitment. The managers have
implications to;
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Talent identification -The line managers at Harrods are responsible for the identification of
talent and training the talented workforce to be more qualified as their team members work
directly under them they can better assess and identify talents and help their subordinated gain
the skills that they lack.
Mentoring and coaching The line mangers at Harrods act as the mentors and the coach of the
employees and guide the employees who are fresh hires and have less experience. This is done at
Harrods as the line mangers give constant feedbacks to the employees for job improvement and
training to get the skills that they lack.
Feedback - In this manner the employees get relevant advice and support and the line mangers
can interact with the less experienced employees and take structured feedback from them. At
Harrods the line mangers are actively involved in giving feedback about their team members to
the management.
Performance Appraisal As the line mangers are with direct interface with their subordinates,
they work with the HR department in the performance appraisal of their team members.
Networking and relationship building - A line manager also enhances their skills this way and
builds strong interpersonal relationships. Harrods encourages building network as there are
regular meetings in which managers share their views and ideas. (Business Case Study, (n.d))
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TASK2: Understanding the ways of developing flexibility within the workplace
2.1- Explain how a model of flexibility might be applied in practice. Relate this to the
Harrods and reflect your argument with examples
A work culture that encourages flexibility is one where there is creativity and more productivity.
A flexible model attracts great talents.
The model of flexibility
The core and periphery workforce model (Atkinson 1984) for Harrods
This model talks about the Core Group that includes the primary workforce in organization that
can give functional flexibilities. The first peripheral group can give numerical flexibility that
enables meeting the demands of the products and services of the organization. The second
peripheral group is composed of workforce of short time period that do multiple tasks and can be
part time workers and are involved in job sharing. An organization can also use subcontracted
workforce and outsource the work that they are not good in doing at suppose Harrods can
outsource their business analytics to a business consultancy.
At Harrods this model can be applied as they have hiring of work force for short duration that is
of the second peripheral groups to meet the high labor demand in busy seasons such as
Christmas. They also outsource their marketing and analytics to outsource agencies and use sub
contraction.
Handys Shamrock Organization 1996 for Harrods
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This model talks about the structure in the organization wherein contracts from outside are
responsible to support the core executives of the business. The Shamrock leaves represent the
organization where there are the types of workforce namely;
The professional core - this include the staff that have high skill sets and are part of the
top management.
Contractual Frindge this includes the individuals or organization supplying their
specialized services to the organization.
Flexible workers this includes the consultancies and other such part of the workforce
that has flexibly and work with commitment towards the organization (Handy, 2002).
The professional core of Harrods is the top management team of the Harrods. The Qatar
agency hires highly skilled and experienced top management staff that is visionary leaders.
Harrods has contractual fringe with their distributors and marketing agencies that offer their
services to the organization. It has flexible workers in the form of the licensees that work
after obtaining the store licenses.
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The types of flexibility in organisation
Functional this is the flexibility that is given to the core workforce that works in the
organisation permanently. They have high skillsets and so can be put in a number of tasks.
Numeric this is the flexibility in hiring and lying off workforce according to the needs of the
organisation. The peripheral employees, and sub contracted have this type of flexibility.
Temporal this includes the adjustment of the hours of working and the work timings according
to the needs of the business. This requires workforce of both core and peripheral types.
Benefits of applying a model of flexibility;
In a flexible model employees are not imposed to do things and they are treated with
respect.
This enables having employees that work with the organization and not for it.
Work place flexibility will help building high morale in Harrods employees. There will
be reduced turnover which is a big concern for Harrods.
Work place flexibility can make Harrods employees a sense of self control and not being
over powered or controlled by the organization they work for.
Flexibility is a strategy and not just a benefit for the employees as; Harrods can user this
strategy for attracting and retaining talent pool. (Biro, 2013)
Harrods take temporary cover for certain months for an employee at sick or maternity leave.This
enables qualified individuals looking for short term employment join the roles and the existing
employees to be relieved of additional pressure when they are not in the physical state to work
anymore. (Flex Jobs, (n.d))
2.2 Types of flexibility which may be developed by the Harrods.
Harrods employees can balance their personal as well as work life if the organization gives the
employees an option to work from home in situations they cannot come to the work place.
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Workplace flexibility also define how the employees perform their taska and duties along with
shaping their careers.
Flexible work place culture at Harrods helps the organisation to distribute the duties and
responsiblities to its employees evenly and fairly.
Types of flexibilty practiced at Harrods
Harrods offers many flexible jobs to the employees such as Full time Freelancer jobs as Supply
Coordinator This is a job for 12months that has 39 working hours in a week.
Lead Interior Designer at Harrods is another full time free lance job at Harrods
Types of flexibilty that can be developed at Harrods
Harrods can use telecommuting and increase profitability by saving on supplies. If it encourages
on a daily basis a certain number of employees to have the freedom to work anywhere and
anytime it can save lots of resource and cost to the company. By this freedom an organizational
can get a global talent pool.
The changing of shift hours in Harrods that requires employees to work in different working
hours can help sourcing employees that are qualified and desired for all the work processes.
Harrods can give their off the floor team the flexibility of to work if feasible at their preferred
locaitons.This can be achieved by giving them companys software enabled laptops, mobile
devices etc.
Harrods can implement annualized hours to increase the flexibility at the work place.
Job Sharing and phased retirement can also be implemented at Harrods.
Tele- communting is gaining prevalence in all organisations.
Part time and part year employment provisins can also be included.
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2.3 Assessing the use of flexible working practices from both the employee and the
employer perspective of Harrods
Flexible working practice is beneficial from both the employee and employer perspective.
Flexible work culture can be used by the employer to tap potential labour who cannot work in
rigid work conditions at Harrods.
Harrods can use the model of working at home to avoid and eliminate excessive costs that
companies bear by establishing a full facility office, rent of office space, expenses for office
administration, the costs incurred for management of personnel.
Harrods uses part- year employment practices that are again a cost saving strategy for the
company. As the company do not have to spend too much on full time employee benefits such as
health covers and benefits, cost on insurance schemes and retirement benefits.
Wage rate are also determined based on the time and hours of work and the patterns employee
work using the advantage of flexible work place culture.
2.4 Discuss the impact that changes in the labour market have had on flexible working
practices at Harrods
Harrods by encouraging flexible work culture are allowing individuals to take up part time jobs
with them. Employees have the option to take up more than one than one job or even study and
work efficiently as well. The change that has occurred in the labour market by the flexible work
practices has proved much more cost efficient to organizations. The business expenditure has
become quite low as compared to earlier times when the work culture was very rigid and people
had no liberty of working with flexibility.
UK government also plays a fundamental role in bringing about this flexible work environment
revolution.
Government norms ensures that employees can work for as long as they desire and not just
mothers but even fathers are entitled to paternity leave after the delivery of their child.
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Government facilitates and encourages the provision of flexible retirement age ensuring that
employees can continue working as long as they desire.
For making the work environment flexible Government has added the provision of additional
maternity leave and even pay. (Skills, 2014)
It is essential to regulate the flexible work conditions, this regulation is done by Governemnt by
imposing minimun wage regualtions, employment protection, and work conditions. (Rodgers,
2004)
This practice is responsible to bring flexibility of wage, work hours and employment protection
at Harrods.
This change that flexible work culture has brought about has also influenced Harrods, as it
encourages flexibility.
With the technological development mobile commuting is been practiced at Harrods with ease
and efficiency.
Harrods is engaging global talent from different cultures who have the facility to work with the
company in even flexible shifts after completing the work at another job in main shifts.
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TASK 3: Understanding the impact of equal opportunities within the work place
3.1 Forms of discrimination taking place at work place with special reference to
Harrods
Discrimination at work place is of common occurrence. It occurs on the instances when the
employers do not give certain facilities or the opportunities to the employees. This discrimination
is biased on not based on the qualification or the merit of the employees. Many a times it so
occurs that employees are discriminated on the basis of their ages and their ages. Religious
biasness also occurs. Sometimes female employees are discriminated on the basis of being
married when there is a general misconception that married women cannot create a work life
balance and they are discriminated.
Examples of discrimination at Harrods was at an instance under section 7 Race Relations Act
1976, two of the employees of Harrods were to file a case as both of the ladies were license
owners at Harrods and were responsible for a particular department, Mrs. Remick (black) and
Mrs. Seeley (Asian) lost their license of Harrods on grounds that Mrs. Remick does not follow
her dress code and Mrs. Seeley wore a nose ring. (Hanlon, 1997)
Melanie Stark a Harrods staff refused to wear make up all the time and was to sue Harrods under
Equality Act. (Davies, 2011)
3.2 The practical implications of equal opportunities legislation practiced in Harrods
Equal opportunities have many implications in Harrods.
This legislation ensures that Harrods constantly keep in check its HR activities focused at no
discrimination of the employees based on caste, gender, colour or creed.
It has to maintain a legal department that ensures that the legislation is not violated by the
companys code of conduct. This is an additional cost to the company.
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This legislation has implications that if one any circumstance the company fails to comply with
the legislation the employees might sue it and it may not only bear additional costs of litigation
but also defame it.
The compensation that the company has to pay on violating this legislation may be
Monetary
For injuring the feelings of the employee
Aggravated compensations
For personal injury (Browne Jacobson, (n.d))
Examples of the implications of the legislation at Harrods would be
Melanie Stark, who was a sale assistant at Harrods, had to resign on the grounds that she did not
wear make-up. She was sent home and then her job location was changed from the HMV
department to the store room. Melanie resigned from her position at Harrods.
Riam Dean was a Harrods employee who had a physical disability and had one prosthetic limb,
was discriminated and made to work in the stockroom on the grounds that she was a misfit in the
floor because of her look. (Simpson, Stephen, 2011)
3.3 - Compare the approaches adapted by Harrods to managing equal opportunities and
managing diversity
It is important that organizations stress on managing the practice of equality and diversity as
people of different origins and beliefs work together. Harrods employs human resources around
the globe leading to global diversity. Harrods give equal opportunity to individuals of different
geographic locations to be a part of the organization.
Harrods give equal opportunity to people regardless of any gender biasness .Both male and
female can be a part of Harrods management team. The only requisite in hiring is people with the
right skill and right attitude.
The case study indicates that all employees at Harrods are given equal opportunity to give their
views and opinions on things and provide feedbacks.
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The flexible working conditions at Harrods is also oriented at providing equal employment
opportunity to all the employees and the freedom to work freely and according to personal
preferences regarding the time and place of work. (Case study for Managing Human
Resource)
Harrods once paid 1,800 to an intern who was working for Harrods for three months unpaid as
by mistake she was stated a volunteer. This was done one the basis of Harrods policy of equal
opportunity. The intern was paid in accordance to the minimum wages act. (Equality Law,
2012)
Harrods is commited to provide equal employment opportunities to all and n ot discriminate its
employees on the basis of gender, race, colour, marital status or physical disablility. Harrods give
cosidertions to the applicants who have any disability and lays stress to the qualification, and
skill sets only. (Harrods, 2014)
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TASK 4: Understanding approaches to human resource practices for the chosen

organization
4. 1- Methods of performance management adopted by Harrods
Harrods understands that the employees are the face of the company and employs various
methods of performance management of its employees.
Harrods keep the employees informed and train them regularly so that they gain the aptitude and
the skill sets to perform best.
Methods of performance management
Talent Spotting Harrods use this method to spot individuals who can contribute significantly
to the organisation and give them opportunity to shoulder more responsibilities and ensure career
and personal growth and development. Such programs motivate employees to perform better and
push to high performances.
Flatter organisation adoption of a flatter organisational structure has caused more

opportunities to individual employees to grow and develop their skills in the organisation and
perform better. This has enabled job satisfaction.
Harrods rewards for Excellence Harrods give financial and non- financial rewards to the top
performers in various departments. In this a gala ceremony like Oscar is conducted and the
employees are rewarded and applauded for good work .This serve as an initiative for employees
to work better and perform better.
Career development is another important aspect Harrods lays stress in.
Harrods focuses on encouraging and involving employees for a participative relationship as the
company realizes that if all levels of management gets involved in decision making it leads to
better and enhanced growth of the company.
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To promote the performance growth Harrods is changing their organizational structure. A flatter
structure encourages employee participation and their enhanced performance.
Communication at Harrods has improved after the takeover has changed the direction of decision
making positively employees can inform their line managers the course of their action each day,
the managers an advise them and improve their performances.
The business model and the brand value are communicated to the employees so that they
perform accordingly.
Feedbacks on how Harrods should function help improving performance furthermore.
Employees at Harrods are trained regularly. New hires are trained intensively.
Mentoring and coaching the employees is another performance improving tool. Mentors keep
advising and training the less experienced employees on the job by interactions. It helps to
improve the performance of the mentors by instilling leadership qualities in them as well as
enhanced performance of the new hires also.
Regular networking of the managers help them take decisions to enhance the performance. (Case
study for Managing Human Resource)
4.2 -The approaches to the practice of managing employee welfare in Harrods.
Harrods has a better management structure and gives their employees benefits oriented towards
their welfare.
Harrods aims to make itself a great place to work by giving the employees all the financial and
non financial rewards and opportunities of growth and development. Employees at Harrods are
willing to work extra mile for their organisation as Harrods has been sacksful in establishing
itself as an organisation that cares for the welfare of the workforce.
It has a scheme of giving rewards and incentives to the employees. At HARRODS the Talent
Spotting Program and the Reward for Excellence signifies that the employees are well rewarded
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for working and performing better. This serves as an initiative to work better and constant
improvement.
It has make a nice pay package for all its employees that includes good pay scale, discounts to
the employees and working to make a good and better environment and work culture. Employees
are entitled to discount on business clothing, travel and get gifts on marriage, domestic
partnerships and the flexible arrangement enables them to ensure work life balance. They
practice better work schedules that lead to better work- life balance for the employees.
Employees and teams are entitled to bonuses and commission for meeting the sales target. This
encourages them to meet the targets and work on making as much sales as they can. These
schemes keep the staff motivated and happy.
Harrods encourage employees to build improved and better communications and provide regular
feedbacks so they feel they are always heard. By having a participative culture employees feel as
valuable assets to the organisation where their opinions and beliefs matter. (Business Case
Study, (n.d))
HRM department at Harrods implements many strategies to practice and foster employee
welfare.The EmploymenT Relatons Team at Harrods manage issues that affect the employee
well being and are committed to seek enhanced employee performance unaffected to the work
place negativitie s such as grievances against the firm etc. Harrods has a pension scheme priented
towards providing welfare to employees effectively after reirement.
HRM of Harrods is quick to respond to problems of the employees and promote their welfare.
Emloyee benefits at Harrods;
Harrods gives their employees interest free loans for season tickets to help them incur the cost of
traveling for getting gto the workplace.Harrods employees are entitled to an allowance on
business clothing of 50%
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Harrods employees are rewarded with holiday packages on showing loyalty to the organisation.
Employees can take off for their birthdays and that will be a paid leave, also birthday clebration
at Harrods takes place efficiently
Employees serving Harrods for more than 5 years are entitled to a wedding or civil partnership
gift.They are entitled to discounts on products and services.They get paid offs to take part in
charitable events (Harrods, 2014)
4.3- Discuss the implications of health and safety legislation on human resources practices
with special reference to Harrods
It is the duty of the HR professionals to ensure the health and the safety of the employees of the
organization.
The organizations should implement safety measures to prevent injuries and health hazardous at
work place.
Employees and the managers should work together to ensure health and safety.
HR should encourage employees to report to the management if any safety or health related
practices are violated
The HR practices should be focused on hiring candidates who care about the wellbeing of
themselves and everybody else at the work place.
If safety and health precautions are met the firm benefits in reducing the number of absenteeism
and onus of bearing employee injury costs
Employees should be trained to address injuries and hazardous such as first aid training, fire
drill, training to meet a situation of emergency.
Regular health check-ups of all the staff should be organized by the organization (Canadian
Centre for Occupational Health and Safety, (n.d))
Member of Fire, Health and Safety team is responsible to ensure complete safety across
company. Members conduct a variety of training courses for employees relate to fire safety,
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handling, first aid etc. Daily inspections, assessment of risks, department and building checks
take place at Harrods to ensure that safety and health of employees are not at stake due to any
negligence.
Department at Harrods are trained to respond situations of emergencies that includes accidents.
The Harrods staffs are trained to lead evacuation at the time of fire or other emergencies.
Harrods works with Royal Borough and Chelsea Environmental Health team to ensure health
and safety of their employees. (Harrods, 2014)
4.4- Evaluate the impact of one topical issue on human resources practices reflected in the
case study and additional research of Harrods
Employee voice
Employee voice is the practice of two way communication process in an organization between
the organization and the employee. In this process the employer communicates to the workforce
and listens to their suggestions and includes them in the process of decision making.
This topical issue is practiced at Harrods as suggested by the case study. Harrods follow a flatter
organization structure with a participative culture. Employee voice is encouraged and employees
are included in the process of decision making and giving feedbacks.
Harrods lays great stress in the development of a better organizational culture by having the
EMPLOYEES VOICE their opinions.
Harrods encourages employee empowerment and participation. Employees are encouraged to

express their views and opinion freely to the management so that there is no existence of any
communication gap. The case study clearly shows that the current leadership style of Harrods is
participative and democratic. Aim at maintaining a better culture.
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TASK 1: Understanding the different perspectives of human resource management .................................. 2

TASK 1: Understanding the different perspectives of human resource management

1.1-Adoption of the Guest Model of HRM at Harrods

Figure: Explaining the Guest Model

Guest Model at Harrods

The difference in Storeys definition relating to HR practices and personal managemet

The needs can be;

Of the emotion of feeling to do better

Roles and responsibilties of HRM at ASDA

(Business Case Study, 2014)

Functions of HRM at ASDA

The development of a strategic approach to Human Resource Management at Harrods is a shared

Employees at Harrods are trusted and respected

TASK2: Understanding the ways of developing flexibility within the workplace

The model of flexibility

Handys Shamrock Organization 1996 for Harrods

The types of flexibility in organisation

Benefits of applying a model of flexibility;

2.2 Types of flexibility which may be developed by the Harrods.

Types of flexibilty practiced at Harrods

Types of flexibilty that can be developed at Harrods

Job Sharing and phased retirement can also be implemented at Harrods.

Tele- communting is gaining prevalence in all organisations.

3.2 The practical implications of equal opportunities legislation practiced in Harrods

Equal opportunities have many implications in Harrods.

Examples of the implications of the legislation at Harrods would be

TASK 4: Understanding approaches to human resource practices for the chosen

4. 1- Methods of performance management adopted by Harrods

Methods of performance management

Flatter organisation adoption of a flatter organisational structure has caused more

Career development is another important aspect Harrods lays stress in.

Feedbacks on how Harrods should function help improving performance furthermore.

4.2 -The approaches to the practice of managing employee welfare in Harrods.

Emloyee benefits at Harrods;

Harrods encourages employee empowerment and participation. Employees are encouraged to

6. Business Case Study. (2014). Increasing employee engagement through HRM - A

8. Case study for Managing Human Resource. (n.d.).

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