This document is a 998-word assignment analyzing Amazon's human resource management strategies. The author argues that Amazon's approach most closely aligns with Schuler's Employee Behavior Model, which emphasizes facilitating employee behaviors through HR practices to support the company's strategic goals. The author provides examples of how Amazon's performance appraisal, rewards, and recruitment/selection policies reinforce behaviors like creativity, quality focus, and customer centricity. An HR mission statement is also proposed to consolidate Amazon's status as the most innovative and customer-focused company.
This presentation covers a wide variety of topics such as:
- Brief History of Amazon
- Product, Customers, and Competitors
- Sourcing
- Manufacturing
- Layout
- Inventory
- Operational Strategies
By reading this presentation, you can be well-prepared for any operational management session.
Amazon.com - Company Analysis (OD & HRM)Nikhil Saraf
Amazon.com - Company Analysis
Answers the following:
- How did the organization start and evolve
-What were important organizational points of change?
-How did these changes impact the organization?
-What were the organizational responses to these important points of change?
-How did these responses change the organization?
This ppt was made for End Term Project in MBA - 2nd year - 4th Trimester for Human Resource Planning subject. This ppt covers a lot things about Zomato.
This presentation covers a wide variety of topics such as:
- Brief History of Amazon
- Product, Customers, and Competitors
- Sourcing
- Manufacturing
- Layout
- Inventory
- Operational Strategies
By reading this presentation, you can be well-prepared for any operational management session.
Amazon.com - Company Analysis (OD & HRM)Nikhil Saraf
Amazon.com - Company Analysis
Answers the following:
- How did the organization start and evolve
-What were important organizational points of change?
-How did these changes impact the organization?
-What were the organizational responses to these important points of change?
-How did these responses change the organization?
This ppt was made for End Term Project in MBA - 2nd year - 4th Trimester for Human Resource Planning subject. This ppt covers a lot things about Zomato.
Case study on amazon.com's supply chain management practices | MBAtiousaneesh p
The case study provides an overview of Amazon.com's inventory management. Jeffrey Preston Bezos the founder of Amazon.com launched the company when he realized that Internet provided immense scope for online trading. Although the site was originally launched as an online bookstore it eventually offered several other products to keep abreast of the competition. The case study takes a look at the different products and features offered on the site. The case also discusses Amazon's value propositions and its criteria for choosing strategic partners.
Amazon.com: the Hidden Empire - Update 2013Fabernovel
Our "most favorited" 2011 study revealing Amazon.com's strategies for dominating online retail has been updated to include analyses on all of the company's latest moves, and insights into where they may be going next.
Follow us on Twitter: @faberNovel
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
Business Strategy Report- Team 2MBA -533Resource.docxRAHUL126667
Business Strategy Report- Team 2MBA -533
Resource in Management- Business Strategy Report
Team 2 Analysis of “Motors and More, Inc”
January 16, 2018
Business Strategy Report - Motors and More, Inc.
In a small southern town of 28,000 individuals a fictional company by the name of Motors and More, Inc employs 116 employee but have found themselves in a dilemma of where the demand for employees has far outweighed the labor supply. The private company who manufactures small motors and accessories have determined that the current sales force has exceeded their objectives. The company recognizes this dilemma and attempts to counteract with an expansion of personnel. Recognizing the fact that employee growth and retainment is essential, the best course of action is resulting in the company reorganization to include a human resource department, a function that is new to the company and their employees after survival without. Motors and More must design a strategy to create a human resource structure in a decentralized organization structure (McCain, 2007). Corporate restructuring can be defined as, “a major change in the composition of a firm’s assets combines with a major change in its corporate strategy” (Heugens, 2004, p. 87). In this strategy, they must ensure that the labor force meets the market demands of their products, the new human resource department meets the demands of the company and the lines of communication are open during this corporate restructure.
Company Strategy aligning with Human Resource Strategy
Motors and More, Inc falls into line as a prospector strategic organization with the opportunity to grow with the advancement of markets and products (McCain, 2007). This growth into new markets mean that a strain could develop and possibly has developed on the employees. This outward growth will mean internal growth will be made on how to address the needs of the employees. Currently Motors and More, Inc does not have a human resource department and one cannot be created overnight. With Motors and More obtaining growth within the industry, management and leadership within the company needs to create a human resource strategy to address how employees to grow within the company and how the human resource management will be able to recruit more employees into the fold. The company must address the fact that a talent pool could be available, but they must look beyond their own walls and reach out to the current community and outline talent pools that could be harnessed.
Of the many factors in place, the true success of this restructure lines in place with the new Human Resource Department. They will find that their success strategy should be focused on retainment of the current employees but to also the recruitment of new employees. The Human Resource Department should go even further by assessing these employees new and old to determine the possibility of the creation of new products.
Industry Real ...
respond to this to start a dialougeAlthough there is clo.docxcwilliam4
respond to this to start a dialouge
Although there is close connection between the policy making, budgeting, performance management, and program evaluation, I would think I wish to be categorized as an asset because employees put efforts to do their job to serve maintain and serve the community. Additionally, I would think employees are valuable resources because they have ability to satisfy the customer, outgrow the sales, develop effective process, and create new products or services, and many other things more than monetary matter (Lee, Yeunjae 2017). Additionally, many others skills such as good citizenship behaviors and personal attributes (friendliness, effective learning, courtesy, conflict resolution, speaking ability and persuasiveness) can become assets for the company ((Klingner, Nalbandian, & Llorens 2018).
I honestly do not like to see any employee as a property. I would think, employees should value as an asset because benefits that they bring to the company. Many employees have intrinsic value when the task responsibilities are seen as significant, inspiring and growing and when they are recognized for their involvement. Furthermore, employees commits and do beyond their tasks if they feel value and belong to the company that recognize their efforts. Like in the video "When Barry met Sammy - A Funny View of Human Resources and Knowledge Management,” Sammy felt that she is just the number in the company after what she has done for company such upgrade the sales number, invented new idea on the marketing department (Ascender PeopleStreme 2009.) That being said that in most companies, human capital management processes are still in the industrial age. People are viewed as cost than asset.
I don’t agree with the “assets and cost” category because many companies still try to figure out to reduce budget on increasing difficulty and deferments in hiring, retentive, and developing employee the skills. (United States Government Accountability Office 2014). For example: if a healthcare hire the medical student and let them intern in that healthcare, then allow that medical student to get more education or specialized, that can bring more benefits over the time. In conclusion, although the medical student was a cost for that healthcare, but in the return, he/she can be asset for the healthcare in long run.
If I get hire as the Director, I would be implemented throughout the company up and down, also observe toward more strategic processes within the traditional recruiters as long as employees is measured an asset in addition to a cost. It has to be included to a critical view to what human resources managers can add to an organization, Human Resources Department needs to inventory an update of the people capabilities and skills on their file. As the director, I would prevent to leave the current employees feeling distinct lack of appreciation. Additionally, Human Resources Department needs to find the people, get to know them and .
Running header STRATEGY, PLANNING, AND SELECTION11STRATEGY, .docxrtodd599
Running header: STRATEGY, PLANNING, AND SELECTION 1 1
STRATEGY, PLANNING, AND SELECTION 5
Strategy, Planning & Selection
Melissa Miller
Professor: Dr. Robert Waldo
Strayer University
Global Campus
HRM 599: Human Resources Management Capstone
April 21, 2019
Introduction
A human resource manager has the responsibility for managing the human resource within an organization. The functions in managing the human resource include: recruiting of new employees, compensation of employees in cases of accidents or termination of their contracts, ensuring that the employee receives their benefits, designing work that should be done by employees, and establishing the relationships between colleagues and colleagues and the management in the organization. The primary purpose of human resource managers is to ensure that the productions of an organization increase with the human resources available. So, they have to motivate the employees towards the achievement of the organization’s goals.
Furthermore, they have a role in acquisition, development and retaining the talent that will ensure that the organization competes effectively with its competitors. Human resource managers should also arrange the workforce in a manner that will ensure they deliver effective and hence maximize the production of the organization (VIRÁG & ALBU, 2014). Therefore, this paper analyses some aspects of human resource management.
Business Strategies
Businesses have their distinctive features, and they are unique in the way they do their things. The way various companies market their products, conduct their sales, acquire their customers, and manage their employees will reveal the values of each business. There are multiple strategies in business that can be used or adjusted to suit the needs of the company so that they can improve their businesses. It is essential for human resource managers to understand the strategies of marketing that will enable them the company to compete effectively with other companies. Cost leadership strategy uses price as the basis of competition. In this strategy, the prices are kept low to attract more customers.
Additionally, differentiation is also a strategy in business. In this strategy, the companies provide either unique products or services to compete effectively with their competitors. Lastly, focus niche is also another strategy in business. Focus niche is whereby the enterprises focus on a specific target market to sell their products. Therefore, it is essential for an organization to enhance these business strategies so that they can improve their performance.
Cost leadership strategy will work best for a local organization. In cost leadership, the price is an essential factor in the competition. It is the best for local organizations because the retailers can obtain their goods in massive quantities from the wholesalers at low prices. The retailers for them to thrive in the market they will have to lower their costs for them to.
Running head STAFFING THE HUMAN RESOURCE DEPARTMENT .docxtoltonkendal
Running head: STAFFING THE HUMAN RESOURCE DEPARTMENT 1
STAFFING THE HUMAN RESOURCE DEPARTMENT 7
Staffing the Human Resource Department
Johnell Davis
Dr. L. Love
HRM 599
August 16, 2017
Human Resource Functions and Significance
The Maximum Extermination Pest Control (MEPC) is the company I chose as the key company in trying to create a comprehension of the various human resource functions in the market. For understanding the company’s business strategy, the human resource department developed a strategy made up of staff with detailed information. The staff also comprised of highly innovative and creative individuals with an exceeding initiative. The team comprised of a strong sales status; marketing and recruitment skills; benefits and compensation standards; and a good corporate reputation that defines high-quality customer service. Whenever a firm develops an efficient human resource department, it enables its operations to acquire a good structure and the capability to meet its goals since the department allows it to manage its most valuable resources, employees, and the human capital. Three key human resource functions tend to exist in such a company. The human resource functions possess a significant status when it comes to adding value to the human resource department about the vision and mission of the Maximum Extermination Pest Control Company. The human resource functions also influence the process of recruitment, compliance, and the aspect of benefits and compensation. For the company to acquire the right skills and the specific staff, it should come up with an aptitude to train and develop the needed skills.
The management may have to devise an in-house team for the recruitment process to enable the right strategies in developing the workforce of the company. As with the external recruiters, the responsibilities and their roles need to be advertised to the market to source for the right candidates, screen the applicants, and undertake interviews. The human resource department needs to coordinate with the different managers to influence the final selection of the desired candidates. The success found in the recruitment process and the significance of the roles of the individuals involved is meant to develop the company’s workforce. The different efforts of the individuals found in the human resource department tend to have a positive and desired contribution to the success of the company (Nyberg, Moliterno, Hale Jr, & Lepak, 2014). The company needs to develop a reward system to boost their morale and influence high performance. The performance measures may have a basis on the number of the positions that they need to be filled and the amount of time required filling the positions. The second function of the human resource may comprise of the benefits and compensation function ...
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
RECRUITMENT AND RETENTION PLAN 1
RECRUITMENT AND RETENTION PLAN 6
Recruitment and Retention Plan
MBA 533
January 25, 2015
Recruitment and Retention Plan
Given the increase in product demand, I would need to hire a number of employees in different functional areas. Since the emphasis of Motors and More is on innovation, growth and product development, the areas that will require a huge number of new employees include marketing and sales, manufacturing, operations, customer relations and HR. In order to meet the 96% output requirement, there will be need for hiring an additional five employees in the manufacturing and operations departments. Because of high automation in the company, this number of employees will be enough in streamlining operations. The employees in the manufacturing and operations departments will be responsible for new product developments and making modifications to guarantee production efficiencies (Arthur, 2004).
There will also be the need for increasing the sales and marketing personnel by 25%, which will involve hiring an additional 6 employees to cater for the needs of the expanding market. Employees in all the departments will come from different demographic backgrounds. Motors and More will also hire two additional customer service representatives. The primary function of these representatives will be responding to and resolving customer queries. Lastly, the HR department will require four additional employees responsible for formulating policies and procedures, conducting employee appraisals and formulating training programs.
The turnover rate at Motors and More has currently been higher than normal. This might be due to a variety of reasons. First, the high turnover rate might stem for unfair promotion practices in the company. Even though approximately 48% of Motors and More employees are minorities, the senior and supervisory positions are primarily held by Caucasian men. This lack of inclusivity might be demoralizing some employees and make them feel detached from the company. According to Truss, Mankin, & Kelliher (2012) lack of inclusivity can lead to high turnover rates. Furthermore, the company might not have proper reward structures for compensating the employees. Failure to provide necessary incentives can reduce job satisfaction and increase the turnover rates.
Lack of flexible working arrangements is another factor that might be contributing to increased turnover in Motors and More. Employees might feel overburdened due to the high expectations to meet consumer demands, a factor that might decrease their commitment at work (Arthur, 2004). The absence of a functional HR Department also implies that the company has deficient training programs. This can also increase turnover rates. It is worth noting that turnover can have negative costs and implications for the org ...
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Running head EMPLOYEE SELECTION PROCESS 1EMPLOYEE SELEC.docxjeanettehully
Running head: EMPLOYEE SELECTION PROCESS
1
EMPLOYEE SELECTION PROCESS
9
Employee Selection Process
Student’s Name
Institutional Affiliation
The Process of Selecting the Right Employees
Introduction
What is the most vital aspect of an organization? Well, some people would say it is the finances and processes that have been put in place to advance its business strategy. Raub (2017) states that without a doubt, the people that make up the organization are the most critical component. The position of Raub (2017) is correct because it is people who drive processes, manage finances, and make vital decisions that drive organizational strategy. Having the most qualified and motivated people in the right positions and roles can be the differentiating factor between the success of the business versus its failure. The method of hiring employees should be based on the most effective human resource policy and procedures to ensure that the right people are recruited to the right roles. In this essay, we discuss the process of selecting the best workers of the retailer in question.
Strategy Types
Cost leadership, differentiation, and focus strategies are ways through which companies can gain a competitive advantage in the market. Cost leadership is a strategy often used by business firms to reduce production costs below those of competitors or industry average and increase efficiencies. Dombrowski, Krenkel, and Wullbrandt (2018) explain that cost leadership is about reducing the costs and producing the least expensive products in the industry to gain and boost the market share.
Firstly, companies can implement a cost leadership strategy by increasing their profits through cost reduction, while charging prices within the range of industry-averages. Secondly, the approach is achieved by lowering prices to increase market share, while still ensuring that reasonable profits are being made because production costs have been reduced (Dombrowski, Krenkel & Wullbrandt, 2018). To implement this strategy, the organization must have access to resources needed to invest in the most efficient technology to help reduce prices. Two, the supply chain management process must be very efficient and must have a low-cost base regarding facilities, materials, and labor.
Differentiation is about having quality products and services that are more attractive and stand out from the rest of the competition. Since the retail industry has almost similar goods, the organization can differentiate its products and services in terms of brand image, support, and customer service. Achieving differentiation requires robust research, innovation, and development team, the ability to produce and deliver the best goods and services, and an effective sales, promotion, and marketing strategy. Companies that have achieved differentiation have leaner processes that focus on innovation and quality in production and delivery.
Lastly, the focus strategy concentrates on a specific niche o ...
1. MG328 Human Resource Management.
Amazon assignment.
Conor O'Dwyer.
13306811.
Word Count; 998
I hereby certify that this project is entirely of my own work and has not been taken
from the work of others save to the extent that such work has been cited and
acknowledged within the text of the project.
Signed;
2. Introduction.
Upon analysing Amazons mission statement and conducting further research into
the company, I feel that a best fit model, Schulers Employee Behaviour Model, most
closely aligns with Amazon. I will show why I believe this is the case, creating a HR
mission statement and showing how Rewards, Recruitment and Selection, and
Performance Appraisal are integrated in to support the strategy.
Schulers Employee Behaviour Model.
Kantor (2015) tells us Amazon has never followed any popular management
bromides, designing its own intricate machine. This suggests it uses a best fit
strategy. Its mission is to be the most customer centric company in the world, they
must be able to adapt to customer needs and be innovative, making it evident that
Amazon possess an Innovation strategy “this is a company that strives to do really
big, innovative, ground-breaking things” (Kantor 2015). I believe Schulers Facilitation
strategy closely aligns with Amazons mission.
Schulers model has a set of employee behaviours, reinforced by a set of HR
practices as stated by Beardwell (2010). Millmore (2007) says that a longer term
focus is a big aspect of this strategy, this is evident in Amazons philosophy. Amazon
(no date) measures their success on long-term shareholder value, they make
decisions under long-term influence, and long-term leadership influences investment
decisions.
As part of this strategy, Millmore (2007) informs us that the company should provide
broad career paths for their employees, something which Amazon do, pushing
employees “past what they thought were their limits” (Kantor, 2015). Kantor has cited
no shortage of career options for Amazon employees and that brief stints in the firm
have helped employees careers take off.
Some of the employee behaviours required of this strategy are a high degree of
creativity, and an attention to quality and results, according to Torrington (2009).
Both behaviours are evident in Amazon, Kantor (2015) notes that major contributions
can be made from relatively junior employees provided they show the creative spark
required. Also stating that amazon extracts the very most from their employees, they
3. feel that their work is never done, or will never be good enough, emphasizing their
concern for quality and results.
As noted, amazon has a mission of “relentless striving to please customers” (Kantor
2015). It is clear that a best fit model is closely aligns with a mission like this as it is
tailored to suit the company. Schulers behaviour model can link up Amazons HR
policies and mission, evident from the above examples. Beardwell (2010) says the
strategy needs to be strategic in linking HR practices and policies to business goals.
Something I believe this strategy achieves.
Mission Statement.
Consolidate the company’s status as the most innovative and customer-centric
company in the world by mastering and implementing HR processes that are suited
to our unique company and create a competitive workplace with a creative
workforce, providing our employees with opportunities to grow and develop so they
will always strive to put the customer first in line with our philosophies.
Integrated HR Policies.
Three integrated HR policies which I feel best support Amazons mission are
Performance Appraisal, Rewards and Recruitment and Selection. I feel these
policies work best to reinforce the expected employee behaviours within the
company that align with their mission and the strategy.
In Amazon, where they are constantly trying to please customers, it is important
employees perform to their maximum potential. 360 degree feedback is the appraisal
tool which I feel best supports their strategy. Torrington (2009) describes this as
collecting feedback about an individual from a range of sources. Beardwell (2010)
says it has high employee involvement, evident in Amazon through Kantor (2015)
describing the anytime feedback widget where employees are encouraged to give
secret feedback to one another’s managers. Torrington (2009) notes how feedback
on the individuals is collected from every angle, noting that technology is also used,
with Kantor (2015) saying sophisticated electronic systems are used to collect “data
that allows individual performance to be measured continuously”. From this, Amazon
have business, and organisation level reviews, debating employees and eliminating
those who can’t cut it.
4. Rewards are an important aspect of any organisation, as part of Schulers Strategy,
Beardwell (2010) states that companies will have low pay rates but allow employees
to be stockholders. Stone (2015) argues that Amazon doesn’t offer benefits like
others, unlike Google and Facebook, they have no lavish perks. They offer a profit
sharing or share ownership scheme as reward incentive to employees. This policy,
according to Torrington (2009), encourages employees to work harder towards the
goals of the firm, developing a community of interest between stakeholders. Kantor
(2015) shows us that Amazon consider compensation competitive, they “weight their
compensation to significant stock ownership” and feel that to make their employees
customer driven, they must be an owner.
The recruitment and selection policy of Amazon is an important policy in finding
customer focused people, their person specification has to be good in supporting the
rest of their strategy. Beardwell (2010) says person spec should identify the
characteristics required to do the job, Amazon (no date) focus on hiring versatile and
talented employees, describing their employees as athletes with “endurance, speed,
performance that can be measured” (Kantor 2015). Millmore (2007) states that
mission statements should be translated into employee attributes that are critical and
necessary to service strategic goals. Something Amazon definitely do, as Kantor
suggests, with their legion of recruiters identifying thousands of prospects and only
picking the best in order to find the most customer orientated and driven employees
that match their mission and strategy.
Conclusion.
In conclusion, being as dynamic as the company is, it is easy to see how a best fit
policy is ideal for the company and I feel that I have sufficiently proven how Schuler
employee behaviour strategy closely aligns with, and works to achieve the goals set
out in the mission statement. The HR mission statement I created closely links to
Amazon’s mission and help to explain how, through their people, Amazon can
achieve its goals.
5.
6. References.
Amazon. (no date). Corporate Governance. Available: http://phx.corporate-
ir.net/phoenix.zhtml?c=97664&p=irol-govHighlights. Last accessed 14th Oct 2015.
Beardwell,J Claydon,T (2010). Human Resource Management A Contemporary
Approach. 6th ed. Essex: Pearson. p40-61.
Kantor,J Streitfeld,D. (2015). Inside Amazon: Wrestling Big Ideas in a Bruising
Workplace. Available: http://www.nytimes.com/2015/08/16/technology/inside-
amazon-wrestling-big-ideas-in-a-bruising-workplace.html?_r=0. Last accessed 14th
Oct 2015.
Millmore,M Lewis,P Saunders,M Thornhill,A Morrow,T (2007). Strategic Human
Resource Management. Essex: Pearson. p40-62.
Stone,M D'Onfro,J. (2015). Employees Confess the Worst Parts about Working for
Amazon. Available: http://uk.businessinsider.com/the-worst-parts-about-working-at-
amazon-according-to-employees-2015-8?r=US&IR=T. Last accessed 14th Oct 2015.
Torrington,D Hall,L Taylor,S Atkinson,C (2009). Fundamentals of Human Resource
Management. Essex: Pearson. p247-260.
