Analyse lidl anglais

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 STRATEGY[pic 7]

CULTURE[pic 8]

10369974 – COTONI Julie

10374984 – PAPILLON Victor

10369178 – FARES Pierre

10372215 – BEDO Romain

10372218 – FILY Raphaël

Word count: 4 865

TABLE OF CONTENTS

INTRODUCTION        3

I.        THEORETICAL FRAMEWORK        6

a.        Soft Model        6

b.        Hard Model        7

2-        RESOURCE-BASED VIEW        8

3-        BEST FIT        9

4-        BEST PRACTICE        10

a.        Employment Security        10

b.        Selective Hiring of New Personnel        10

c.        Self-Managed Teams        10

d.        Compensation        11

e.        Training        11

f.        Reduced Status Distinctions        11

g.        Extensive Sharing of Financial and Performance Information        11

6-        ARCHITECTURAL MAPPING        13

II.        HR PRACTICES – CASE STUDY: LIDL - “WHERE HUMANITY IS CHEAPER”        14

1-        COMPANY PRESENTATION        14

2-        CASE STUDY        14

3-        HUMAN RESOURCE ANALYSIS        18

TEAM WORK        20

REFERENCES        21

APPENDIX A        24

INTRODUCTION

In 1800’s unions were illegal not to affect the productivity of the company. With the industrial revolution, and the appearance of the first big factories, a huge quantity of workers was engaged and the first HR notions were used to manage all the workers. At the begging, this task was done by foremen and managers but as early as the beginning of the 20’s centuries HR service arise. First personnel departments (HR) appear in the big factories from 1880. Their role limits itself to the recruitment and to the affectation of the workers. After the strikes of 1906, the job of in charge of recruitment is created in a large number of factories; with for main mission not to committed politically hire workers. After the World War I, the shortage of working force and the difficulties to hire and developing employees’ loyalty lead to the generalisation of HR departments in all the large companies. (Carbery, R. (2013). Human Resources Management a Concise Introduction pp.4-11. )

HR is a function of organisations designed to maximize employee performance in service of their employer’s strategic objectives (Johanson, 2009). HR departments and units in organisations are typically responsible for a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefits systems) (Paauwe & Boon, 2009).

Nowadays HR is in the centre of the strategic management of companies.  Human resources is valuable, rare, inimitable and non-substitutable, a very efficient policy to manage this resource can create a competitive advantage very relevant for the company.

Your HR department needs to play an integral role in your workforce development, indeed if HR department hires people with experience and leadership for managers to provide to the company. HR department can be upgrading with recruitment specialists who also understand your company’s strategic roles and can play an integral part in business success. A good HR department will design job descriptions and training programs, find the best candidates, and participate in defining salary levels that will result in the best new hires. : (Whatishumanresource.com. (2018). the Historical Background Of Human Resource Management)

In addition, most of the employee’s data are "property" of the RH, the function could play an essential role in the exploitation of analyses to identify the trends, plan the potential results and anticipate the risks to better meet the customer’s needs.

All of these issues are part of HRM to optimize performance and gain a competitive advantage because managers can get the best of the employees and manage our talent better than competitors only focus of financial competition.

One of the most relevant definitions was made by Michael Beer a Harvard professor. His work, according to the Harvard model suggests a human/ soft approach of HRM is required if employees are to benefit from HRM practices. The model recognises the legitimate interests of diverse stakeholders and assumes that the creation of HRM strategies will have to reflect their different interests and fuse as much as possible into human resource strategy and ultimately the business strategy.The main influence of this model is based less on considerations of stakeholder interests and situational factors and more on the benefits to employers of adopting a soft approach to HRM that seeks to enhance the quality and commitment of the workforce. (Beardwell, J. (2017). Human Resource Management a Contemporary Approach pp.2-10)

Is an unitarism philosophy, he describes a company with every employee as a person and no as a group lead by one manager who has the perfect loyalty to these employees. Everyone needs to trust others to shared ideas, actions, innovations.With that’s type of management unions are not necessary because they are no conflicts and misunderstandings are resolved by the communication between member.Employees and managers will have mutual benefits for hard and good work with for example reward for employees and good company result for manager. (Beer, M. (2018). Michael Beer - Faculty - Harvard Business School. )

It describes employee commitment. It also shows that employees needed to be competent and cost-effective. This model has five main components. Such as:

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(Boselie, P. (2018). [online] Hrmagazine.co.uk.)

Nowadays HRM has a lot of different approaches, the two main one are opposed :

On the one hand, the goal of HRM is to minimize costs, with a hard approach to managing people as a group without freedom when all is precisely organised with strict schedule, strict task, no reconsideration of decisions and rules in a very authoritarian management style.Thanks to that approach company like Ryanair or Aldi, for example, can minimize cost for low-cost product.

On the other hand, the goal is to propose a high-quality service or product.They will communicate about the good conditions of the employees, the product and for the environment, to adopt a “responsive” politic valuable for the consumer who will pay the price for. The workforce with that soft approach will be well consider and happy because everyone respects each other and can evaluate in the company without competition and jealousy. Employees participate to the decision process and can give their opinion with consideration.These days, consumer are more sensitive to that product. 

HRM is very different now than before, employees stay less time in one company and the major issue for HR department and manager: is how to keep our talent?

The most important point for employees are not only the financial reward and in-kind benefits but also happiness at work, consideration and possibility to evolve in the hierarchy.

Companies will incorporate all of that point in the HR politic in a very competitive environment in the area of globalisation and digital revolution. ( Monde Economique, m. (2018). 3 grandes tendances des Ressources humaines pour 2017)

1. THEORETICAL FRAMEWORK

1. SOFT & HARD MODEL

In 1984, HRM represents strategic, cultural and structural changes; that’s in this period that Michael Beer established the Harvard Model at Harvard University. The philosophy of this theory is unitarism, which means human-centred. This model will become the reference model for lots of authors¹ after Beer.

Edmund Heery and Mike Noon in A Dictionary of Human Resource Management (2008) define unitarism as “a perspective on employment that emphasizes the shared interests of all members of an organization. It assumes there are compatible goals, a common purpose, and a single (unitary) interest which means that, if managed effectively, the organization will function harmoniously.”