Assignment 02:

Human Resource Management

By:

Instructor:

Module:

Program:

University:

Date of Submission:
 Executive Summary

The aim of the report is to develop complete human resource management strategies for the new

business unit of Mercadona in Ireland that is going to launch in 2019. In this regard, the report

includes – introduction of the case study and the report, background of the company, complete

recruitment and selection plan along with job descriptions of Director of Human Resource

Management, Marketing, Operations, Distribution and IT as well. Along with this, staff

handbook has been developed, organizational structures have been discussed and lastly, the

control systems have been proposed to facilitate organizational effectiveness.

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 Table of Contents

Executive Summary ........................................................................................................................ 2

1. Introduction ............................................................................................................................. 5

2. Brief Introduction of the Company ......................................................................................... 5

3. Recruitment and Selection ....................................................................................................... 5

3.1. Definition of R&S ............................................................................................................ 5

4. Recruitment and Selection Pan ................................................................................................ 6

4.1. Step one: External Recruitment ....................................................................................... 7

4.2. Step two: Preparing and reviewing materials ................................................................... 7

4.3. Step three: Screening of Candidates or Applicants .......................................................... 7

4.4. Step four: Preparation and Conducting interviews .......................................................... 7

4.5. Step five: Selection of the Candidate ............................................................................... 7

4.6. Appointment letter and Orientation Process .................................................................... 8

5. Job Descriptions ...................................................................................................................... 8

5.1. Director of Human Resource Management ...................................................................... 8

5.2. Director of Marketing....................................................................................................... 9

5.3. Director of Operations .................................................................................................... 10

5.4. Director of Distribution .................................................................................................. 11

5.5. Director of IT ................................................................................................................. 12

6. Staff Handbooks .................................................................................................................... 13

6.1. Design and Drafting of Staff Handbook ........................................................................ 13

6.1.1. Conditions and general obligations of employment ............................................... 14

6.1.2. Flexible functioning arrangement ........................................................................... 14

6.1.3. Yearly review .......................................................................................................... 15

6.2. Discrimination, bullying, equal opportunity and harassment policy ............................. 15

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 6.3. Safety and Work-Health Policy...................................................................................... 16

6.4. Internet and e-mail Policy .............................................................................................. 16

6.5. Privacy Policy ................................................................................................................ 17

6.6. General Worker Complaints........................................................................................... 17

6.7. Relevant Regulation ....................................................................................................... 17

7. Organizational Structure ....................................................................................................... 18

7.1. Evaluation of various types of Organizational ............................................................... 18

7.1.1. Functional Structure ................................................................................................ 18

7.1.2. Divisional Structure ................................................................................................ 19

7.1.3. Matrix or Hybrid ..................................................................................................... 20

7.1. Recommendation of Organization Structure and Justification ...................................... 21

8. Control Systems .................................................................................................................... 22

8.1. Evaluation of Control Systems....................................................................................... 22

8.1.1. Performance Management ...................................................................................... 23

8.1.2. Information Flows ................................................................................................... 24

8.2. Recommendation of type of Control Systems and Justification .................................... 24

9. Conclusion ............................................................................................................................ 25

References ..................................................................................................................................... 26

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 1. Introduction

This report is based on the given case of Mercadona, one of the leading family owned companies

of Spain in the supermarket retail industry. The company aims to introduce business operations

in Ireland by 2019, therefore CEO Mr. Juan Roig has approved to hire staff members of 150

employees. Therefore, the report includes the core functions of human resource management

(HRM) that include – recruitment and selection, development of job descriptions, staff handbook

has been developed, organizational structures have been discussed and lastly, control systems

have been explained. In the end of the report a brief conclusion has been included.

2. Brief Introduction of the Company

Mercadona is a supermarket company, which has been functioning since many years now, thus

fulfilling its mission to become one-stop solution for people. This mart, since 1977, is fully

engaged in facilitating their customers regarding food and drinks, cleaning and health, as well as,

essential facilities of pets. It was the vision of Cárnicas Roig Group, that the supermarket has

been able to establish its name and establish its strong trust amongst the mart’s loyal customers.

It is the customer service provided by the supermart, which has enabled it to expand from one

store to 1,625 stores, thus making Mercadona, a market leader when it comes to supermarkets

(Mercadano, 2018).

3. Recruitment and Selection

3.1. Definition of R&S

According to Bakker, Demerouti and Verbeke (2004), recruitment is defined as a process to get

potential applicants or candidates pool with required skills, experience and knowledge for a

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particular employment opportunity within the organization as per the job descriptions and

specifications. The key purpose of this process is to gather wide range of talented candidates that

could add value in the organization functions and organization selected best applicant among all.

The research shows that acquisition of the best application can take the organizations towards

attainment of competitive edge. The selection process commences after the recruitment process

to select the most suitable candidate for the job position. The main purpose of selection is to

ensure that best candidate has been appointed for the desired job position (Armstrong, 2006).

4. Recruitment and Selection Pan

The recruitment selection plan provides guidance to select the “right candidate for the right

position at the right time”. The purpose of this plan is to attract and select the best candidate for

the position. In order to fill the vacant position, a documented recruitment plan requires to take

approval by the management. An effective recruitment and selection plan develops efficient

strategies for the staffing and hiring of best candidates and ensures equality in terms of gender,

and other groups as well. The plan shall also include advertising strategies and channels to attract

the potential pool of candidates (Boxall and Purcell, 2011).

The recruitment and selection plan and campaign have been developed for Mercadona to attain

the primary objectives of the retail supermarkets open by the end of 2019. The existing job

vacancies at Mercadona Ireland units include – 150 numbers of staff members. In the recruitment

and selection of these job positions mainly social media networking sites will be used such as

LinkedIn, online job portals and other websites. This is because, business model of Mercadona is

based on cost-cutting initiatives and company conducts marketing campaigns through online

platforms. Therefore, following will be the key steps of recruitment and selection plan:

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 4.1. Step one: External Recruitment

The vacant positions of 150 staff members will be shared on online marketing platforms such as

LinkedIn, career portals, career center and others (Wright and Boswell, 2002).

4.2. Step two: Preparing and reviewing materials

Before the screening of the candidates and interviews schedules, the job descriptions and

specifications will be prepared of all the vacant positions. Along with this, interview material

will be prepared such as interview questions and forms will be filled by the candidate. In

addition to that, evaluation form will also be prepared (Wright and Boswell, 2002; Dowling,

2008).

4.3. Step three: Screening of Candidates or Applicants

All the applications will be reviewed by the Employee selection committee. The management

will review the curriculum vitae as per the job description and the requirements will be matched

before the interview (Dowling, 2008).

4.4. Step four: Preparation and Conducting interviews

After the screening of employees, the dates and timings will be set with the support of

management and interviews will be scheduled with the candidates. On the interview day, two

way communication will be provided as to exchange ideas between management and the

candidate (Wright and Boswell, 2002; Dowling, 2008).

4.5. Step five: Selection of the Candidate

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As per the interview evaluation by the management of the applicants, the candidates will be

selected with best suitable expertise, knowledge and competencies. The decision will be made by

employee selection committee as per organizational policy (Dowling, 2008).

4.6. Appointment letter and Orientation Process

After the selection of the candidate, employee will be provided with appointment letter that will

contain joining date. On the day of joining, orientation process will start in order to provide

information about the company (Wright and Boswell, 2002; Dowling, 2008).

5. Job Descriptions

5.1. Director of Human Resource Management

HR directors are entrusted to ensure that the Human Resource department functions smoothly,

thus, playing an important role in facilitating the management of the company. Moreover, an HR

director also holds responsibility of ensuring not only the productivity of the employees but also

their compliance with the firm’s mission. Furthermore, HR is often involved in the planning and

implementation of activities that would boost their employees’ productivity level (Armstrong,

2006; Dowling, 2008).

 To develop strategies pertaining to the organization, while analysing the current

performance as well as identifying human resources issues. Moreover, to set objectives

that would be aligned with the overall mission of the organization itself.

 To implement strategies by making other departments accountable, such as staffing,

compensation training and development, labour relations etc.

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  Liable to look after activities like recruiting, training and if need be one-to-one

counselling and coaching as well.

 To achieve project results by detecting and analysing the issues, as well as, if need be,

offer solutions.

 To provide consultation to the management regarding the employees and their efficiency

level.

 To support the management in drafting new policies and methods, while keeping the

organization’s values in mind.

 To study government’s legal conditions that may affect the company in some way.

 To be able to engage in continuous learning and for that very purpose, should participate

actively in conferences and educational ventures.

 Should have a pro-active approach when it comes to setting new goals and challenging

the team members of the department.

5.2. Director of Marketing

The Director of Marketing is in-charge of all the promotional and marketing related activities

which might benefit the organization and boost up their sales. Moreover, the person is also liable

to remain up-to-date with all the current marketing and business knowledge (Armstrong, 2006;

Dowling, 2008).

 To enhance the marketing department by not only introducing better strategies but also to

identify issues, long term as well as short term, which might affect the organization.

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  To enable the organization to own larger portion of the market share by introducing

business models and marketing plans, that would prove highly profitable for the

organization.

 To create a long-term bond with the customers by arranging customer related workshops

and programs and take their input regarding the organization’s service.

 To analyze and interpret market research reports and thus establish both forecasts, long

term and short term. Moreover, to give advices regarding the organization’s current as

well as upcoming products.

 To maintain a database where the data regarding market trends and marketing strategies

would be stored.

 In-charge of assigning tasks to the marketing team, as well as, in order to enhance the

team’s efficiency, the director is also responsible to organize training sessions. Moreover,

to answer any marketing questions that the team may have.

 To play an active role in preparing financial statements and also rectify any action that

may have been affecting the financial condition of the organization.

 To provide the team with educational opportunities thus giving the team the exposure to

grow.

5.3. Director of Operations

The Director of Operations, who is part of the top management, is responsible to ensure that the

organization is running all the activities smoothly, that is without any obstacles or major

struggles. Therefore, for this reason, the director’s most of the time is consumed in monitoring

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and analyzing the company’s activities and the processes involved in it, no matter how big or

small it may be (Armstrong, 2006; Dowling, 2008):

 To play an active role in ensuring productivity of the organization. Therefore, for this

very purpose, is also responsible to brainstorm and document the organization’s strategic

plan and procedures, thus, enabling the organization to grow.

 To maintain a team who would be involved in ensuring that all projects are, efficiently

managed and smoothly executed.

 To not only collaborate with other departments such as marketing and finance, in order to

carry out the Operation department’s work easily. But also, maintain stable relations with

the external parties and suppliers.

 To enhance the team’s productivity by carrying out training sessions and providing the

team with an exposure that would enable the team to improve.

 To identify the areas of improvement for the organization, thus serving the purpose of

boosting the organization’s sales and enabling the company to experience growth.

 To provide data to the Managing Director, with well-maintained reports analyzing the

different projects managed by the organization.

 To maintain long-term relations with the clients as well as, with all the stakeholders of

the organization, for smooth and productive day-to-day operations.

5.4. Director of Distribution

In order to analyze the organization’s policy and procedure, as well as, to keep a check on the

inventory and storage, the role of Director of Distribution comes in. The monitoring is carried

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out by using a system which keeps a track of the present inventory of the company, as well as,

operations carried out at the warehouse and during shipping (Armstrong, 2006; Dowling, 2008).

 To effectively lead and manage all the tasks pertaining distribution as well as logistics, in

order to ensure productivity of the supply chain.

 To have considerable knowledge about supply chain, inventory, logistics, including cold-

chain transportation.

 To make sure that all activities and tasks are aligned with the company’s objectives as

well as, all the key instructions are carefully followed.

 To ensure cost effectiveness and therefore, carrying out tasks and designing such

strategies, that would enable the organization to experience economies of scale.

 To be able to collaborate with other teams, such as, logistics that would enable the

company to carry to work as team and together achieve the company’s mission and

objectives.

 To instill the value of taking responsibility in all employees, thus, enabling the team to

maintain a strong level of accountability.

 To be able to lead a team that is set towards uplifting not only their performance but also

is able to enhance the overall company’s efficiency. The director should be able to

efficiently communicate the goals and expectations from the team, and remain open to

further input and feedback.

5.5. Director of IT

The Director of IT is entrusted to effectively manage and look after the IT department, such, that

the department enables the overall company to function smoothly. Thus, the Director of IT is

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responsible to work with different stakeholders within the organization, that is, the senior

management, the employees who use the IT system, alongside, working with the IT department’s

staff so that together the department is able to provide solutions to any IT related issues, as well

as, introduce better strategies for smooth execution (Armstrong, 2006; Dowling, 2008).

 To lead the whole department of Information Technology, alongside, the tools and IT

framework as well.

 To collaborate with all the departments of the company, in order to understand each

department’s needs and provide any IT related solutions, in order to avoid any hindrance

in the company’s work.

 To understand and manage all project related stages, especially the new ones, such as,

project initiation, development, execution and closure. Moreover, keeping a check on the

programs that are already in execution phase, thus ensuring that all the requirements are

met.

 To be able to manage time and delivery schedule effectively, thus avoiding any last

minute delays.

 To ensure that there is no security threat to the IT system, which could otherwise cause

great damage to the organization’s data.

 To be able to satisfy the customer and create long-term bond, through technological tools

and applications. Alongside, be able to ensure that all the customer related issues are

communicated to the relevant department.

6. Staff Handbooks

6.1. Design and Drafting of Staff Handbook

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The conduct and the process followed by the staff sets with the “Staff-Guidebooks”. The

procedures and policies written in the “Staff Guidebook” must be followed by the employees.

The “staff manual” amends by different time phases. If there is a contradiction between the Staff

Guidebook and a worker’s letter of employment, the letter of selection prevails to the extent of

any discrepancy (Armstrong, 2006).

6.1.1. Conditions and general obligations of employment

a. Yearly leave

The employee can get 4 weeks of paid yearly leave. This accumulates from year to year and

accrues according to the worker’s routine fixed work hours. Employees with an extra-ordinary

achievements only cash-out annual leave according to the achievements. Extra annual leave must

be taken according to the related award. The employee with no extra ordinary award may take

leave according to the “Fair Work Act 2009” (Briscoe, Tarique and Schuler, 2012).

6.1.2. Flexible functioning arrangement

According to the “Fair Work Act 2009”, some workers are authorized to demand flexible

working arrangement, like they (Boxall, and Purcell, 2011):

 are a child of school or elder, a parent, or have duty for the care of a child;

 are a caretaker;

 have a ill health;

 are older or 55 years old;

 are suffering violence from a family member, or support or provide care of their close

family member or domestic work because the member is suffering from such violence.

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All the requests for flexibility in working hours and the reason for such request must be in a

written form. The authority will consider the worker’s request with 21 days after the request is

submitted (Briscoe, Tarique and Schuler, 2012).

6.1.3. Yearly review

Each worker’s performance, conduct and capacity will reviewed formally on the annual basis.

An employee is encouraged to raise a concern or any query before the annual review. The

officials will take the terms and conditions of an employee into the consideration in an annually

review. The increase in salary and benefits provided to the employee will be decided in this

annual review (Armstrong, 2006).

6.2. Discrimination, bullying, equal opportunity and harassment policy

All the workers must be familiar with the policy and follow the rules and regulations. The

purpose of this is two-fold (Briscoe, Tarique and Schuler, 2012):

 The policy is made to ensure that all employee have the equal opportunity and have the

liberty to make their choices and decisions about their career in accordance with the

merit.

 The individual employee can be responsible of acting conflicting to the principles listed

in the policy, both the individual and the official employees can be accountable for acts

of harassment and discrimination against fellow employees, prospective and the clients.

The main aim of the policy is to provide equal opportunity for the employees. The fundamental

principle of equal opportunity is the concept of merit. It is on this basis that the company take on

to make promotions and appointments. The policy has the main aim to ensure that the current

employee are not facing any negative treatment on the basis of irrelevant characteristics or

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attributes. The policy is committed to ensure that the environment of the company is free from

sexual workplace harassment (Armstrong, 2006).

6.3. Safety and Work-Health Policy

The company has an obligation to ensure the safety and health of its employees according to the

Federal and state codes, rules and regulation, legislation and standard. The workers of the

company also have the responsibilities to take care of their own safety and health and of their

colleagues. Each one of the worker is individually liable for functioning according to the safe

manners and collaborating with each other to guarantee work safety and health. The team work

of all workers to observe safety rule and regulation and to adhere safe work at all times is vital

for the victory of the company’s commitment to safety and health (Armstrong, 2006).

6.4. Internet and e-mail Policy

The Policy is sets out the procedures for the proper use of its computer systems, internet and e-

mail means as trails. Because of the chance of misuse these internet resources, the Policy

considers that it is essential to set down some basic rule and regulations. It is each worker’s duty

to ensure that the computer and internet systems and email services are used sensibly and in

according to the policy (Briscoe, Tarique and Schuler, 2012). The activities listed following are

prohibited strictly:

 Displaying, printing, receiving sending or publicizing substantials that is falsified,

prohibited, humiliating, sexually overt, indecent, threatening, offensive, or anything

linked with harassment.

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  Or consuming the company’s internet resource for unauthorised personal or commercial

advertisements, promotions, solicitations, political material or otherwise related use

unless it is particularly authorised by your partner or supervisor.

6.5. Privacy Policy

This policy does not have any concern about the personal information of the clients of the

company. It is just concerned with the personal information of employee, clerical staff,

contractor and volunteers of the company. The company manage the personal information of its

staff according to “The Privacy Act 1988”, “The Australian Privacy Principles” and in

accordance with the registered privacy codes. The “privacy” policy of the company is established

in accordance with those Privacy Principles and explains how we use, collect, handle and

disclose employee’s personal information (Briscoe, Tarique and Schuler, 2012).

6.6. General Worker Complaints

For this purpose, the policy concern about the grievances of the employees related to the work. A

complaint can be about the situation, act or decision by the co-worker’s act which disrespect the

other worker considers being an inappropriate, unfair or unreasonable (Briscoe, Tarique and

Schuler, 2012).

6.7. Relevant Regulation

All workers must read the following policy and agrees to obey the laws enacted by federal and

state, rules and regulation and the company’s work safety and health policy (Armstrong, 2006):

 Fair Work Act-2009  Occupational Health and Safety Act-

1991
 Fair Work Relations- 2009

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  Occupational Safety, health &  South Australia’s Equal Opportunity

Welfare Regulations-1995 Act-1984

 Australian legislation of Anti-

Discrimination

7. Organizational Structure

7.1. Evaluation of various types of Organizational

There are different types of organization structures that are mainly organized to attain different

business goals and objectives. The structure mainly assists towards accomplishment of goals,

however, sometimes it resists mainly due to the complexities and criticality issues in the

organizational structures and hierarchies. The size of the organization such as small or large are

the main components to attain increasing sales and profits through an efficient alignment of

organizations needs with structures. Following are three main organizational structures

(Armstrong, 2006):

7.1.1. Functional Structure

One of the key structures is the functional in which organization is grouped as per the

departments or functions. For instance, division of the organization mainly occurs as human

resource department, sales and marketing departments, research and development departments

and many others. However, this type of structure mainly suitable for the small scale businesses

as departments can share resources in the form of knowledge and human capital to achieve

organizational goals. On the other hand, there is drawback of this function structure that is

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creates boundaries between departments for communication and mostly, departments work

separately. This has been shown in the organizational chart as below (Boxall and Purcell, 2011):

Figure 01: Staff or Functional Authority Organizational Structure

Source: (Boxall and Purcell, 2011)

7.1.2. Divisional Structure

The second organizational structure is the divisional structure that is mainly use in the large

organizations. This is because, giant corporations possess wide geographic units and areas and

all different groups and business areas work under to attain mutual organizational goals and

objectives. This has been illustrated in the organizational chart as below (Boxall and Purcell,

2011):

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 Figure 02: Divisional Organizational Structure

(Source: Boxall and Purcell, 2011)

7.1.3. Matrix or Hybrid

On the other hand, the last structure is the hybrid or matrix structure. This is based on

combination of different functions and divisions. It mainly applied in large organizations due to

enormous benefits such as different divisions and functions can work together under a single

organization. However, the drawback of this structure is the power creation struggles. This is

because, organization can have functional management and the division manager they work

together at the same level and hence, can enter in each others’ managerial territory.

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 Figure 03: Hybrid Organizational Structure

(Source: Boxall and Purcell, 2011)

On the other hand, this structure has been used by the organizations that confront with

considerable environmental uncertainties. Though, organizations met the challenges through

functional and divisional expertise effectively. The multinational corporations adopt this

organizational structure. The factors comprised of international factors and commitment for this

organizational structure. In this type, the multinational firms can operate business units and

divisions in international markets efficiently and the different divisions directly report to Chief

Executive Officer (CEO) of the company at headquarter. The international divisions are grouped

in different regions such as Asia, USA, or others and the divisions further categorized into

countries wise segments (Boxall and Purcell, 2011).

7.1. Recommendation of Organization Structure and Justification

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As per the above analysis and assessment, the proposed or recommended organization structure

to Mercadona is hybrid or matrix. This is because, Mercedona Ireland will be a business division

operating international market and the directors of this division will directly report to the CEO of

the company. The organizational functions will be further divided into specific departments such

as human resource management, marketing, finance, product and development and many others.

However, the key benefit of this structure will the decision decentralized decision making

authority, strong communication and coordination among the entire division as a single unit,

flexibility and many others. This type of structure can respond to the environmental changes

instantly. Though, the unit may confront with dual authority issues (Dowling, 2008).

8. Control Systems

According to Laursen and Foss (2003), the organizational effectiveness can be ensured through

the use of Michael T. Hannan and John Freeman. This theory suggests that organization can

efficiently attain the goals through measurement of performance. However, for this purpose

organizations needs to evaluate internal and external environmental factors in which organization

operates. This is because, organization operating in a challenging environment can lead towards

better performance as compared to organizations that confront zero challenges. Along with this,

another theory is compensation and performance based theory. This theory focuses on the

performance of employees and on the basis of performance employees’ are evaluated and

provided with rewards and compensations.

8.1. Evaluation of Control Systems

The definition of Management Control Systems (MCS) in English Literature is defined as a

process in which the information is acquired and used for assisting the controlling decisions of

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organizations following the coordination of planning to improve the mutual decisions within an

organization. MCS follows the process of using business management for characterizing the

controls, covering performance capacity and systems of reward by attaining the predetermined

levels. There are various levels of spontaneity, formalization and financial emphasis in

managerial control, these levels vary according to the prevailing system that depends upon the

individual attributes of their managers, attributes of the organization and characteristics of the

organizational and social context. There have been different ways to define the MCS, the goals

of an organization can be achieved by a process in which the attainment and efficient use of

resources is assured by the managers (Laursen and Foss, 2003).

MCS comprises of informal and formal processes and mechanisms that the organizations use for

monitoring, measuring and managing their performance by implementing strategies for the

achievement of their goals. The effectiveness of MCS can be ensured by having specific

characteristics, such as the affinity of organizational structure with the responsibilities of

managers for taking decisions, using effective strategic guidelines and motivation for achieving

the desired targets and aligning with the policies and objectives of the organization (Guest,

2011).

8.1.1. Performance Management

The management of the organizations have a key issue posed with the measurement of

performance of organizational goals. Organizations are unable to deal with the uncertainties in

the environment effectively and efficiently without these systems of measurement. This leads

towards the terrible use of resources and consequently increases the possibility of failure

(Briscoe,Tarique and Schuler, 2012; Ahmad and Schroeder, 2003).

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 8.1.2. Information Flows

Performance measurement has an important role of providing information for making decisions

which contributes to the formation of value. The system influences the decision making by

supporting the mechanisms of planning and control. Furthermore, it influences the behaviours to

ensure its compatibility with the organizational goals. The integration of ethical standards in

MCS can provide benefits to the companies (Brewster, 2017). Another significant role of

performance measurement is to communicate in the internal and external environment. The

organization directs the employees about the importance of strategic aspects by selecting the key

performance measurements. It signals the stakeholders, in the external frontline, who are a part

of the organization by disclosing the non-financial information based on performance such as

operations, innovation and customer satisfaction (Collins and Clark, 2003).

8.2. Recommendation of type of Control Systems and Justification

The recommended control system for the performance evaluation and measurement is the

performance management itself. This is because, creating a performance based culture

Mercadona can get success in the new target market (Batt, 2002). An effective performance

management system shall be introduced within the company that will measure the performance

of employees. This is useful for employees and organizations as well. This is because, it helps in

clearly defining the roles and responsibilities of each employee, clear goals and objectives

(Collins and Smith, 2006). The key performance indicators (KPIs) will be developed in order to

assess the performance by the end of the year. An annual performance appraisal process will be

conducted to evaluate the performance and then rewards and compensations will be provided

(Allen, Shore and Griffeth, 2003).

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 9. Conclusion

It is evident from the above research and analysis that HRM is one of the critical functions of an

organization. Further, each function of HRM possesses wide importance and contributes in the

busyness strategic roles of the organization. The functions of HRM that include – recruitment

and selection, staffing and performance management system are useful to attain overall business

objectives and organizational goals at holistic level. Therefore, the entire functions have been

clearly explained for the new business unit of Mercadona in Ireland.

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