Strategic Resource Management

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Introduction to Strategic Resource Management

Strategic resource management is concerned with the managing organisational resources that supports accomplishment of long term business objectives. Current report will discuss about role of human resource management and physical resource management in attaining strategic goals of the Primark (Primark, 2015). It is the cloth retailer company which serving cloths, home-ware, and cosmetics items in the Western Europe and having 270 stores across the country.


1.1 Contribution of Human Resource Management to the achievement of organisational goals

Human Resource Manager of Primark company plays very crucial role in accomplishment of its aims and objectives. The company is directing towards several specific goals which can be attained by the cooperation and positive involvement of its Human Resource Department (Lengnick-Hall and et. al., 2009). Key objectives of the organisation is to serve quality products at reasonable prices to the consumers and create friendly and helpful environment for its employees and customers. 

man Resource Management hire is hiring the qualified personnels so that they can work with the modern technology in effective manner and produce a quality products at low cost. The company is organising training and development programme for its employees to enhance their skills and abilities so that they can upgrade with technological advancement and produce higher quality of products. In order to create friendly and helpful environment Human Resource Management of the firm is organising employee engagement activities so that good and healthy relationship can be build and supportive culture can be created within the organisation (Ngo, Lau and Foley, 2008). HR manager of primark motivates the employees by using suitable motivational theories through which productivity of workers is getting increased and consequently the company is serving good quality products with maximum consumer satisfaction. 

1.2 Critical evaluation of role of Human Resource Management within Primark

Organisational structure of Primark includes Human Resource Department which is playing vary significant role in success of the organisation. According to Wright and McMahan (2011) HR manager of an organisation plays number of valuable roles such as recruitment, motivation, training, career planning etc. Number of roles performing by the HRM of the company among which few are describing as follows: 

Hiring: As per the view of Huselid and Becker (2010) hiring is the process of selecting the candidate which is best suited  to the desired job. The company is using multi-dimensional ways to recruit and select the best candidates and promoting its job vacancies through number of sources like internet, store posting, job centre etc. Chen and Huang (2009) argues that lack of qualified personnels can turn down the company's performance. As per the recent research Primark has recruited 51250 employees to carry out its business operations.

Training and Development: Human resource Management of the company is providing first class training to its employees to enhance their skills and knowledge. CHUANG and Liao (2010) said that training is the essential tool to make employees specialised and increase the performance of the organisation. The firm is prioritising the training event to make its employees more compatible with the changing environment. As per the literature of Collings and Mellahi (2009) it can be said that lack of effective training can leads to high rate of employee turnover. HR manager of the company is conducting training event on monthly basis to retain the employees, make them satisfy with the job and increase the organizational efficiency. 

1.3 Process of Human Resource Planning used by Primark

Primark is following Human Resource Planning (HRP) process to anticipate future human resources requirements to carry out its business operations without any delay.

Environmental scanning: Firstly the manager scan the environment by using various techniques so that SWOT, PESTLE analysis etc. through which suitable job analysis can be prepared for which further process will be carried out (Lengnick-Hall, Beck and Lengnick-Hall, 2011). 

Demand and supply forecasting: Then demand of the employees get anticipated in terms of quantity and quality so that desired level of output can be achieved by the organisation. After that number of employees available to perform the job get estimated so that necessary action plan can be prepared to anticipate the net future requirement of the firm.  

Action plan for matching demand and supply: Necessary action plan will be formulated for the surplus and deficiency of the employees in terms of hiring and firing process. In case of surplus workers will be fired and any kind of deficiency will leads to recruit the new individuals (Winniford, Conger and Erickson-Harris, 2009). 


2.1 Recruitment and Retention strategies of used in the company

Recruitment and retention is the two key functions played by HR manager of the Primark to increase the value of its assets and talent management deals with both of these functions. Key strategies that are using by the company to manage the talent is: 

Recruit qualified employees: It is the key strategy to recruit the people under which it is promoting its job vacancies through store posting, internet, job centres etc. so that large pool of applicants can be attracted (Lengnick-Hall, Beck and Lengnick-Hall, 2011). It is using multi-dimensional ways through which best candidate can be selected out of the large pool of applicants.

Pay structure: It is formulating suitable pay structure by going through internal and external equity so that potential candidates can be attracted and existing employees can be motivated and satisfied with their current job position.

Never stop training: Under this strategy Primark is giving priority to providing first class training to its employees so that they can learn to access the new technology and get satisfied with the job. Career development opportunities are providing to the workers to make their career too bright in their interested field which will motivate the employees to give services for long time (Schuler and Jackson, 2008). 

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2.2 Critical evaluation of techniques that are used for Human Resource Development (HRD)

Primark is using various approaches to develop its human resources. According to the author Human Resource Development is concerned with the betterment of individuals performance and skills directed towards attainment of organisational goals. HRD techniques using by the company are : 

Training: As per view of Armstrong and Taylor (2014) training is an effective tool to develop the skills and knowledge of the individual. As already described earlier that the firm is focusing on providing the firs class training in order to enhance their skills ad abilities to perform the task. Abdelhak, Grostick and Hanken (2015) argues that lack of effective training can restrict an employee for better performance. For this the company is adopting the never stop training strategy to make develop its employees.

Quality circles: The company has formulated quality circle within the organisation to develop the problem solving skills of its workers. According to Mello (2014) quality circle is concerned with the group of individuals who meet regularly to resolve the problem and improve organisational performance. Dowling, Festing and Engle Sr (2008) argues that formulation of quality circle make an employee more extrovert and develop his analytical skills. Primark is organising day to day meetings to develop its employee's skills and knowledge.

2.3 Evaluation of contribution of Human Resource Development techniques in ensuring employee engagement

The techniques used by the company to develop its human resource is ensuring the employee engagement within the  organisation. Training technique motivates the employees to give 100% contribution in increasing the organisational performance and he feel happy to work for the company. However, negative attitude and reaction of the employees can be resulted into the failure of whole event. Quality circle enhance the employee participation in decision making and helps in create the supportive culture within the organisation (Boselie, 2014). Sometimes, differences in opinion of the group members can create conflicts among them which results in unhealthy relationship among the workers. Due to grievances productivity of the employees get decreased and they does not contribute their full potential towards the accomplishment of the organisational goals and objectives. So in this way, Human Resource Development techniques ensures employee engagement in organisational performance but at the same it can also decrease the individuals participation.

2,4 Analysis of effectiveness of Human Resource Management (HRM) strategies in supporting the organisational strategies

Primark is practising for number of HRM strategies which leads to attainment of organisational strategies. Effectiveness of these strategies are describing as follows: 

Restructuring strategy: HR manager is focusing on anticipation of demand and supply of the manpower for the future. In case of surplus employees get terminated to save the extra cost of production while as in case of shortage new individuals get hired to carry out the production process without any delay (Stevenson and Sum, 2009). Through quality of goods can be produced with minimum cost and it avoids duplication of work due to which productivity of it get increased. Consequently attainment of strategic goals in effective and efficient manner.

Collaboration strategy: Primark is collaborating with another organisations so that problem of shortage or lack of any certain skills can be addressed in most effective manner. This will help the company to produce and serve innovative and quality product in the market which will lead to attainment of organisational strategies.


3.1 Contribution of physical resource management in the accomplishment of organisational objectives

Physical resource management is concerned with effective deployment and utilisation of physical resources of the company. There is crucial role of managing corporal resources of the company to meet its objectives (Laudon and Laudon, 2011).

3.2 Critical evaluation of physical resource management within the Primark

Physical resource management gives significant contribution in accomplishment of organisational goals as stated in above table. As per the view of Stevenson and Sum (2009) it is very essential to manage physical resources as these resources prove the basis of improve organisational performance in very effective and efficient manner. Types of physical resources of Primark and its strategies to manage these resources are follows: 

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Land and building: According to Laudon and Laudon (2011) land and building is the basic need for establish the business and carry out production process. Primark has to take care of maintenance and cleanliness of the resources. As per the literature of Abdelhak, Grostick and Hanken (2015) lack of maintenance of these resources can affect he work environment of the enterprises. Proper treatment of any damages and dust in the land and building should be taken so that healthy work culture can be maintained.

Equipment: Dowling, Festing and Engle Sr (2008) said that equipment is the system used to carry out the carry out production process and control the business operations. CHUANG and Liao (2010) argues that well managed equipment gives higher productivity while as mismanagement of these resources can harm the manpower. So the company should have take care about proper maintenance, repairing and sustainability of these equipment so that quality of production process get increased.

Raw material: This is key to get final product which will be serve to the customers. Winniford, Conger and Erickson-Harris (2009) says that proper management of raw material is needed to reduce the cost of production and maintain the quality of product. So the company should use PERT and CPM method so that wastage of material and cost of production get reduced. At the same time proper storage facility should be there to store the material so that quality of material can be maintained.

3.3 Systematically appraise the process that the organisation uses to plan its physical requirements

In order to manage the physical resources of the organisation Primark can use systematic approach. Firstly, manager prepare proper list about the physical resources which would be required to carry out the production operation so that no extra cost can be incurred due to surplus of resources. In case of shortage of resources suitable option such as hire purchase, cash purchase, lease etc. are chosen to acquire the equipment at minimum rate (Owalla, 2013). Next step will be in regarding to maintenance and store facilities maintain their efficiency for long term. For this operator and cleaner are hired to maintain the effectiveness. At last ineffective and old machinery which is not contributing in production and control process are  disposed off. In this way physical resources can be maintained to maintain their efficiency and effectiveness.


4.1 Contribution of marketing activities to achieve organisational objectives

Marketing activities refers to the process adopted by the Primark to buy and sell the product in the marketplace. Marketing activities of the company is contributing in attainment of its goals that can understood by follows:

It is delivering quality and customize products to the consumers so that they can get satisfied with its services. Variety of products are manufacturing by the company to better serve its users. Reasonable prices are being offered by Primark which helps in increasing the consumer base of the  firm (Stevenson and Sum, 2009). It has established number of decorated stores which attracts the customers to visit the site and make them influence to purchase the product. It has also established its online presence through which it can create better value for its customers. At last is engaging in number of promotional activities to make its consumers well informed about the products it is offering.

4.2 Critical evaluation of role of marketing operations within Primark

Lengnick-Hall and et. al. (2009) says that marketing activities plays very essential role to place an organisation to the top position. Primark is following the efficient marketing activities to make its customers well informed about the products and services it is offering. Ngo, Lau and Foley (2008) argues that lack of investment in marketing activities can lower down the image of the company. The enterprise is making its online presence so that it can reach to its global customers and increase its profitability. As per the study of Wright and McMahan (2011) it can be said that Primark is offering its products at relatively reasonable prices which is the plus point of it in the market. Collings and Mellahi (2009) argues that it is not enough to sell the product at reasonable price to make market position other marketing activities also plays equal role in formulating the marketing position. Primark has created its websites which can be accessed by the seeker to gain any kind of information and to solve product related queries. Conclusively, it can be said that marketing activities of the company is very effective to retain the existing customers and attract the new potential customers.

4.3 Process uses by Primark to develop markets 

Primark is trying to develop its market to get the growth and for this it is using systematic approach so that its goals can be achieved in very efficient manner. Firstly, the company has decided its targets and objectives such as capture the leading marketing position and serve quality products at reasonable price. At the next level company has decided its target customers for which it has to manufacture the goods and services (Schuler and Jackson, 2008). Target customers of the firm is households and youths for which it is producing the products to meet their requirements. Afterwards it is choosing the effective marketing mix such as product, price, place, promotion etc. so that right product can be reached at the right place in the right time. Recently it has launched its new and attractive store which has attracted more then 1000 customers in a day. At the end it is taking feedbacks from the customers so that necessary improvements can be taken place.


5.1 Contribution of Information System Management (ISM) in achieving organisational goals

ISM in Primark can be regarded as information technology which supports the activities and functions of the company. There is significant role of ISM to attainment of organisational goals and objectives in terms of proper management and control of data to make better decisions (Boselie, 2014). Recently, the firm has launched ER data warehouse in which all the data related to the day to day activities get stored. This will help management to formulate better decision making and to take effective strategic actions to address with the emerging problem. Through information technology it is being able to place transparency of the operations within the organisation which helps in gaining employee satisfaction and trust. This initiation of the company is directed towards the accomplishment of its organisational goals in terms of creating healthy environment for employees and staff (Laudon and Laudon, 2011). So in this way, ISM system enables the company to achieve its aims in efficient manner.

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5.2 Critical valuation of role of ISM plays by the Primark

As stated earlier that ISM is helping the enterprise to achieve its specified goals . On this Mello (2014) says that the company has taken strong initiation by placing the system at workplace to create good position in the market. It has launched ER data warehouse and reporting application using SQL Microsoft server analysis and reporting service. As per the recent research the company is recording more than 300 gigabytes of data on daily basis. It is also having more than 70 reports who read the accuracy of data and check the feasibility of data sources. Boselie (2014) argues that in the absence of this system the company can not deliver the quick information to the management. The firm can loose its efficiency in case of proper management of the ISM.

5.3 Process to plan ISM requirement

Huge advantages are getting by Primark in terms of data storage and formulating better decisions. In order to plan Ism requirement the first step taken by the firm is identify the area where the system can be implemented to increase the efficiency. Like the problem faced by firm was related to the data storage as it processes millions of item every year and communicate the information to the people who need it (Laudon and Laudon, 2011). So keeping this problem into the mind it has choose the right software through this problem can be addressed in proper manner and it has developed ER warehouse and reporting system through which it can store the data and provide necessary information to the interested people. At last it has hired professionals to operate the system and provide necessary training to enhance their IT skills and reviewing it for necessary modifications and up-gradation. So in this way it has planned its ISM requirement within the organisation.


Conclusively, it can be said that proper management of human resources and physical resources is essential to attain organisational objectives. The report has covered process of HRP, HRD, market development and ISM requirement planning by taking the example of Primark which is clothing retailer operating in Western Europe. Critical evaluation of HR strategies, ISM system,  marketing operations and Physical resource management has also taken place in the report.   


  • 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).
  • CHUANG, C. H. and Liao, H. U. I., 2010. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology. 63(1).
  • Collings, D. G. and Mellahi, K., 2009. Strategic talent management: A review and research agenda. Human Resource Management Review. 19(4).
  • Huselid, M. A. and Becker, B. E., 2010. Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management.
  • Lengnick-Hall, C. A., Beck, T. E. and Lengnick-Hall, M. L., 2011. Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review. 21(3).
  • Lengnick-Hall, C. A., Beck, T. E. and Lengnick-Hall, M. L., 2011. Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review. 21(3). 
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