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Strategic Resource Management of McVitie

Executive Summary:

Procuring the market place and having the competitive advantage is the most intrinsic aim and objective that an organisation seems to possess. Employees are considered to be the most vital gem for an organisation in this process of intrinsic growth of the organisation. Recruitment of the efficient and skilled employees, providing training to them, assisting with performance appraisal, all these factors are very much related and unique for the utmost development of the organisation.

This very research work deals with different aspects of HRM process such as recruitment, retention, training and other essential factors. For this very reason, the researcher has also referred to different unique theories, models and frameworks which assist in this growth. At the same time the researcher has also discusses about the different points of difficulties that the organisations have to face and the possible remedies.

1.0 Introduction:

An organisation, in this current world of intrinsic economy, has to have needed to maintain a convenient strategy which not only enables the organisation to capitalize the market place, rather satisfaction of the customers is also achieved. The people responsible behind the development of this ideal situation e the management people of a company. Therefore, all the organisations over the world are having the perspective to embolden the Human Resource Management. Boxall and Purcell (2009) have mentioned it eloquently that the process of development seems to start with manipulating the employees. Proper orientation of the inner part of the organisation is most essential. In this research work, the researcher is going to narrate the different predominant approaches which help in the circumstantial growth of the organisation. For this very reason the researcher will refer to some of the relevant theories and models which actually help in strengthening the platform of the research work. On the other hand, the researcher will also refer to McVitie’s, one of the most popular brands of snacks in UK, the largest confectionery.

2.0 Critical Evaluation of Strategic Human Resource Process:

With the gradual progress of time, it appears that the market place is becoming more competitive and complex in nature. Dickmann (2009) has critically commented to cope up with this current situation, the companies are also needed to adapt and change the policies as well. Instability of the market place is another factor that leads the organisations to access the market place properly.

Employees are the most essential aspects for the genuine growth of a company. Application of sophisticated Human Resource process helps an organisation to gain the competitive advantage of the market place. Mabey (2008) has stated intrinsically that the current world of growth in this 21st century is having the most intense factor of sophistication. Therefore, intense application of HR management practices is having the sophisticated approach for the utmost growth. In the following section of the study the researcher will some statistical models of HR practices

2.1 Application of SHRM Model:

In this current market scenario, it seems that the decisions taken by the HRM of an organisation is in large aspects manipulated by the senior officials of the organisation. HRM, as Farndale and Paauwe (2010) have mentioned, is strategy focused, but often by taking the wrong decisions, it also make the organisation submerged in poignant position as well. Therefore, the necessity of a far better process is felt.

This intense craving leads to the generation of a new conception Strategic Human Resource Management (SHRM). This process seems to have been segregated in some stages which help in proper implementation and evaluation of the necessary strategies. In a broader aspect the strategic management is eyed on achieving the cognitive objectives of a company. Proper formation of the strategy by analyzing the current state of the market place is having the intension of leveling the business.

SHRM strategies seem to be completely employee centered which determines the facts the vital facts like recruitment, retention, felicitation and others. SHRM, at the same time also enables the employers to assess the performance of the employees. As this very strategy is the combinatorial approach of HR practices and HR strategies, Hendry and Pettigrew (2008) have been critical in stating, maintaining the organisational culture is very much sophisticated. Rather Albrecht (2010) can be quoted by saying that the employment structure of an organisation can successfully be maintained by the application of SHRM model. Apart from that, SHRM model, being a decision focused approach, managerial and operational aspects can be maintained with intrinsic sophistication. Restructuring the HR management process in the SHRM module is also a necessary step which helps in the centralized development of the organisational structure. Lee and Chee (2008) seem to have appreciated the centralized and centrifugal approach of SHRM which not only enables the organisation to attend a better grip of the market but at the same time its effect for the growth of the organisation is also intense in nature.

Strategic Resource Management of McVitie img1

Figure 1: SHRM model

(Source: Huselid and Sparrow, 2009)

2.2 Critical Aspects of Recruitment Process:

For the recruiting of the employees, application of the SHRM strategy is very much effective which enables the organisation to appoint the best employees from the pool of the people. Grugulis and Wilkinson (2009) have marked that the digital recruiting, in these day, has become one of the most approachable fact applied in the organisations. Proper assessment of the person came for giving the giving the interview is very much essential. First the organisation is needed to be very much sophisticated in their approach that what type of candidate is needed to be recruited and what should be the credentials that the interviewee is needed to possess.

A report published by McVitie’s states that the company in the way of recruiting the employees first states advertisement in different job portals, by delineating the possible requisites of the candidates (Ivythesis.typepad.com, 2014). It also asks those enthusiasts having the qualification to apply online. On the speculated day, all the sorted out applicants are asked to come for an interview (McVities, 2014). The interview process is manifested of different folds such as personal interview process, group discussion process, written test and so forth. Sills, abilities and potentialities of the interviewees are assessed. The selected candidates are recruited in the organisation. If needed proper training is also provided to the new comers as well. Application of this very process allows McVitie’s to recruit the most sophisticated candidates for the designated posts. After the very appointment, the performance of the employees is also monitored. In 2013, McVitie’s, a report by Grugulis and Wilkinson (2009) states that among the recruited most the employees, were precipitated through the online service. At the same time the company, in its own website, let the interested employees to register themselves which, whenever the vacancy is there, lets the company to call the employees.

Becker (2008) has mentioned that recruitment of the proper employees, for an organisation, is the most vital fact which at the same time also becomes a score point for the organisation to capitalize the market place as well. Retaining the transparency in recruitment process is the most important factor that also paves the way of growth for the company as well. It is also needed to be assessed in this respect that the sophisticated approach for recruiting the employees is very much needed. Joshi (2011) has been critical in stating that the role of HR management in this very process, however, is intrinsic. It is the HR employees who need to understand the type of the employees required for that very vacancy. Therefore, being strategical to overcome all these aspects is really essential. The conditional approaches of recruitment process are highly sophisticated that is needed to be followed.

2.3 Credentials of Staffing Process:

Staffs are the most essential parts for the development of an organisation. SHRM practice enables the staffs are to be given proper and intricate sophistication that leads to a significant growth of the company. With the proficient and regulative employees, the organisation can expect to have a profound recognition in the market place. Joshi (2011) has stated that it is the performance of the employees that let the organisation to move with its objectives. It is necessary that the employees also flow with same wave that is created by the organisation itself. Innovative quality, excellent skills and intrinsic sophistication for performing the job sophistically, are the most essential qualities that an employee is needed to have.

Bratton and Gold (2010) have addressed that as staffing process is one of the most integrating aspect for the development of the organisation. Selecting the sophisticated employees and mapping their intensity which may lead the organisation to attain a grand success. Application of the psychometric process in this aspect is very much important for procuring the employees. Barney (2008) is of this view that appointing the local people is very much essential for the company. It is sure that the local employees know the business orientation and market orientation of a place more than the people of outside. Therefore, Barney (2008) has been proficient in his approaches in stating that region-centric approach adapted by the HR management is the most suitable. Then ethical approach of the employer also gets a vivid aspect in this approach.

3.0 Strategical Approach of the Retention Process:

Davis (2011) can be quoted by saying that retention of the employees is nothing but propelling the growth of the employees, and in a broader sense it pertains the growth of the company in the market place. Retention is nothing but the appraisal to the employee for providing a remarkable performance. It also helps an employee to remain focused in his job. The assessment can be held weekly, monthly or yearly basis. It, at the same time, helps the organisation to ascertain the performance of the employee as well.

The retention includes hiking of remuneration, promotion, increasing of responsibility and so on. Davis (2011) has critically assessed that retention helps an employee to remain motivated and to perform their best for the betterment of the organisation as well. This is nothing but maintain the compatibility of the employee. It boosts the employee to perform significantly. With retention process, comes more attachment of the employees with the organisation.

Strategic Resource Management of McVitie img2

Figure 2: Retention Process

(Source: Davis, 2011)

McVitie’s has applied a sophisticated approach in this connection. To McVitie’s employees is nothing but the gems. Boxall and Purcell (2007) have prompted that in McVitie’s performance of the employees is assessed intrinsically.  Arrangement of performance appraisal for this company is very much sophisticated and exemplary in nature. The employees who performs well throughout a period, they are awarded which inspires them to perform well in the future. On the other hand, employees whose performance is not praise worthy, they are given time to improve. But if they cannot, there are no ways open for the company but to terminate them (Financial Times, 2014). Intensity of employee retention process of McVitie’s also helping the company to gain the competitive advantage in the market place. More to be added, detrimental effect of the organisation also helps it to attain a superb conditionality of the market.

Strategic Resource Management of McVitie img3

Figure 3: Critical factors of Staffing and Retention

(Source: Gerhart and Milkovich, 2008)

Once the staffs get retention, it not only makes them satisfied only, at the same time, it also makes them psychologically and mentally strong. Having the professional balance, commitment and loyalty of the employees are retained. Positive outcome of an employee is mostly needed; this is the possible factor that leads to attain success. Judge and Ferris (2010) have pointed out that providing training to the employees is also an essential fact that leads to gain more conditionality. Employees, once the mental satisfaction is there, seem to be automatically motivated to the job.

Retention also helps the organisation to attain improvement in production process and providing more sophisticated service to the customers. Boxall and Purcell (2007) have mentioned that 360 Degree model is the most commending approach which helps in maintaining the HR management process.

3.1 Application of 360 Degree Feedback Competency Model:

This very model intensifies the fact that how proficient an employee performs his task and how sophisticated is his approach in attending the objectives set by the organisation. 360 degree feedback model is applied for all position of employees in the organisation. Whether the mission, vision and ideality of the company is being followed and extracted properly by the employees is justified by this model. The behavioral approach of all types of employees is not only recorded but at the same time propagated as well. it helps the organisation to assess that which employee of it has attained a success in development. The parameters applied for this model for adjustment and sustaining the credential parameter is the experience, character, leadership skill, knowledge of the employee and so forth.

Strategic Resource Management of McVitie img4

Figure 4: 360 Degree Feedback Competency Model

(Source: Judge and Ferris, 2010)

3.2 Herzberg’s Two Factor Theory:

This very theory deals with the understanding of the credibility of different factors which motivates the employees. This very theory is having two different sections: hygiene factors and motivators. The hygiene factors are those matters that make the employees of the organisation dissatisfied such as policies taken by the organisation, security, working environment and others. On the other hand the motivators are those which let the employees feel charming and indulge to work with more sophistication. Among the motivators, objects like growth of the organisation, scopes and opportunities, retention, good behavior with the employees and others. This very theory states that in the organisational circumference, motivators are the most intrinsic factors which let the employees and the organisation to attain success. The imperative approach in this aspect is very much integrated which helps in propagation of the organisational growth.

4.0 Training and Development Process:

Providing training to the employees is also called to be an essential fact for an organisation. Generally the new appointed employees are needed to give training to make them relevant with the professional process. Senior authority of the organisation in this aspect is needed to play the most pivotal role. Armstrong (2012) has eloquently stated that training helps the employees to be motivated towards the organizational structure. If it is presumed that an employee is having effective skills but he cannot exercise his skills properly, it is the application of the training that enables him to be more sophisticated in his approach. For the training process, appointment of a proficient and skilled trainer is very much needed. HR management of an organisation is needed to be more ballistic in their approach to provide the sophisticated training to the employees. Boxall and Purcell (2007) can be quoted by saying that it is the training that enables employees to attain the objectives.

4.1 Approach of Training and Development:

For training process, employees are given efficient training to make them more sophisticated in their approaches. The training aims at proving more intensity to the employees. Davis (2011) has stated that an organisation provides training to both the existing employees and the fresher. The training can be of different types and varieties such as on job training, online training, apprenticeship and so forth. But all these training process aims at attaining the ethical development of the employee. The organisational success is invoked in this aspect. Once an employee is becoming more relevant to his development, it helps the organisation to expect more application.

On the other hand, ethical development of the employee secures its future perspectives. With the development of the employee the development of the company is also becoming the pivotal matter. The current employees of the organisation are typically acquainted with the process of development of the organisation which the new employees are not. Farndale and Paauwe (2010) have narrated that when the development of the employees is achieved, gradually it becomes very much exorbitant. It can better be mentioned as a sophisticated process which enables the employees to nourish and renovate their existing skills. The trainer is also needed to be sophisticated in the approach as well.

For the training process, the most necessary fact is that recognition of the necessities. To make the current employees familiar with the application of the new techniques applied by the organisation, training is the most essential aspect which makes the employees develop their skills and persona. HR department seems to be responsible for this very aspect.

McVitie’s, as reported by Huselid and Sparrow (2009) also applies training to the new comers. At the same time to make the current employees savvy with the application of different technologies, more implementation of the stringent actions are very much eminent to make the employees well aware about the facts. The organizational retention process is very much cordial that let more intrinsic development.

5.0 Recommendation to Increase Effectiveness and Efficiency within the Organisational Structure:

To increase more intensity in this process, after going through this research study, the researcher has find out some of the most pivotal problems that the researcher presumes to be changed. Therefore, the researcher aims at stating some of the recommendations in this section of the research work.

It is often seen, in the organisations that monitoring of the employees development are not done by the HR department proficiently. Appointing a team of surveillance is very much necessary which may help the organisation to monitor all the necessary aspects. Rather appointing of the proficient staffs is very much essential for the strategical growth of the organisation. The person placed for taking interview of the new comers is needed to be very much active in his approaches to recruit the efficient people. On the other hand, the trainers for both the existing employees and the fresher have to be sophisticated in their approaches.

The HR management authority of the organisation is needed to be capable of handling all the gruesome situations being faced by the organisation. Furthermore, with the retention of the employees they can be motivated in their work which casts its impact on the progressive development of the employee.

Employees are the most intrinsic gems of an organisation. Often it seems that management barely gives its eyes turned on the demands of the employees which become the cause of different unrest. Therefore, the researcher presumes that if the demands are viable, to retain a friendly relationship with the employees, the organisation is needed to entertain their necessities as well. This is how effectiveness and eminency in the duties of HRM can be brought.

6.0 Conclusion:

All through this very research work the researcher has mentioned different aspects of HR management which helps in the capitalization of the market place by an organisation. The Recommendations proposed by the researcher are having the efficient qualities, once followed the organisation can expect to make a complete come over.



Albrecht, M. (2010) International HRM: managing diversity in the workplace, 5th ed. London: Academic Press.

Armstrong, M. (2012) Armstrong's Handbook of Human Resource Management Practice, 12th ed. London: Kagan Page

Boxall, P. and Purcell, J. (2009) “Strategy and human resource management” 7th ed. Basingstoke: Palgrave Macmillan.

Bratton, J. and Gold, J. (2010) Human Resource Management: theory and practice. 4th ed. Germany: Grin Verlag.

Davis, A. (2011) The Definitive Guide to HR Communication. 4th ed. London: Palgrave Macmillan.

Dickmann, M. (2009) International Human Resource Management: A European Perspective, 3rd ed. London: Thomson

Joshi, A. (2011) Research in Personal and Human Resource Management. 3rd ed. London: Thomson.

Mabey, C. (2008) Experiencing Human Resource Management. 4th ed. London: Routledge.


Barney, J.B. (2008) ‘Firm Resources and Sustainable Competitive Advantage,’ Journal of Management, 17, 99 – 120.

Becker, B.E. (2008) ‘Methodological Issues in Cross-sectional and Panel Estimates of the Human Resource-Firm Performance Link,’ Industrial Relations, 35, 3, 400– 422.

Boxall, P. and Purcell, J. (2007) ‘Strategic human resource management: where have we come from and where should we be going?’, International Journal of Management Reviews, 2(2), 183–203.

Farndale, E. and Paauwe, J. (2010) Uncovering Competitive and Institutional Drivers of HRM Practices in Multinational Corporations, Human Resource Management Journal, Vol. 17, No. 4, November, pp. 355-375.

Gerhart, B. and Milkovich, G.T. (2008) ‘Organizational Differences in Managerial Compensation and Financial Performance’, The Academy of Management Journal, 33: 846–60.

Grugulis, I. and Wilkinson, A. (2009) ‘Managing culture at British Airways: hype, hope and reality’, Long Range Planning 35(2), 179–194.

Hendry, C. and Pettigrew, A. (2008) “Patterns of strategic change in the development of human resource management” British Journal of Management, 3 (3), 137-156

Huselid, A. and Sparrow, P. (2009) ‘National Factors Determining Indian and British HRM Practices: An Empirical Study,’ Management International Review, 38, 105– 121.

Judge, T. and Ferris, G. (2010) 'The elusive criterion of fit in human resources staffing decisions', Human Resource Planning, vol. 15, no. 4, pp. 47-66.

Lee, M.B. and Chee, Y. (2008) ‘Business Strategy, Participative Human Resource Management and Organizational Performance: The Case of South Korea,’ Asia Pacific Journal of Human Resources, 34, 77 – 94.


Financial Times,. (2014). United Biscuits seeks to revitalise McVitie’s brand - FT.com. Retrieved 20 October 2014, from http://www.ft.com/cms/s/0/be61b614-8bef-11e3-bcf2-00144feab7de.html

Ivythesis.typepad.com,. (2014). Thinking Made Easy. Retrieved 20 October 2014, from http://ivythesis.typepad.com/

McVities,. (2014). Welcome to McVitie's UK | McVitie's UK. Retrieved 20 October 2014, from http://www.mcvities.co.uk/


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