From Hard to Soft HRM : The case of Mercadona

Abstract

This article investigates the different work ethics that create unique work and off-work experiences in a company like Mercadona, the leading supermarket chain in Spain. The interest in Mercadona’s example derives from the fact that this industry has a conventional tayloristic work arrangement. However, what will be explored and analyzed, in this case study, is not just related to hard/tayloristic work ethics, but also soft ones. This paper seeks to explore how these seemingly contradictory or contrary managerial approaches interact to create the work experience at this company. Through a qualitative and inductive research methodology, my goal is to draw theoretically generalizable conclusions from my findings. The topic is addressed by taking into consideration multiple angles, which include ‘soft capitalism’ (Heelas 2002), ‘Performing culture’ (Thrift 2002), ‘Taylorism’ (Taylor 1911), and ‘the ambidextrous employee’ (Costea, Amiridis and Crum 2012). The research data has been collected from five semi-structured, personal interviews with Mercadona employees. The findings are analysed in the context of the relevant literature. Due to the ever-changing nature of business, this investigation is exploratory rather than conclusive. This paper found out that the experience of workers at Mercadona actually requires what Marsh (1978) and Costea (2012) describe in their papers. The contemporary working places, especially the one that is being explored, are based upon a configuration of work that requires employees to be ambidextrous. This is the combination of soft and hard skills and all the consequences that this combination entails.