netrashetty
Netra Shetty
Human Resource Management of H-E-B : HEB Grocery Company, LP (H-E-B) is a privately held San Antonio, Texas-based supermarket chain with more than 315 stores throughout Texas and northern Mexico.[2][3] The company also operates Central Market, an upscale organic and fine foods retailer.[4]
H-E-B ranked No. 11 on Forbes' 2006 list of "America's Largest Private Companies."[5] H-E-B was named Retailer of the Year in 2010 by Progressive Grocer.[6] Supermarket News ranked H-E-B No. 13 in the 2008 "Top 75 North American Food Retailers."[7] Based on 2005 revenues, H-E-B is the twenty-seventh largest retailer in the United States.[8] It donates 5 percent of pre-tax profits to charity
Anglo-American HRM practices do utilize and follow strict guidelines and policies that are of effective structure and formation to every functional departments of the organization. These HRM practice integrate and assume high demands of employee selection, training and development, socialization, career development and other human resource practices that are of great use and value to Kuwaiti organizations (Budhwar and Mellahi, 2006). This essay will be discussing different modes of human resource practices being followed by certain Kuwaiti organizations namely, Joint Venture Turner-Projacs, National Bank of Kuwait and The New Mowasat Hospital as there then applies’ to the Anglo-American HR practices respectively. Knowing how each organizations work effectively at achieving ideal and desirable HRM practices and how these Kuwaiti organizations apply to the best practices of HR along with critical analysis. In speaking of Anglo-American HR practices, there follows a systematic organization of the HR function such as in selection methods, tools are used to assess if a certain candidate is qualified for the job or not for instance, giving her/him series of IQ and personality tests to be fit from the job assessment rightly. It was then applied by Kuwaiti organizations as Turner-Projacs have policies and guidelines for selecting possible staff to be accepted in the workplace.
Understand your business strategy.
Highlight the key driving forces of your business. What are they? e.g. technology, distribution, competition, the markets.
What are the implications of the driving forces for the people side of your business?
What is the fundamental people contribution to bottom line business performance?
Do not be put off by negative reactions to the words or references to idealistic statements - it is the actual process of thinking through the issues in a formal and explicit manner that is important.
What do your people contribute?
Step 3: Conduct a SWOT analysis of the organization
Focus on the internal strengths and weaknesses of the people side of the business.
Consider the current skill and capability issues.
Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.
What impact will/ might they have on business performance?
Consider skill shortages?
The impact of new technology on staffing levels?
From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department - consider in detail the department's current areas of operation, the service levels and competences of your personnel staff.
For one, in The New Mowasat Hospital, there is tough and spontaneous considerations upon ideals of formulating HR policies and procedures as actively pursued by the hospital team staff, whereas it can be that reactive services are those provided upon demand. The New Mowasat Hospital in their HR policies there pertains to rigorous training activities for career development effectiveness as well as good and right exposure to cultural aspects of humanitarian work as have been imparted actively by the organization to facilitate HR adjustments as possible as it is. Furthermore, also at Joint Venture Turner-Projacs and National Bank of Kuwait it can be that training serves as an essential undertaking for HR functions that are specific in developing economies where it is seen as good source of sustainable competitive advantage (Hatch and Dyer, 2004). Due to Western practices of human resource, these Kuwaiti organizations will then achieve as well as gain business operations knowledge and be quick in imposing standards and policies of manpower regulation and specs (Kraimer, et al., 2001; Tung, 1998). Then, comes into the picture is about socialization HRM practices astounds to the emergence of people relationships in which the Kuwait organizations have adopted and accepted to be a part of the business context. It can be true that, the opportunity to socialise with staff and management amiably assume invaluable source of information about Kuwait culture desirable norms and behaviors
H-E-B ranked No. 11 on Forbes' 2006 list of "America's Largest Private Companies."[5] H-E-B was named Retailer of the Year in 2010 by Progressive Grocer.[6] Supermarket News ranked H-E-B No. 13 in the 2008 "Top 75 North American Food Retailers."[7] Based on 2005 revenues, H-E-B is the twenty-seventh largest retailer in the United States.[8] It donates 5 percent of pre-tax profits to charity
Anglo-American HRM practices do utilize and follow strict guidelines and policies that are of effective structure and formation to every functional departments of the organization. These HRM practice integrate and assume high demands of employee selection, training and development, socialization, career development and other human resource practices that are of great use and value to Kuwaiti organizations (Budhwar and Mellahi, 2006). This essay will be discussing different modes of human resource practices being followed by certain Kuwaiti organizations namely, Joint Venture Turner-Projacs, National Bank of Kuwait and The New Mowasat Hospital as there then applies’ to the Anglo-American HR practices respectively. Knowing how each organizations work effectively at achieving ideal and desirable HRM practices and how these Kuwaiti organizations apply to the best practices of HR along with critical analysis. In speaking of Anglo-American HR practices, there follows a systematic organization of the HR function such as in selection methods, tools are used to assess if a certain candidate is qualified for the job or not for instance, giving her/him series of IQ and personality tests to be fit from the job assessment rightly. It was then applied by Kuwaiti organizations as Turner-Projacs have policies and guidelines for selecting possible staff to be accepted in the workplace.
Understand your business strategy.
Highlight the key driving forces of your business. What are they? e.g. technology, distribution, competition, the markets.
What are the implications of the driving forces for the people side of your business?
What is the fundamental people contribution to bottom line business performance?
Do not be put off by negative reactions to the words or references to idealistic statements - it is the actual process of thinking through the issues in a formal and explicit manner that is important.
What do your people contribute?
Step 3: Conduct a SWOT analysis of the organization
Focus on the internal strengths and weaknesses of the people side of the business.
Consider the current skill and capability issues.
Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.
What impact will/ might they have on business performance?
Consider skill shortages?
The impact of new technology on staffing levels?
From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department - consider in detail the department's current areas of operation, the service levels and competences of your personnel staff.
For one, in The New Mowasat Hospital, there is tough and spontaneous considerations upon ideals of formulating HR policies and procedures as actively pursued by the hospital team staff, whereas it can be that reactive services are those provided upon demand. The New Mowasat Hospital in their HR policies there pertains to rigorous training activities for career development effectiveness as well as good and right exposure to cultural aspects of humanitarian work as have been imparted actively by the organization to facilitate HR adjustments as possible as it is. Furthermore, also at Joint Venture Turner-Projacs and National Bank of Kuwait it can be that training serves as an essential undertaking for HR functions that are specific in developing economies where it is seen as good source of sustainable competitive advantage (Hatch and Dyer, 2004). Due to Western practices of human resource, these Kuwaiti organizations will then achieve as well as gain business operations knowledge and be quick in imposing standards and policies of manpower regulation and specs (Kraimer, et al., 2001; Tung, 1998). Then, comes into the picture is about socialization HRM practices astounds to the emergence of people relationships in which the Kuwait organizations have adopted and accepted to be a part of the business context. It can be true that, the opportunity to socialise with staff and management amiably assume invaluable source of information about Kuwait culture desirable norms and behaviors
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