netrashetty
Netra Shetty
Jones Soda Co. is a beverage company based in South Lake Union, Seattle, Washington.[1][2] It bottles and distributes soft drinks, non-carbonated beverages, energy drinks, and candy. Jones Soda is a carbonated soft drink that has many unusual flavors that are not offered by other soft drink makers.
The resource-based model
This second approach to developing typologies of HR strategy is grounded in the
nature of the reward–effort exchange and, more specifically, the degree to which
managers view their human resources as an asset as opposed to a variable cost. Superior
performance through workers is underscored when advanced technology and
other inanimate resources are readily available to competing firms. The sum of
people’s knowledge and expertise, and social relationships, has the potential to provide
non-substitutable capabilities that serve as a source of competitive advantage
(Cappelli & Singh, 1992). The various perspectives on resource-based HRM models
raise questions about the inextricable connection between work-related learning, the
‘mobilization of employee consent’ through learning strategies and competitive
advantage. Given the upsurge of interest in resource-based models, and in particular
the new workplace learning discourse, we need to examine this model in some detail.
The genesis of the resource-based model can be traced back to Selznick (1957), who
suggested that work organizations each possess ‘distinctive competence’ that enables
them to outperform their competitors, and to Penrose (1959), who conceptualized the
firm as a ‘collection of productive resources’. She distinguished between ‘physical’ and
‘human resources’, and drew attention to issues of learning, including the knowledge
and experience of the management team. Moreover, Penrose emphasized what many
organizational theorists take for granted – that organizations are ‘heterogeneous’
(Penrose, 1959, cited in Boxall, 1996, pp. 64–5). More recently, Barney (1991) has
Strategic Human Resource Management 51
?
argued that ‘sustained competitive advantage’ (emphasis added) is achieved not
through an analysis of a firm’s external market position but through a careful analysis
of its skills and capabilities, characteristics that competitors find themselves unable to
imitate. Putting it in terms of a simple SWOT analysis, the resource-based perspective
emphasizes the strategic importance of exploiting internal ‘strengths’ and neutralizing
internal ‘weaknesses’ (Barney, 1991).
The resource-based approach exploits the distinctive competencies of a work organization:
its resources and capabilities. An organization’s resources can be divided into
tangible (financial, technological, physical and human) and intangible (brand-name,
reputation and know-how) resources. To give rise to a distinctive competency, an organization’s
resources must be both unique and valuable. By capabilities, we mean the
collective skills possessed by the organization to coordinate effectively the resources.
According to strategic management theorists, the distinction between resources and
capabilities is critical to understanding what generates a distinctive competency (see,
for example, Hill & Jones, 2001). It is important to recognize that a firm may not need
a uniquely endowed workforce to establish a distinctive competency as long as it has
managerial capabilities that no competitor possesses. This observation may explain
why an organization adopts one of the control-based HR strategies.
HRM WEB LINKS
An increasing number of US companies are establishing ‘corporate’ universities
Selection:
The process of assessing candidates and appointing a post holder to ensure that the most appropriate candidates are hired. It is used for optimally staffing the organization. It makes a process which is known as selection process. It involves following steps.
Selection Process:
1. Initial Screening
2. Completion of the Application Form
3. Employment Test
4. Comprehensive Interview
5. Background Investigation
6. Conditional job offer
7. Medical/physical exam
8. Permanent job offer
In after accumulation many applications line managers and Human Resource Managers screen applications. The HR Department then issues call letters to the short listed candidates for the interview. A two-member panel of HR and line management conducts interviews focusing on functional skills and managerial skills. After this interview is passed people applying for different jobs are tested in different ways. The HR department is responsible for overall administration of the assessment centre including training of the assessors. The HR department provides details of remuneration package and terms and conditions of service. The HR department also prepares appointment letter, service agreement and finalizes other documentation for service record. Information regarding the qualifications and job description is provided by the company to identify suitable candidates.
There is a restriction by the company that the Divisional/Department Head and HRM department must agree before the final selection of the candidate. After selection the candidate is required to complete a 3 month long probationary period. HRM department prepares and delivers the Employment Letters to the employee and obtain signature of him on a copy. Candidates rejected or kept on file are sent regret letters. ’s Hiring Committee constitutes following members for hiring on all the levels: Respective Department Head of Human Resources.
Orientation and Socialization:
For new employees loneliness and a feeling of isolation are not unusual, they need special attention to put them at ease. That is the reason why most organization used orienting their employees. Orientation means, “Introduction of a new employee to his/her job and the organization.” And when we talk about socialization we are talking about the process of adaptation. In the context of the organization socialization is, “A program designed to help employees fit smoothly into an organization, also called socialization” Both orientation and socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. In new employee is also welcomed warmly with proper orientation and the new comer receives both work unit orientation and organization orientation and normally the time frame of orientation is 10 to 15 days or depending upon the job requirements. Its basic objective is to inform all new employees with the basic structure and rules of .
Human resource Department is responsible for the orientation of new employees. Orientation CD regarding PMCL, and Organizational charts is provided to the new employee. With the first week of the employment employee go through Department orientation. All new employees attend a formal orientation program which includes:
1. Nature of business.
2. History-philosophy and structure of company.
3. Structure chain command within the company.
4. Company benefit plans.
5. Layout and facilities offered by the company.
The resource-based model
This second approach to developing typologies of HR strategy is grounded in the
nature of the reward–effort exchange and, more specifically, the degree to which
managers view their human resources as an asset as opposed to a variable cost. Superior
performance through workers is underscored when advanced technology and
other inanimate resources are readily available to competing firms. The sum of
people’s knowledge and expertise, and social relationships, has the potential to provide
non-substitutable capabilities that serve as a source of competitive advantage
(Cappelli & Singh, 1992). The various perspectives on resource-based HRM models
raise questions about the inextricable connection between work-related learning, the
‘mobilization of employee consent’ through learning strategies and competitive
advantage. Given the upsurge of interest in resource-based models, and in particular
the new workplace learning discourse, we need to examine this model in some detail.
The genesis of the resource-based model can be traced back to Selznick (1957), who
suggested that work organizations each possess ‘distinctive competence’ that enables
them to outperform their competitors, and to Penrose (1959), who conceptualized the
firm as a ‘collection of productive resources’. She distinguished between ‘physical’ and
‘human resources’, and drew attention to issues of learning, including the knowledge
and experience of the management team. Moreover, Penrose emphasized what many
organizational theorists take for granted – that organizations are ‘heterogeneous’
(Penrose, 1959, cited in Boxall, 1996, pp. 64–5). More recently, Barney (1991) has
Strategic Human Resource Management 51
?
argued that ‘sustained competitive advantage’ (emphasis added) is achieved not
through an analysis of a firm’s external market position but through a careful analysis
of its skills and capabilities, characteristics that competitors find themselves unable to
imitate. Putting it in terms of a simple SWOT analysis, the resource-based perspective
emphasizes the strategic importance of exploiting internal ‘strengths’ and neutralizing
internal ‘weaknesses’ (Barney, 1991).
The resource-based approach exploits the distinctive competencies of a work organization:
its resources and capabilities. An organization’s resources can be divided into
tangible (financial, technological, physical and human) and intangible (brand-name,
reputation and know-how) resources. To give rise to a distinctive competency, an organization’s
resources must be both unique and valuable. By capabilities, we mean the
collective skills possessed by the organization to coordinate effectively the resources.
According to strategic management theorists, the distinction between resources and
capabilities is critical to understanding what generates a distinctive competency (see,
for example, Hill & Jones, 2001). It is important to recognize that a firm may not need
a uniquely endowed workforce to establish a distinctive competency as long as it has
managerial capabilities that no competitor possesses. This observation may explain
why an organization adopts one of the control-based HR strategies.
HRM WEB LINKS
An increasing number of US companies are establishing ‘corporate’ universities
Selection:
The process of assessing candidates and appointing a post holder to ensure that the most appropriate candidates are hired. It is used for optimally staffing the organization. It makes a process which is known as selection process. It involves following steps.
Selection Process:
1. Initial Screening
2. Completion of the Application Form
3. Employment Test
4. Comprehensive Interview
5. Background Investigation
6. Conditional job offer
7. Medical/physical exam
8. Permanent job offer
In after accumulation many applications line managers and Human Resource Managers screen applications. The HR Department then issues call letters to the short listed candidates for the interview. A two-member panel of HR and line management conducts interviews focusing on functional skills and managerial skills. After this interview is passed people applying for different jobs are tested in different ways. The HR department is responsible for overall administration of the assessment centre including training of the assessors. The HR department provides details of remuneration package and terms and conditions of service. The HR department also prepares appointment letter, service agreement and finalizes other documentation for service record. Information regarding the qualifications and job description is provided by the company to identify suitable candidates.
There is a restriction by the company that the Divisional/Department Head and HRM department must agree before the final selection of the candidate. After selection the candidate is required to complete a 3 month long probationary period. HRM department prepares and delivers the Employment Letters to the employee and obtain signature of him on a copy. Candidates rejected or kept on file are sent regret letters. ’s Hiring Committee constitutes following members for hiring on all the levels: Respective Department Head of Human Resources.
Orientation and Socialization:
For new employees loneliness and a feeling of isolation are not unusual, they need special attention to put them at ease. That is the reason why most organization used orienting their employees. Orientation means, “Introduction of a new employee to his/her job and the organization.” And when we talk about socialization we are talking about the process of adaptation. In the context of the organization socialization is, “A program designed to help employees fit smoothly into an organization, also called socialization” Both orientation and socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. In new employee is also welcomed warmly with proper orientation and the new comer receives both work unit orientation and organization orientation and normally the time frame of orientation is 10 to 15 days or depending upon the job requirements. Its basic objective is to inform all new employees with the basic structure and rules of .
Human resource Department is responsible for the orientation of new employees. Orientation CD regarding PMCL, and Organizational charts is provided to the new employee. With the first week of the employment employee go through Department orientation. All new employees attend a formal orientation program which includes:
1. Nature of business.
2. History-philosophy and structure of company.
3. Structure chain command within the company.
4. Company benefit plans.
5. Layout and facilities offered by the company.