The Elliott & Fitch Shopping Emporium - Case Study

Briefing Sheet for the HRD assignment 2

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Refurnishing HR Decision For E&F

Being back to the top in the industry seemed to the truth after a great effort in the transmission of company since the bad time in the early 1990s, however, E&F was not smart enough to merely adopt a cost-leadership HR strategy to make a reality of expansion in the Northwest. Now, like many companies who were blind in sweeping cost-cut approach E&F had no choice but seek to make something up (House & Hanges, 2000, pp4.). Following is the introduction of supporting theory behind the case, then before drawing a creative HRD plan, I will give the main reason and consequence of problems in the case. By doing this, I will offer two possible plans and compare them, which will finally lead to the conclusion.

1. Relevant Theory
1.1 Porter’s theory is not the unassailable
First of all, it is essential to understand why a single HR usually caused several subsequent effects.

It is very clear seem from the case that, in order to get capital to set up E&F’s expansion business plan, E&F’s HR strategy had to be put into harmony with company’s business’s strategy-cost leadership (Brewster & Harris, 2007, pp5-7). After Michael Porter promoted his generic strategy that involved two main parts: differentiation strategy and cost leadership strategy, in several decades had he been denounced about the loopholes in thinking (House & Hanges, 2000, pp4.). For example, Brwester and Harris (2007, pp5-7) argued that Porter’s alternative but absolute business strategy options are covering the eyes from the practical need of other business function. That is to say, E&F’s HR department should have other choice if redundancy was not the only paper on the table. Obviously, E&F was faced with a