Strategic Human Resources
Strategic Human Resources
The purpose of this paper is for each team member to research two companies that have faced specific issues related to those identified in the InterClean scenario. Each team member will compare and contrast their research companies to the InterClean scenario and identify course concepts that apply to the individually researched companies and InterClean.
Strategic Human Resources
InterClean, Inc., like many companies today, is an organization that wants to expand both domestically and worldwide. An increase in future profitability and market presence is an objective InterClean wishes to accomplish, but in order to meet these expectations they must also adhere to the environmental safety regulations being implemented. InterClean proposes to do this with the offering of a streamlined full-service solutions package to its customers
Key Course Concepts
Align organizational structure with strategy. One of the things that InterClean is looking to do is align their organizational structure with the merging of both companies’ employees. Their goal is to develop the strongest teams possible to align with their strategy of having multi-functional teams prepared to support InterClean’s high-quality products with high quality service. Nordstrom organized for success. They were able to increase profits by focusing on blending their operational efficiencies with merchandising talents. Daimler Chrysler was not so successful in their merger attempt. InterClean can research the true problems that face mergers and carefully strategize their merger with Enviro Tech.
Evaluate recruiting and selection alternatives. InterClean will have to evaluate their selection alternatives when deciding which employees to keep and which ones to let go. InterClean may need to make new selections. They should have a human resource plan, personnel policies, recruitment sources, etc.
Examine the application of human capital development with regard to skill sets and gap analysis. InterClean will need to examine their workforce and evaluate their employees status. Are they dissatisfied? Are there any behavior changes? Are there any physical and psychological withdrawals? AT&T had issues with their employees being dissatisfied after their merger with BellSouth. InterClean will need to strive for balance between employee satisfaction and profits.
Evaluate Training and Development Alternatives. InterClean will need to evaluate their training and development tools. With their new strategy coming down the pike, InterClean will need to train their employees. They need to make sure they have the proper tools in place to train these employees.
Evaluate the Human Resource Management Implication of “Going Global”. If InterClean decides to go global, they will need to consider what their return on investments will be. They will also need to evaluate the equal employment opportunity laws and ways of characterizing labor markets. AT&T considered laws governing acquisitions and mergers when they planned their merger. Not considering the law will put a damper on the smoothness of the transition and will affect the outcome.
Assess the Unique Nature of International Human Resource Management as Compared to Domestic Human Resource Management. If InterClean enters into the global market, they will need to characterize the labor markets. They will also need to assess McClelland’s learned needs in order to be successful in a global environment. McClelland’s needs may be classified as achievement, affiliation, or power. A person’s motivation and effectiveness in a certain job function are influenced by these three needs. Understanding these three needs is important since it stands true globally.
Assess the Challenges and Opportunities of Multinational Cultural Diversity and Affirmative Action. InterClean will need to consider the laws and regulations of the International Equal Employment Law, the U.S. Employment Law and Global Operations. They will also need to know the host country’s laws. InterClean needs to be aware that other countries differ in their cultural beliefs than the United States. Just as we have our own cultural differences, other countries have differences also. For example, some countries do not respect women in the workplace. Male workers may not respond well to having a female manager.
In conclusion, InterClean like the other companies researched here must deal with many challenges to make this merger a success and to become more competitive in the market. They will only be successful by building a single culture and use best practices from each company to build the competitive advantage they hope to gain from the merger. The merger allows
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Strategic Human Resource Implications of the Resource Based Vew
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Effective human resource management is undoubtedly critical to the success of virtually all firms. Thus its importance is huge in the study of business strategy; which is the system of the firm’s important choices that are critical to the firm’s survival and relative success (Boxall and Purcell 2003). Getting more specific, strategic human resource management as a field of study is concerned with the strategic choices associated with the use of labour in firms and with explaining why some firms manage them more effectively than others (Boxall and Purcell 2003). Traditionally there has been much debate in the field of strategic HRM over two main schools of thought; “best fit” (contingency theory), and “best practice” (universalism).
The “best fit” school of thought argues that HR strategy will be more effective when it is appropriately integrated with its specific organizational and broader environmental context (Boxall and Purcell 2003). This proposes questions about which are the most critical contingencies in this context and how they are best connected. The ‘best practice’ school of thought argues that all firms will see performance improvements if only they identify and implement best practice. This perspective requires top management to commit themselves to key HR practices. Basically, the idea is that a particular bundle of HR practices has the potential to contribute improved employee attitudes and behaviours, lower levels of absenteeism and labour turnover, and higher levels of productivity, quality and customer service. This has the ultimate effect of generating higher levels of profitability (Boxall and Purcell 2003).
Both of the aforementioned “best theory” approaches to strategic HRM place emphasis on critical choices associated with competitive strategy; such as which industry to enter and what competitive position to seek in it (Boxall and Purcell 2003). However, these models make some serious assumptions of the firms HRM. They assume that the firm already has a clever leadership team that makes the competitive strategy choices effectively. They also assume that human resource issues such as hiring and training a capable workforce are straightforward and basic. The resource-based view (RBV) of strategy, a modern school of thought in the field of strategic HRM, sees these issues as strategic rather than straightforward.
THE RESOURCE BASED VIEW OF THE FIRM
In the last two decades, one of the most fundamental questions emerging in strategic management is how firms achieve and sustain competitive advantage. The resource based view has its origins in the new business strategy literature and has very quickly become influential, giving rise to developments in pay systems and training as well as overall models or approaches (Sisson and Storey 2000). It is the variety of different resources that makes each organization unique which leads to differences in competitive performance across an industry (Marchington and Wilkinson 2002). The RBV states that companies can “sustain competitive advantage by implementing strategies that exploit their internal strengths, through responding to environmental opportunities, while neutralizing external threats and avoiding internal weaknesses” (Marchington and Wilkinson 2002). The central argument in RBV is that while tangible resources have often declined in their strategic value, intangible and human resources have increased as a source of value.
Looking at internal sources of viability and advantage, emphasis is placed on resources which are critical to organizational success yet are rare, or not commonly available, are not substitutable and are combined together to form organizational capabilities or processes which are imperfectly imitable, or hard for others to copy; namely value, rarity, imperfect imitability, and a lack of substitutes (Boxall and Purcell, 2003) It is the combination of these resources that will allow companies to gain sustained competitive advantage.
Value means that the resource must be able to make a difference to the organization in the sense that it adds value somehow. Rarity means that there must be a lack of these particular resources within the industry so that they are not plentiful for competitors to use. Imperfect imitability refers to the idea that it is very difficult for other employers to copy (or imitate) the firms processes. Also, these resources must not be easily substitutable by other factors so that they are rendered obsolete or unnecessary.
A study was conducted in the highly competitive ‘hire and reward’ sector of the British road haulage industry (Marchington and Wilkinson 2002). Most firms within this industry were small businesses employing on average 50 drivers. In RBV terms the drivers were valuable in that they allowed for more
Strategic Human Resources Research And Ideal Merger common app essay help: common app essay help
Strategic Human Resources Research
Essay title: Strategic Human Resources Research
Running head: STRATEGIC HUMAN RESOURCES RESEARCH
Strategic Human Resources Research
Robert E. Goss
University of Phoenix
This document provides an analysis of key course concepts as they apply to organizations that have faced situations similar to those currently facing InterClean. The paper examines various situations within these organizations that required specific changes in human resource practices. The paper also presents specific human resource management concepts and the processes the various organizations used to attempt to implement these practices. The effects of these efforts are represented. Appropriate references are detailed following the synopses.
Strategic Human Resources Research
In the ideal merger or acquisition, the newly created entity synthesizes the best qualities of the two merging organizations. A well planned and executed process built on a foundation of open, honest and effective communication can foster success. The human resources perspective, which focuses on the integration of the workforce and key operational processes involved with a merger or acquisition, is often neglected with the focus being on financial outcomes. Studies have shown that mergers and acquisitions often fail to achieve desired outcomes due to people related issues. The uncertainty created by poorly managed human resource related strategies in these mergers and acquisitions have been found to be the catalyst for failure.
Research shows how, in different organizations, human resource departments have a substantial influence on organizational success or failure. Mergers, acquisitions, and organizational changes pose significant challenges for the human resource departments of both acquiring and acquired organizations. When human resource professionals work with the leadership team during the restructuring process, integrating staffing practices with the new business strategy, developing effective performance measurement and training systems, or leading the formulation of new strategies, a company is more likely to achieve its long-term goals.
Managing the Restructuring Process
The reality of business today is that increased competition is driving the need for companies to identify ways to reduce cost, increase productivity, and grow the business to meet the demands of customers and investors. Companies may try to increase productivity and profit margins by leaning out their organizational structure or through a series of mergers and acquisitions. Organizational scholars today, such as Jeffrey Pfefffer, would argue that a firm’s performance, regardless of the restructuring method a company may select, will hinge “not on technology, patents, or strategic position, but how they manage their workforce” (Dreher & Doughterty, 2001, p. 3). Different companies have taken different approaches to managing the restructuring process, but each approach contains a human resource focus.
At Shaw Supermarkets, the vice president of human resources decided that seven key human resource initiatives must be undertaken to ensure the successful merger between Shaw and the Star market chain. When HP merged with Compaq, a human-resources executive was hired and charged with managing the restructuring processes, to merge the work forces and cultures of the two companies. The inability of human resources personnel to institute both organizational change and cultural change effectively during the merger of Moore Corporation and Wallace Business Forms is believed to be a primary cause for Moore’s ultimate failure. In planning for a merger with CMG, Logica developed a restructuring approach containing six key elements, similar to the approach used at Shaw. Logica has continued its strategy of growing through merger and acquisition and has continued to refine its processes to support its goal. The success or failure of the human resource initiatives in managing the restructuring process had a direct and significant impact on the success or failure of these organizations.
Performance Measurement System Attributes
The Hanke Group, a local accounting firm in Texas, needed to respond to the critical issue of talent retention. “The issue was addressed
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Strategic Human Resource Management in World Airline Industry
Essay title: Strategic Human Resource Management in World Airline Industry
For over 15 years, there has been an ongoing research on HR strategies and competencies differentiating the business performance. Besides this, HR practitioners have focussed their attention on other important questions as well. Bratton and Gold (2007), for example, tries to question what policies and practices make up HR strategies. Is it possible to identify cluster of bundle of HR practices with different strategic competitive models? What is relationship between different clusters of HR practices and organizational performance? For companies looking for ways to gain a competitive advantage, the implication of HR strategic choices for companyвЂ™s performance is certainly the key factor. Recently business strategy researchers turned their attention to internal attributes of top firms looking at growth and utilization of human resources. This essay will aim to demonstrate how Strategic Human Resource Management (SHRM) practices are getting implemented in world airline industry. It will establish a clear link between industry trends and strategic response.
According to Baney and Hesterly (2006), SHRM theories are based on a set of assumptions, and hypothesis about the way competition in any industry is likely to evolve; and how that evolution can be exploited to earn a profit. The greater the extent to which these assumptions and hypothesis accurately reflect, more likely is that an organisation will gain a competitive advantage from implementing those strategies. On contrary, if these assumptions and hypothesis turn to fail, then organisational strategies are not likely to be source of competitive advantage. Huang (1999) agrees stating that there is a close link between business strategy and HRM methods. He moreover assumes that companies that closely coordinate their business strategy and HRM activities achieve better performance than companies that do not. The international airline industry is currently following similar trends.
Practice of SHRM has outpaced academic work on human capital management. Yet data on how firms actually manage people to provide a source of competitive advantage are scarce (Becker and Huselid, 1999). HRM system that develops and maintains a firmвЂ™s strategic infrastructure must be considered an investment. HR system in high performance airline industries like British Airways, Cathay Pacific, Air France, Delta, etc. are characterised by employee security, selective hiring, decentralized decision making, extensive development, reduced status differentiation and information sharing. Ulrich and Brockbank (2005) have further classified the key HR practices into people; management, information and organisation (see Appendix 1 for further information). The company builds a line of sight from investors and customers to its management and employees through HR practices. Most of the airlines follow such type of practices.
In world airline industry, leading international carriers adopt different business level strategies to face competitive challenges. These broadly classify into two: Growth strategies and Generic competitive strategies (Harrison and Carron, 2001). Growth strategies mainly deal with internal and external growth of an organization with stability whereas; competitive strategies are concerned with cost leadership, differentiation and focus (Bratton and Gold, 2007). Miles and Snow (nd) classified business strategies as defender, prospector, and analyzer and proposed corresponded strategic human resource systems. Business-level strategy deals with decisions and actions pertaining to each business unit, the main objective of a business-level strategy being to make the unit more competitive in its marketplace (Bratton and Gold, 2007)
The competitive challenges in airline industry are arising from the various trends such as recession, privatisation, congestion, overcapacity, technology, etc. In response to these, major international airlines have adopted a range of strategies to maintain and create competitive advantage. These strategies (Botten and MacManus, 1999) fall into three main categories covering: competitive positioning strategies; marketing/customer orientated (HR) strategies, and cost control.
The competitiveness in world airlines is increasingly dependent on size, market share and geographical coverage. As per Botten and McManus (1999) report, British Airways gain most from globalisation and extended geographical route coverage. A considerable emphasis was been put on developing a strong global brand image, quality and customer service, with cost control measures being introduced to improve efficiency. A radically changed market policy covers its different market segments. British Airways implemented a range of new working practices and strategies (see appendix 2) in response to the challenges of market forces, growing competition, and the increased freedom for
Transfer Of Knowledge And Free Flow Of Information essay help writer: essay help writer
Strategic Importance of Knowledge Management
Essay title: Strategic Importance of Knowledge Management
Today the world has more and more of free flow of information leading to transfer of knowledge from a person or an organization to others. Whereas this invariably leads to faster development, it also impacts the competitive advantage held by the innovators of processes or technology. It has therefore become strategically important for one and all in business to understand the knowledge, processes and controls to effectively manage the
system of sharing and transferring the information in the most beneficial fashion.
This paper dwells upon definition, types, scope, technology and modeling of knowledge and Knowledge Management while examining its strategic importance for retaining the competitive advantage by the organizations.
What is knowledge?
Plato first defined the concept of knowledge as ‘‘justified true belief’’ in his Meno, Phaedo and Theaetetus. Although not very accurate in terms of logic, this definition has been predominant in Western philosophy (Nonaka and Takeuchi, 1995). Davenport et al. (1998) define knowledge as information combined with experience, context, interpretation and reflection.
The terms ‘‘knowledge’’ and ‘‘information’’ are often used inter-changeably in the literature and praxis but a distinction is helpful. The chain of knowledge flow is data-information-knowledge. Information is data to which meaning has been added by being categorized, classified, corrected, and condensed. Information and experience, key components of definitions of knowledge, are put into categories through the process of labeling with abstract symbols. This allows the process of synthesis to occur more efficiently than when dealing with masses of individual bits of information. Information coded into symbols to make it “knowledge” may be stored both inside and outside the individuals. Thus, knowledge may be stored within a person in his mind or outside the person in books, manuscripts, pictures, and audio and videotapes or discs. However, while only the individual himself may retrieve knowledge stored within his mind, knowledge stored outside can be retrieved by anybody familiar with the storage systems.
In organizations, knowledge is often embedded not only in documents and presentations but also in “organizational routines, processes, practices, and norms,” and through person-to-person contacts. Even the simplest information about the environment requires the use of rules for interpreting it. This means that for information to become knowledge, people make interpretations, apply rules, and create knowledge. “People with different values ‘see’ different things in the same
Retailer Of Specialty Coffee And Company Encounters college essay help free: college essay help free
Strategic Challenges Faced by Starbucks – Research Paper – tare Arigbodi
Strategic Challenges Faced by Starbucks
The assignment focuses on the case of Starbucks Corporation and analyses the strategic challenges that the company encounters. Using knowledge gained from the MN3100 module and relevant academic literature and research done in order understand the organisation, along with relevant concepts and theories the aim is to identify the issues and apply the appropriate theories and models to give suggestions on how Starbucks can tackle these challenges. The analysis will include assessment of the external and internal factors and competitive forces that affect Starbucks, identified using the SWOT analysis model and PORTER’S 5 FORCES model. Then strategic recommendations will be made using the Outside-in and value approaches. In doing so, I have structured my work in the following way. First the essay will start with a brief introduction and company overview of the Starbucks corporation, followed by SWOT analysis and PORTER’S 5 FORCES table of the challenges that I have identified and summarised into bullet points. Then there will be the discussion of the current and recent strategic challenges that Starbucks faces. Then recommendations on how Starbucks can to solve these problems using relevant theories. Finally, I will conclude with a summary key points discussed and possible recommendations.Company OverviewStarbucks Corporation is an American company and coffeehouse chain, it is a premium roaster, marketer, retailer of specialty coffee around the world (Geereddy, N, 2012). It was founded by three partners Jerry Baldwin, Zev Siegl, Gordon Bowker with a vision to educate American consumers about the fine coffee drinking experience. Then in 1987 the chain was sold to the current CEO, Howard Schultz, to be rebranded. The company operates in 68 countries across North America, Europe, Asia, Middle East and Africa and has about 182,000 employees across over 24,000 stores located worldwide. Their products range from premium teas, coffees, fine pastries and a wide selection of treats. Starbucks also sell a selection of tea and coffee products and license their trademarks through other channels that include licensed stores, grocery stores and national food service accounts. Starbucks also markets its products mix with other brand names within its portfolio of companies, which include Teavana, Tazo, Seattle’s Best Coffee, Starbucks VIA, Starbucks Refreshers, Evolution Fresh, La Boulange and Verismo.
The company’s structure is very customer-oriented and its mission statement from the company profile is as follows: “Our mission is to inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time.” Starbucks’ core competencies can be described by their premium product mix of high quality beverages and snacks at accessible locations and affordable prices, along with providing each customer a “Starbucks Experience” through its supreme customer service and a community to share in the coffee drinking experience. Starbucks had total revenue of $19.16 billion (as of 2015) and has maintained a share of 36.7% in the US market with a very strong global market position (Geereddy, N, 2012). Some of Starbucks competitors are COSTA coffee, PRET-A-MANGER, Dunkin Donuts and also independent local coffee shops.StrengthsStarbucks holds a Strong Market Position with a significant geographical presence and 36.7% market share in the United states. Also one of the most recognized brands in the premium coffee segment, (Geereddy, N, 2012).Starbucks has good human resource management; the company has been listed as Fortune Top 100 companies to work for in 2005.Starbucks has achieved customer brand loyalty through the use of loyalty based programs. Starbucks has also taken advantage of technology efficiently by using Starbucks App which supports their growth every year. (Geereddy, N, 2012).WeaknessesProduct recallsStarbuck although unique have expensive products, especially with economy being sluggish can affect the company.Starbucks has been involved in a number of legal proceedings.Starbucks has an overdependence in the United States market, generates a high percentage of total revenue from the US, which makes it sensitive to prospects of US economy and growth.OpportunitiesWith already successful innovative strategies such as the mobile app, there is opportunity for more technological advancement.Starbucks entry into developing and emerging markets such as Asia, Africa as there is saturation in developed markets.Starbucks can expand their product mix especially recently venturing into tea and fresh juice through the smart acquisition strategy, (Geereddy, N, 2012).ThreatsThe specialty coffee market has become intensively competitive.Starbucks may suffer from significant fluctuations in the market prices of high quality coffee beans. Increased Market SaturationHealth and Wellness trends within the beverage industryForceStrengthBargaining Power of SuppliersWeakLarge variety of coffee suppliersCoffee is not a rare resource/ resources are not rareLow switching costs for StarbucksThreat of Substitute ProductsStrongLow switching costsCustomer brand loyaltyLarge variety of substitute productsBargaining Power of Customers/BuyersStrongLow switching costsLarge variety of substitute productsSmall size of individual buyersCompetitive RivalryStrongStarbucks has a large number of competitors such as McDonalds and also local specialty coffee shops.It’s also easy for a customer to switch from Starbucks to other brands. (Greenspan, R, 2015).Starbucks has a large diversity of rivalsThreat of New EntrantsModerateThe barriers entry into coffee market are not highNew entrants find it difficult to compete against Starbucks due to moderate costs of doing business and supply chain development. (Greenspan, R, 2015).Saturated Coffee IndustryLow switching costs for consumersAccording to a Starbucks website on a post dated December 4th, 2014, published after investor day, Starbucks revealed details of its five-year plan to accelerate profitable growth. The CEO Howard Schultz said “Over the next five years, Starbucks will continue to lean into this new era by innovating in transformational ways across coffee, tea and retail, elevating our customer and partner experiences, continuing to extend our leadership position in digital and mobile technologies, and unlocking new markets, channels and formats around the world. Investing in our coffee, our people and the communities we serve will remain at our core as we continue to redefine the role and responsibility of a public company in today’s disruptive global consumer, economic and retail environments.”
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Intimate Human Behavior – What Is Important for You to Bring into the Future from This Course?
Essay title: Intimate Human Behavior – What Is Important for You to Bring into the Future from This Course?
Final Entry: WHAT IS IMPORTANT FOR YOU TO BRING INTO THE FUTURE FROM THIS COURSE?
Something Like a Family/Something Like A religion
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“HOW HAVE YOU BECOME THE PARTIAL AUTHOR OF YOUR OWN LIFE STORY?”
I predict that six months from now, I will have arrived at a point in my life where I am more at ease with my own perceptions of reality! As Professor Mintz suggests, “ comfortable in this life, comfortable in this skin”. With regards to the dynamics of TRUST-EMPATHY-&-RESPECT, I wanted to thank you for introducing those three elements into my life, all at the same time. Six months from now, wherever I may be, Id like to believe that I will have the confidence to establish TRUST-EMPATHY-&-RESPECT in most if not all situations. I look forward to enhancing my self-esteem so that I can find comfort in my honesty.
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Interclean’S Human Resource Problems And Strategic Human Resource Research admission essay help: admission essay help
Strategic Human Resource Research for Alternative Solutions
Essay title: Strategic Human Resource Research for Alternative Solutions
Strategic Human Resource Research for Alternative Solutions
In attempting to generically research for alternative strategic solutions to InterClean’s human resource problems, Team-C found some plausible best practices which should help align their organizational structure with its goals. The industrial cleaning and sanitation industry is evolving around changing trends and driving forces that are causing InterClean to reassess their competitive advantage of human resource development. InterClean’s recent acquisition of EnviroTech needs an accelerated solution of strategic planning and organizational design involving its management of HR processes. Team-C’s efforts in reviewing and analyzing human capital development alternatives entail the topics of recruitment, diversity, selection, skills sets, training, and HR management techniques within the context of domestic and international settings. These generic benchmarking solutions may help to satisfy InterClean’s marketing agenda for increased market share, 40% profit, and global expansion.
Patric L. Pettegrew: Aligning Organizational Structure with Strategy
The recent merger of InterClean, Inc. with EnviroTech, Inc has created a change in the organizational structure and design of the business. The vision and strategy for InterClean is to provide a full spectrum of cleaning services and solutions and to become an industry leader in the institutional and industrial cleaning and sanitation industry.
With the recent merger, the HR department has been tasked to review and assess the current staff so decisions can be made as to what strategies should be implemented. Theses strategies should assist in creating and sustaining a competitive advantage, reducing costs, and increasing financial returns. The HR departments will determine the current strengths of InterCleans sales team, areas of needed development, future staffing requirements, and fit the right people with the correct jobs. Several of the issues the HR department has to consider, are the changes in cultural values between the two companies, creating new sales teams, developing a compensation package to be more attractive than the competitors, and training the staff on the full-service solutions package. The leaders and HR managers must provide the right incentives to empower employees such as rewarding new ideas, providing resources for training, and allowing time for the organization to learn together and make mistakes. This necessitates the whole organization coming together at the right time and place.
A benchmark study found that the merger of Private and Trust Banking experienced similar organizational structure and design changes. The alignment strategy was to achieve strategic goals with economies of scale and the leveraging of existing customer relationships. When the private and trust banking groups merged, several factors were considered. Steps taken include the alignment of organizational design and structure, merging key systems and technologies, adapting sales and marketing approaches, and considering cultural implications (Errett, 1992).
Benefits of the banking merger are the marketing and operational efficiencies (making the customer aware of the products and services) and successful implementation of the marketing strategy (to efficiently and effectively sell and deliver multiple products to the same customer groups). Other benefits are cross-training personnel in a continuous improvement program, motivating the sales staff through a combination of training and rewards, a simple but aggressive compensation system, and centralizing back office operations and combining technology and databases (Errett, 1992).
The Private and Trust Banking merger found that through strategic shifts in the organizational structure and alignment of the various products, a positive cultural change occurred. The overall implementation strategy should serve as a management model that can be referenced in future alignments (Errett, 1992).
Rock Carte: Evaluating Recruiting and Selection Alternatives
Comparable to InterClean’s recruiting and selection agenda regarding its HR strategic planning predicament, most entities such as the City of Phoenix Fire Department (PFD) must generally forecast how to meet their goals and “make decisions in three areas of recruiting”…. The various identification and attraction alternatives in the recruitment of potential employees for the PFD, involves “personnel policies, recruitment sources, and the characteristics and behavior of the recruiter” such as the PFD’s oral interview board…. Relevant “personnel policies” that generally “influence the characteristics of the positions to be filled” involve either “recruiting [internally from] existing employees to fill vacancies, or hiring
Jd Wetherspoon And Environmental Change popular mba argumentative essay help
Strategic Jd Wetherspoon
Strategic Jd Wetherspoon
The environment is what it provides for the company to be survived in the market. Environmental change can be a fatal for organisations, hence, the organization needs to analyse their environment carefully in order to anticipate the environmental change. There are sources of threats such as revolutionary technologies or the entry of new competitors and environmental change can be fatal for organisations (Johnson et al, 2009).
Macro environment analysis
Macro environment is the highest – level layer in the business environment. This consist of factors such as political, economic, social and technological which impact to the organization. Gillespie (2007) identified that there are many factors in the macro-environment that will affect the decisions of the managers of any organization. Tax changes, new laws, trade barriers, demographic change and government policy changes are all examples of macro change. To help analyze these factors managers can categorize them using the PESTEL model (refer to appendices 1).
This may refers to the government policy such as the degree of intervention in the economy. Government alert with the health of the nation as well and restricted areas for smoking, JD Wetherspoon pioneered completely to non-smoking in most of the pub which this could attract family type customer. Government responsible for the economic policy and regulation as well which leads the economic to determine the extent of populations spending power on goods and services and this might bring impact on the hospitality businesses. Government may imposed tax on the good and services such as the value added tax (VAT), and hence businesses like JD Wetherspoon need to pay tax for their businesses (Gillespie, 2007; Hassanien et al, 2010; JD Wetherspoon, 2010). According to Thomas (2009), JD Wetherspoon attacked the Government over its “opportunistic tax grabs”, which it believes are contributing to the demise of the struggling pub sector where the pub industry as a whole is under great pressure and that the costs of taxes and regulations have gone too far.
According to Hassanien A. et al (2010), economic factors are concerned with fiscal and monetary issues that have a great impact on hospitality businesses. According to the interim report 2010 of JD Wetherspoon PLC, there have been 2 pubs closed down but 17 pubs opened in a total of 775 now. This shows that the economic issues does not affect much of the company to continue expanding. JD Wetherspoon has battled against the smoking ban, recession, above-inflation increases in beer duties and cheap booze offers in supermarkets, which kept drinkers at home (JD Wetherspoon plc, 2009). Jeffs (2008) stated that the economic environment is an evaluation of a countrys statistical data provides an insight into all manner of factors such as inflation rates, consumer spending, unemployment and exchange rates. According the BBC News (2009), the recession hits Wetherspoons sales where else the taxes and regulation faced by the industry had made them increasingly expensive compared drinking at home. And hence, the consumer spending may decrease.
Changes in social trends can impact on the demand for a firms products and the availability and willingness of individuals to work for. Social influences include changing cultures and demographics. The social structure will affect peoples lifestyle and expectation and so will strongly influence their attitudes towards their work and their demand of goods and services (Johnson G. et al, 2009; Hassanien et al, 2010). To follow up the consumer trend, JD Wetherspoon did a series of changes such as offering breakfast to be served in their pubs during day time which cause them to expand their business hours from 7 in the morning. They even strengthened its cider, beer and wine range to offer customers a choice of nine ciders in its outlets across the UK (Morning Advertiser, 2005).
Hassanien et al (2010) and Evans (2003) both stated that the internet has generated a process of disintermediation and reinters mediation in the hospitality goods and services where technological influences may refer to innovations such as the internet, nano-technology or the rise of new composite materials. In recent year, e-commerce and information technology have given a great impact on the hospitality and tourism industry. Technological factors did affect JD Wetherspoon as well, they set up their own website on the internet by providing information about what are they serving,
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Yes. Expect high-quality assignment solutions along with their detailed explanations as part of your order. In line with our plagiarism-free policy, your completed order will include a free copy of the Turnitin report to verify that the content is original and custom-written for you.
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We have top-notch experts to help you achieve top grades: – All our assignment writers are native English speakers; have PhDs or Masters; possess in-depth knowledge of appropriate writing and formatting styles such as APA, MLA, Harvard, Chicago, AMA and more; and adhere to the highest standards to deliver well-written A+ assignments.
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