Introduction The people of an organization are the most valuable input that adds value to the goods or services that they offer to consumers. The people of an organization are the ones who execute all of the OM processes. The human resource practices of an organization give them a competitive advantage by helping firms differentiate themselves from competitors. The objective of Hard Rock’s human resource strategy is to manage labor and design jobs, so people are effectively and efficiently utilize” (Heizer & Render, 2014, p.398). Companies who can put the right individuals in the right places in their organization can accomplish business goals and take the company to the next level. By identifying Hard Rock ability to maintain employee turnover …show more content…
To provide quality service both organizations find the right employees. Employees are the face of the organization. “Employees are also social networkers who are seen as sources of information about the company as a whole” (Nagle, 2013). Hard Rock’s and Disney’s workforce are made up of highly qualified personnel that align with the companies ' culture. The people that Hard Rock recruits are a lot different than the people that Disney hires. Disney and Hard Rock have different appearance requirements. Hard Rock looks for employees who love the rock lifestyle and Disney looks for employees that reflect the communities they serve and they believe that their “people reflect the communities we serve, it enhances the way we connect with our guests, audiences and consumers. Together, we work toward an inclusive environment that fosters creativity, innovation, and camaraderie across all of our companies” (“Culture&Diversity”, 2016). Both strategies make sense for the target market that each firm. Consumers that go to Hard Rock embrace the rock and roll life still and like tattoos and piercings. The guest at Disney prefers cleaner cut personnel. Hard Rock and Disney are both successful organizations. The human resource strategies of the two organizations are an important aspect for both companies success. The people they select for their workforces give guests the quality experience
Organizations with effective recruiting and selection result in positive outcomes that affects the products and services, and the perception of the organization. Having the right people for the job will increase profits and decrease costly turnovers. Even though organizations are operating in uncertain times, focusing on staying committed, and making certain they have the best talent will ensure future success. The bottom line of the organization will be impacted by setting a clear direction that employees can get behind, and making sure the right people are hired for the right
Employee turnover represents a practical problem to an organization in terms of loss of talent and additional recruitment and training cost. Only a few studies have explored the effects on intention to leave (i.e. Daily & Kirk 1992) . Therefore, the underlying process through with organizational perception leads to employee turnover remain largely unknown. I am not going to consider gender, age or race in this study. I am not going to consider individual employee titles. I am not going to study samples of over 60 people. I am not going to divide HR non-exempt employees by individual HR departments.
It is essential for organization to hire the right mix of people for their organization to run efficiently and effectively. All positions hold the key; even though every position is not that of an executive or manager. According to Silzer and Dowell (2010), whether a company succeeds or fails is determined by its talent. This writer believes with the global and technological expansion of the 21st century talented people will always be in demand. …“Collins (2001) suggests that having the right people comes before having the right strategies” (p. 3); as a result, this writer believes that organization will remain competitive with their internal and external quest for talent.
A review of employee motivation theories explains the retention and behavior of an employee within the organization. Throughout this essay, I will provide you examples of SAS inc, and how using employee motivation theories can help you succeed. Why is it necessary to keep employees? Fitz-enz (1997) stated that the average company loses approximately $1 million with every 10 managerial and professional employees who leave the organization.(Sunil Ramlall, Book)
How well a business manages its assets and resources predicates its overall success. Companies that spend financial resources foolishly are apt to find themselves in bankruptcy. Companies that work capital equipment resources beyond the machine’s capabilities or for other than intended purposes are apt to experience downtime and/or lose the equipment to failure. The same premise holds true for a company’s human assets. However, unlike other company assets, which depreciate over time, human assets appreciate over time when managed properly. The article, Importance of Human Resource Investment for Organizations and Economy: A critical Analysis, explains the importance of managing human assets as follows:
In the past, Irontown Inc. has gone through the process of developing a short-term staffing plan and redeveloping their candidate assessment and selection procedures to better fill their customer service representative (CSR) positions. Now, they are wanting to develop a retention plan that will support their overall staffing strategy for their company. The new retention plan is vital because they have decided to retain their customer service department (CSD) internal, hopefully reducing their turnover rate by 20% per year over the next three years. If Irontown’s new retention program meets their objectives by the end of the first year, they are going to invest in a new CRM software program. Irontown’s HR department has requested the last 120 employees who left voluntarily to participate in an exit interview. They will collect data from these interviews, form focus groups, determine what the issues are, and then use this information to develop a retention plan that supports the overall staffing strategy of the company. While evaluating this case study, this author will take a look at the key and underlying issues, the facts that affect these issues, recommend a solution and a plan implementation, and conduct follow-ups.
...ccording to the successful managers hand handbook, "people are the key to your organization's present and future success. Organizations compete for talent as well as for customers. Having a reputation as a desirable place to work helps organizations attract and retain top people. It is to your advantage to know the talent of your organization and to know what needs to be done to help each person develop, and understand the priority of a particular talent so you can meet your business goals".
Without understand the negative impacts of turnover, a company may be placing itself in a position that will ultimately lead to their demise. We are going to solve our problems and set our company on the path to success, a success that is not only reflected in our bottom line but also our employees’ morale.
...g employees and keep them committed to the job can be a tough job for organizations and the HR function. Retaining talented individuals that are familiar with their work culture and practices, than making them redundant and recruit them later in future also benefits organizations. As an example we can look at the measures taken by Aer Lingus, who implemented a “leave and return” policy, where they gave employees a lump sum severance payment and made them rejoin on a reduced wage (Gunnigle et al, 2013). This policy is quite important for an organization because rather than taking a more short term approach of cutting jobs and losing on talent and recruiting them again in future, companies should keep long term strategy in mind and look for ways to retain talent within their organization and try adjusting them into different roles, while keeping them motivated enough.
As the management team of the Green Mountain Resort realized they had a problem of employee turnover as the sales of the resort properties were depleted. One of the top managers, Gunter, was worried about the turnover of the staff and began to find difficulty in finding good employees. The case study referred
With over 36,000 employees, Dell is a member of the rapidly changing and expanding computer technology industry. This industry had achieved enormous growth in the last decade. Dell’s stock rose 29,000 percent in the 1990’s and as of the second quarter in 1999; Dell was tied for first place in the market. Dell faces stiff competition from technology giants such as IBM, Hewlett Packard, and Compaq. With such robust expansion in the technology industry and the economy, it is becoming increasing difficult for companies such as Dell, who experienced a 56 percent growth in workforce in 1999, to fill positions with quality applicants. Dell is currently seeking applicants for positions in sales, corporate finance, engineering, manufacturing, and most especially, information technology. Dell currently hires approximately 2000 employees a quarter. With such rapid growth and expansion the temptation surfaces to simply fill a position with a body. “Unless you have a good process in place, you run the risk of not always hiring the best people. There can be a tendency to say ‘We need people so badly, a fresh body is better than no body,’” as summed up by Steve Price, vice president of human resources for Dell’s Public and Americas International Group. To avoid this scenario, Dell has created a web-based Organizational Human Resource Planning (OHRP) process. These processes help a business unit focus on and anticipate growth and staffing needs. In addition the OHRP process allows managers to do their own succession planning, identify key jobs, and formulate competency planning and employee development. The OHRP process also tries to pick out qualities new employees will need by analyzing the skills and qualities of current top performers.
Jackson, S. E., Schuler, R. S., & Werner, S. (2012). Managing Human Resources (11th ed.). Mason, OH: South-Western.
They include: excellence in leadership, excellence in casting, guest satisfaction, financial results, and repeat business (Coverly, 2013). As it pertains to leadership excellence, Walt Disney is cognizant of the fact that communication is indeed the key driver and foundation for a collaborative culture within the company. Therefore, in this regard, the company encourages the cultivation of collaboration by essentially creating an enabling environment where ideas are spoken without fear of favoritism. Hence, Walt Disney promotes the use of positive language as part of its strategy of fostering leadership and collaboration. The use of positive language lays a basis for the realization of excellence in casting as one of the company’s policies. It is necessary to note that according to Coverly (2013), Walt Disney does not refer to its staff as employees; rather, the company classifies them as casts within the whole business arena. This concept, as Coverly (2013) continues to elaborate, emanates from the cognizance by the company that each employee has an intrinsic and unique role to pay within the company. As such, it is more natural to refer to them as casts, rather than the traditional “employee” notation. This strategy is very influential in generating and sustaining employee motivation which stems
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.