...in over 60 countries and regions; providing employment solutions by staffing individuals in organizations as: temporary or permanent employees (Adecco Group, 2013). The company also helps clients and employees with career changes and talent growth and advancement, as well and outsourcing and consulting services to some of the most well-known large corporations (Adecco, Group, 2013). According to the company’s 2013 financial report, their revenue declined 5% to 19,503 EUR and decreased by 2% in constant currency due to a decline in temporary staffing volume (Adecco, 2014, p. 47). The temporary staffing decline also led to gross profits to decrease by 3% of all 13 segments. Operation strategies are actions that the corporate set to remain competitive in the industry and build brand equity; therefore, Adecco Group’s strategy wants to work alongside associates and clients through every phase of the life cycle. In addition, the Adecco Group conduct audits to make sure each segment are operating efficiently to remain on track through all growth segments and markets while practicing s stringent cost management technique, the Economic Value Added (EVA) concept (Adecco Group, 2014). The overall technique is geared toward improving the company and to ensure profitability on the market. The EVA allows Adecco Group to remain a pillar during business transactions and daily operations; the EVA also helps the company adhere to their corporate responsibility rules, pricing and costs and...
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...between corporate strategies and HRM and identify issues which organisations need to address that make such a link work effectively in aligning HRM and corporate goals Over the years, there has been increased recognition and awareness that business needs to match its business strategies according to the human resource functions and practices. The main reason behind this is that economy has changed from manufacturing based to knowledge based economy. Many organizations’ competitive advantage now stems more from their human assets (Bal et al., 2013). This concept of integrating business strategy and human resource management is called strategic human resource management where it gradually became well known in the 1980s (Azmi, 2011) This paper discusses evidences related to links between corporate strategies and human resource management and issues that needs to be identified for the link to work effectively. According to Liao (2005), “a strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain competitive advantage”. Whereas, strategic human resource management involves creating and applying a set of internally consistent guidelines and practises that safeguard a firm’s human capital, which directly contributes to the achievement of its corporate goals (Baird & Meshoulam, 1988). Bal et al. (2013) describe this approach of linking business concept and HRM practices as “bridging” between business strategy and utilization...
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... Earth movers like Bulldozers, Graders and excavators will open the market along drum rollers, loaders and electrical generating appliances. By introducing the earth moving and electrical generating equipment we will focus on road building, construction powering the growing manufacturing sector all primary needs in infrastructure development. Leading, Caterpillar equipment is widely used in the neighboring states but scanty in Sudan because the construction industry is just starting. However we expect that once Caterpillar through its dealership in Juba establishes itself, we will be in position to make a large impact on the market. Our dealership will manage the field marketing implementation while our corporate marketing division will manage the overall marketing strategy. Caterpillar will use its wide presence in the region to achieve a quick impact on the ground by availing equipment and after sales service. Organizing, Caterpillar has no recognized competitor in the region but has a wide network of dealerships and representation. Through the dealership network which holds substantial quantities of inventory we...
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...Evolving Corporate Culture Report Evolving Corporate Culture Report Diversification of environment is the key to the growth in today's competitive global marketplace. No longer can America's organizations and corporations hide behind their lack of cultural intelligence. All organizations that seek global market relevancy means embracing diversity in elements such as how they perceive, think, act and innovate. Thus, they take into consideration all the factors that affect strategic planning and management. Corporate management is the process of leading, administrating and directing a company. Business tasks often performed by corporate management might include strategic planning, and managing company resources and applying them with a focus on attaining the company’s objectives. Expansion of global business space of an organization or a company can lead to amid challenges in its operations hence the need for change in corporate strategic management. For instance, the Equity Bank in Kenya was a local corporation initially but in the recent years, it has expanded its scope to other countries and states e.g. Uganda, Tanzania, Rwanda and Democratic Republic of Congo (DRC). This has led to the need for changes in its corporate operations due to large scope. Thus, it is true that its expansion has resulted in various changes; these include; change in strategic management, change in business planning, change in controlling and financial management, change in marketing management...
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...The study of International Human Resource Management (IHRM) has focused mainly on the policies, practices and strategies of Human Resource practitioners in individual multinational firms. The goal of this special issue is to move beyond this narrow focus at the enterprise level and situate HRM within wider economic, organizational, political and institutional contexts. HRM differs across countries but to date the comparative literature has tended to focus on cultural issues. Research that systematically analyzes socio-economic, institutional and societal contexts and their impact on HRM remains underdeveloped and there is a significant opportunity for work which draws on theory from adjacent fields - e.g. the varieties of capitalism literature, theories of cross-national organization and research in comparative political studies and economic geography all offer potentially useful frameworks. Companies are socially embedded on different levels; local economies, regional districts, national institutions, international networks and transnational regulation are all aspects of the social, organizational and economic structures in which companies are situated. Despite the all-pervasive talk of globalization, the seasoned international business traveller will be acutely aware of differences in the ‘way of doing things’from country to country and from region to region. Such differences are seldom more apparent than in the field of organization and management. Not only will...
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...Context Page 1.0 Introduction------------------------------------------------------------------------ Page 3 2.0 The history of the Co-operative Group--------------------------------------- Page 3 3.0 The strategies and reason for the growth in Co-operative---------------- Page 3 4.0 Finding 4.1 The definition of PESTLE Analysis-------------------------------------- Page 4 4.2 Political factor --------------------------------------------------------------- Page 4 4.3 Economic factor ------------------------------------------------------------- Page 5 4.4 Socio-logical factor --------------------------------------------------------- Page 5 4.5 Technology factor ----------------------------------------------------------- Page 6 4.6 Legal factor ------------------------------------------------------------------- Page 6 4.7 Environment factor --------------------------------------------------------- Page 7 5.0 Conclusion ---------------------------------------------------------------------Page7 6.0 References List----------------------------------------------------------------Page7 1.0 Introduction This report will focus on the Co-operative Group and seek to identify the main areas of business environment such as the strategies of Co-operative Group which helped it to grown into such a big company, the definition of PESTEL analyses, and use the PESTLE analysis tools to scrutiny how six factors of external environment affected Co-operative...
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...Wal-Mart and Its Urban Expansion Strategy Herbert Reliza Drummond Columbia Southern University Course Title DBA 7035 4 October, 2011 Abstract Wal-Mart’s presence in the retail market industry has been extensive and profitable; resulting with Wal-Mart grossing sales of 256 billion, $9 billion profit, and employing 1.3 million associates (employees) within the United States. “With attractive sights becoming scarce, Wal-Mart pursued an urban expansion strategy and in 2004 negotiations commenced to open new stores in the Chicago metropolitan area, but none in the city itself” (Baron, 2010, p. 217). Furthermore, of its 3,000 plus stores Wal-Mart management altered its strategy and focused on two major areas primarily located on the Southside and Westside of urban African-American areas located in Chicago Illinois- Ryerson Tull and Helene Curtis facilities. However, in this case study we will closely analyze several factors dealing with Wal-Mart’s perils that have not only tarnished its reputation but also has questioned the probability of gaining the trust of Chicago’s social and political agencies to enter into the Chicago retail industry to compete with rivals: Target, K-Mart, as well as many others. Entering Chicago Retail Market Background According to Baron (2010), “Wal-Mart’s market strategy emphasized low prices, low costs, helpful sales...
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...age 2 PART A. The Organization and Its Mission History of the Organization ------------------------------------------------------------- Page 3 Corporate and Business Strategies ----------------------------------------------------- Page 3 Environmental Challenges Challenge from Competitors ------------------------------------------------------- Page 4 Geographic Challenge ---------------------------------------------------------------Page 4 Economic Challenge -----------------------------------------------------------------Page 4 Challenge from Technology --------------------------------------------------------Page 5 Challenge from Political Legislation ----------------------------------------------Page 5 Social and Cultural Challenge ----------------------------------------------------- Page 6 Competitive Position ---------------------------------------------------------------------Page 6 Competitive Advantages ---------------------------------------------------------------- Page 6 Industry Analysis ------------------------------------------------------------------------ Page 7 Company Structure ---------------------------------------------------------------------- Page 7 PART B. The Human Resources Function Role of Human Resources Function --------------------------------------------------- Page 7 Employment Decisions and Recruiting Procedures --------------------------------- Page 8 PART C. Employees Working Morale and Personal Growth ------------------------------------------------...
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...chapter two Strategic human resource management John Bratton If a global company is to function successfully, strategies at different levels need to inter-relate.1 Throughout the first half of our century and even into the early eighties, planning – with its inevitable companion, strategy – has always been a key word, the core, the near-ultimate weapon of ‘good’ and ‘true’ management. Yet, many firms, including Sony, Xerox, Texas Instruments, …have been remarkably successful… with minimal official, rational, and systematic planning.2 Chapter outline Introduction p. 38 Strategic management p. 38 Hierarchy of strategy p. 42 Strategic human resource management p. 46 HRM and organizational performance p. 60 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework. 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management. 3. Explain the two models of strategic HRM, the matching model and the resourcebased model. 4. Comment on the various strategic HRM themes of re-engineering, workplace learning, trade unions and leadership. 5. Explain the methodological difficulties of measuring the link between HRM practices and organizational performance. 38 The Nature of Human Resource Management Introduction In the first chapter we examined the theoretical debates on the nature and significance...
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...International Human resources: THE MEUBLESLUX CASE STUDY A briefing on the proposed expansion to the USA Introduction: 2 1. SWOT & PESTEL 2 POLITICAL 3 ECONOMICAL 4 SOCIAL 4 TECHNOLOGICAL 4 ECOLOGICAL 4 2. PORTER’S 5 FORCES 5 3. ANALYSIS 6 4. ADVICES & RECOMMANDATIONS 6 A. Distribution 6 B. HRM Issues 7 C. Cultural Diversity 7 D. Rules, Regulations and Labor Rights 8 E. Innovation and competitive strategy 8 5. Learning Environment 10 A. Skills supply 10 B. Corporate social responsibility 11 6. RISK MANAGEMENT AND STRATEGY TO GET PREPARED 12 Conclusion 13 References 14 Introduction: A business strategy in which growth is obtained by increasing the number of stores in which customers can buy a company's products and services. Unlike relocation, business expansion entails opening up new stores in different physical locations while still maintaining the current business locations. The years 1990s is seen as a time of intense economic growth, important job creation, low inflation, and rising productivity which was the consequence of a combination of rapid technological changes and sound central monetary policy. MeublesLux is a French company based in Toulon, France. Our very first strategy was to combine manufacture of high quality furniture and furnishings with retail outlets. We’ve expanded to Italy, Belgium, Spain and Switzerland. Now we want...
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...Question: Critically analyse HR planning and develop a recruitment and selection plan for the UK High Speed Railway Project. 1.0 Introduction Within this report, the main influential factors which effect the development and construction of the High Speed Rail Project (HSR), will be identified and explored. Because approximately 20 per cent of all budgeted spending for transport in the UK between now and 2021 is allocated for HSR, strong human recourses and a robust recruitment and selection plan are vital to its success, (gov.uk, 2013). This essay will analyse the strengths of existing HR strategies and choose suitable methods for recruitment, in the context of a large scale, long term national, government backed project. The key decisions will centre round union relations, agency recruitment versus long term employment contracts, potential of hiring from within existing similar industries and taking on employees new to the industry. This essentially pits useful experience of industry employees against employees with fresh perspectives to influence a change in culture, from other railway companies. The findings of this essay will be applicable to the actual HSR project as all theory and studies used within, are based on academic sources. This essay is structured to firstly explore the landscape surrounding this project and human recourse issues in general, before presenting conclusions. 2.0 Development In order to identify the main issues associated with...
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...function with the strategic objectives of the organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based...
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...human resource function with the strategic objectives of the organization in order to improve performance. ‘If a global company is to function successfully, strategies at different levels need to inter-relate.’ 1 ‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning...
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...development (McBain, 2010). Considering its broad reach, it is necessary to assess its effectiveness using a framework that incorporates multiple HRM elements. The Harvard framework for HRM(Figure 1) is thus used as a reference throughout this essay. It allows for assessing HRM policy-fit with the organisation’s strategy, stakeholder interests and recognises the situational factors influencing HR strategy (Wilton N, 2013, cited in Parkinson&McBain, 2014:125). Situational factors Business strategy and conditions: external context The external context will be explored using Farnham’s PESTLE framework (2010, cited in Henley, 2016), which provides an array of factors influencing the organization's operating environment. Political The Broad-Based Black Economic Empowerment Act is aimed at advancing economic transformation and participation of previously disadvantaged individuals (PDIs). It mandates employers to implement measures that ensure equitable representation of designated groups in the workforce with specific gender and race targets. This has impacted the organization's approach to recruitment and skills development, with PDI status becoming a requirement for employment. Economic The economy is in a recession, reporting two consecutive quarters of negative growth (Appendix 1.2). Furthermore, a weakening currency (Appendix 1.3) and the recent sovereign credit rating downgrade has contributed to a negative economic outlook. This will result in currency devaluation, increased...
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...Instructor: Jack HuddlestonJune 17, 2012 | Contents EXECUTIVE SUMMARY 2 LAWS AND REGULATIONS 3 DEMOGRAPHICS 5 CULTURE AND LANGUAGE 8 ECONOMIC, POLITICAL, AND CURRENCY FACTORS 13 LABOR RELATIONS 15 HRM POLICIES, PRACTICES, AND TRENDS 17 CONCLUSION 24 REFERENCES 26 EXECUTIVE SUMMARY Walt Disney Company has had a strong presence in the Far East since the 1930’s when Snow White and the Seven Dwarfs was shown in Shanghai theaters and with the founding of a local subsidiary in Tokyo in 1959. Today, Disney is a market leader in home based and theme park entertainment in the Asian market. The firm is currently exploring a production facility in either two of the hub cities of Tokyo and Shanghai. In this paper will review the demographics, culture, political, economic, and applied HR practices in China and Japan. China and Japan are both economic powerhouses with homogenous cultures, with distinct political and economic structures. The Chinese culture has more Confucian ideals that are more collectivist in nature, while the Japanese culture emphasis harmony and saving face communication. The Chinese manipulation of its currency and increasing dissent among workers puts the nation in higher political risk; moreover the Chinese economy is inevitably going to slow down. The Japanese economy has undergone political reforms to upstart a sluggish economy recovering from a decade long recession in the 1990s. The HR practices in China rely on a strong leadership pipeline...
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