An eassy on HRM in John Lewis (UK Department Store) - employee owned Essay

An eassy on HRM in John Lewis (UK Department Store) - employee owned gild - Essay ExampleUltimately, whereas the EOB model promotes sustainable operational and financial profitability, its application to other contexts is limited to small-scale bank linees since its governance model may come under press as the firm expands. Introduction This paper is a study of the general business and HRM of John Lewis Partnership, an employee-owned company and evaluates the various mechanisms of HRM policy and application of JLP in the context of the 4 key functions of HR which include resourcing the organization, humanity re antecedent development (HRD), employment relations, in addition to, performance and subsequent remuneration. Additionally, it also considers both(prenominal) the perpendicular and horizontal integration of JLPs human resource component with its operations, the benefits and challenges of employee-owned business model, as well as the extent to which it can be applied in o ther contexts. Overall JLPs business and HR strategy The John Lewis Partnerships overall business strategy is partners set about the JLPs approach to business entails prioritizing its clients and partners happiness and welfare which is achieved by placing their interests at the stub of its operations (Aston, 2013). In this respect, the wellness of partners is of key importance to the business strategy of the John Lewis Partnership since the partnership believes that it yields many affirmative gains for the business (The John Lewis Partnership, 2013), which dedicates itself to serving customers with flair and fairness. The John Lewis Partnerships overall human race imaginativeness strategy, on the other hand, is employee ownership, which top management at JLP believes has a massive positive influence on the wellbeing of partners in this regard, the John Lewis Partnership takes investing in people and seeing them as the core of the business as a fundamental Human Resource strateg y. Employee ownership is built on value such as strong communication, from the bottom upwards, and thorough consultation, both of which lead to inclusiveness and engagement of the employees in the casual decision-making process at John Lewis Partnership effectively employee ownership has a multi-plier effect on business gains since employee participation motivates high performance. JLPs HR policy and practice The human resource is the primary source of competitive advantage to any organization today all firms can potentially boost both their operational and financial performance through well-structured high performance human resource practices, thus the necessity to attract, recruit, and retain the trump talents. Strategic HR management practices such as recruitment and selection, training and development, as well as performance management are fundamental aspects of John Lewis Partnerships Human Resource policy and practice. The JLP recruits its human resources through selection and engages in effective talent management through training and development programs, as per the needs of the partnership. The task of resource recruitment goes beyond merely selecting the best people for the job organizations must invest in human resources, which are not only blue-chip and