netrashetty
Netra Shetty
Salem Communications (NASDAQ: SALM) is a U.S. radio broadcaster, Internet content provider, and magazine and book publisher specializing in evangelical Christian and conservative political talk radio. It owns 99 commercial radio stations, 65 of which are in the top 25 markets. Salem is the fifth largest U.S. radio station owner after Clear Channel, Cumulus, Citadel, and Entercom. The company focuses on acquiring radio stations with powerful transmitters, unlike most Christian broadcasters who tend to purchase many low-power translators. Salem owns slightly more AM than FM stations, and covers one-third of the U.S population.[1]
Salem Communications was founded by Stuart Epperson and Edward Atsinger III and, unlike many Christian broadcasters, is a for-profit corporation.[2] Also unlike their non-profit counterparts, Salem stations transmit high-powered signals in commercial radio bands.
Salem's CFO approximates that the company's income is as follows:
* 50% Teaching and talk stations
* 25% Christian contemporary music stations
* 15% Secular news/talk stations
* 10% Magazines and websites
The increasing trend of globalization in the past two decades has moved companies outside their domestic operation into the international markets. This dramatic change in international businesses require dynamic workforce, as such, challenge managers, face complex issues of managing people to gain or sustain a competitive advantage. Some of key issues need heed. There will be more human resource activities involved in international operations than that in the domestic context. A broader perspective is required to manage people not only from home countries, but also from host countries and even from the third countries.
Philip Morris USA is one of the core operating companies of Philip Morris Companies Inc., the world's largest producer of consumer-packaged goods with annual revenues of over $80.4 billion. Philip Morris USA is a fortune 500 company, produces and markets some of the worlds’ most recognized and best selling brands in 76 domestic USA markets.
PTC is a subsidiary of British American tobacco (BAT) group, which is the second largest international tobacco group and has its business in 180 countries all over the world. BAT holds 94% shares in PTC. Pakistan Tobacco Company was the first multinational to set up its business in 1947 in Pakistan. It took over business from Imperial Tobacco Company that was operating since 1929.
The is limited to comparison of HR practices of Philip Morris USA with PTC in general and Recruitment, Selection and Performance Management in particular. A detailed analysis of the HR practices of both the companies has been conducted by the group to highlight the salient features of the HR policies practiced by both the organizations.
Human Resource in Philip Morris USA aims to attract, develop and retain the most talented people around the world. The purpose of HR is to help shape the culture of this dynamic business, creating an environment that emphasizes and rewards performance, whilst supporting learning and development.
The success of Philip Morris comes from their strong HR policies. The key strength comes from the diverse array of talented people at Philip Morris U.S.A. Employees range from world-class engineers and researchers to highly trained manufacturing specialists to experts in sales, marketing, finance, communications and human resources. Company has enjoyed a low turnover of employees, including their unionized plant specialists, many of whom have spent their entire careers working for PM USA and whose diverse abilities have helped PM USA remain competitive and successful.
Philip Morris strives to fulfill investor and other stakeholders’ needs including their customers, employees and the communities in which they operate. Philip Morris Company focuses on hiring the best people, producing the highest quality products, committing to continued improvement and execution of objectives with excellence, combined with a history of corporate philanthropy and giving back to the communities where they live and work to help them grow and prosper.
Philip Morris has established a Philip Morris Employee Community Fund (PMECF) in response to their employees' desire to be more actively involved in the communities where they live and work.
The PMECF, created in 2000, is a nonprofit organization that is managed and administered by Philip Morris employees in Cabarrus County, North Carolina and Richmond, Virginia. One hundred percent of every employee dollar contributed to the Fund goes directly to support local nonprofit organizations.
The importance placed on human resource functions can be made clear by the following quote by Hamish Maxwell, Former Chairman and CEO of Philip Morris:
“Philip Morris is a results-oriented and a people sensitive company. Our senior human resource executive report to me, is a member of the Corporate Planning Committee, and is actively involved in setting the strategic direction of the business. With the size and complexity of the company increased as a result of the recent acquisition of Kraft, strategic planning has and must continue to take the impact of people management issues into account. I expect that this role will strengthen.”
Societal Objectives:
Legal Compliance:
Philip Morris recognizes that they manufacture and market a product that is addictive and causes serious diseases, and that there is intense scrutiny of what they do and of the way they do it.
This commitment to societal responsibility is not intended to distract from the fact that Philip Morris is a tobacco company. Rather, it's what their employees, shareholders, regulators, customers and society at large expect from them - particularly from a tobacco company. And it follows logically from their core values that Philip Morris:
· Listen to society's concerns about their products, seek common ground with their critics and implement real solutions
· Acknowledge and embrace their role as a responsible citizen and an active member of the community
· Are open and transparent with the stakeholders and society as a whole
· Act with integrity, respect, trust and collaborative spirit
· Follow the spirit and the letter of the laws, regulations and policies governing their business
These values guide not only the day-to-day operations of the company, but also the way they do business and interact with the world outside their offices, both locally and globally.
Benefits:
Philip Morris USA is known for the extensive benefits it provides to its workers.
Money magazine rates Philip Morris as #1 in benefits for the second consecutive year.
• Annual bonus opportunity
• Company vehicle
• Highly competitive benefits package including: medical, dental, vision and life insurance, retirement plan, educational refund assistance, paid vacation days, family and work life balance benefits and profit sharing plan.
The Philip Morris USA work/life initiatives are focused on dependent (child/elder) care support and employee services. While no set of company-wide programs could address the full range of individual situations existing throughout the organization, the following portfolio of work/life related programs is available:
Consultation and referral information is provided for:
* Everyday residence issues (remodeling, repairs, house-sitting, etc.).
* Legal matters.
* Financial issues.
* Education and schooling.
* Parent and child care.
* Resources for seniors and elder-care issues.
* Disability and accessibility.
* Emergency dependent-care reimbursement.
* Adoption assistance.
Additional employee benefits may include:
* Flextime around core hours.
* Paid time off for dependent care.
* Educational refund plan.
* Scholarship program.
* Medical, dental and vision benefits plans.
* Group life insurance.
* Student and parent loan program.
* Fitness center.
* Group discounts on: car, home, long-term care, pet insurance, home security, auto services and purchasing, mortgage and home equity loans, and legal services.
* Health services.
* Lunch n' Learn educational seminars.
* Accommodations for nursing mothers.
* Company store.
* Credit union.
* Employee Assistance Program (EAP)
* Cultural program discounts.
* Multiple services customized to needs at each location (on-site package shipping, film developing, prescription delivery, dry cleaning, take-home meals, ATM machines, hair salon, shoeshine facilities, and more services, depending on location).
A “human resource category” (for example, consultant, programmer, etc.) is a way of classifying
skills that is useful in matching resource requirements to particular people when developing the
human resource plan for a project. The Human resource plan contains for each human resource
category, information such as:
•
•
•
•
The number of staff required.
Costing information and assumptions.
When the staff are needed and for how long.
Any special skills required over and above those that people in the category would
normally be expected to have, as well as the required level of proficiency and the relative
importance of these skills.
•
Training requirements needed specifically for the project, for example in a new
technology.
Office and materiel requirements
Plans for team-building activities.(Motivation management)
•
•
The following column shows a sample portion of the Human resource plan for a project.
o Human resource category
o Number of staff
o Cost assumptions
o When needed
o Till what date the staff is needed
o Special skills, if any
o Special needs, if any
o Training needs, if any
o Office and material equipment
The Human resource plan supports staff planning, staff acquisition, allocating resources to staff,
and supervising project specific training activities. A summary Human resource plan is created
for the entire project and managed by the project manager.
The formality with which the Human resource plan is created and documented is a reflection of
the size and complexity of the project. Typically, small projects do not require a formal plan. On
the other hand, large, multiyear, multilevel projects with many participants may require multiple
formal plans. The HRM plan is based on the project schedule.
The Project management schedule includes a summary of the effort by human resource
category (expressed in person hours, person days, etc.) that will be required to perform defined
work units, as well as the time frames during which the work units will be performed. For
example, the Project management schedule might indicate that 2000 hours of application
programmer skills are needed between 2 February and 31 December.
The Human resource plan uses the requirement for human resources to develop a plan for staff
acquisition. There is usually iteration between the development of the Project management
schedule and the Human resource plan as “reality” is applied during development of the Human
resource plan during the different phases of the project. For example, for a very large project, it
may be known that it is impossible to obtain the 200 programmers specified in the Project
management schedule during a particular time period. Therefore, the Project management
schedule will need to be changed to reflect this.
GE is a services, technology and manufacturing company operating in more than 100 countries and employs 313,000 people worldwide. Thomas Edison established Edison Electric Light Company in 1878. Edison’s company later formed a merger with Thomson-Houston Electric Company in 1882, giving birth to General Electric Company. GE is among the largest and most diversified industrial corporations in the world (Blacconiere and Hopkins, 2002).
One major challenge to the HRD process of General Electric surfaced when the company was in a period of massive downsizing and delayering. Downsizing and Delayering mean that many employees need to be trained to take on expanded responsibilities as organizations have created internal environments of ‘doing more with less’. HRD must be an out growth of the organization’s overall strategy. Today, training must be tailored to fit the organization’s strategy and structure. When strategy changes, training and development have to change and equip employees with the Knowledge, Skills and Abilities necessary to meet new demands.
When Jack Welch took over GE, he started to abolish most of the bureaucratic structure of the company. He stripped out layer after layer of management and making nearly a quarter of GE’s workforce redundant in a matter of a few years. Welch wanted a much leaner and flexible organization which concentrated on its core strengths and markets and could respond quickly to new events. Welch delayering of the organizational hierarchy has caused tension and unrest among the managers and employees. Delayering has negative effects on employee motivation. Because of delayering many employees and managers lost their jobs. The initial result was chaotic. The employees were suspicious of Welch’s strategies. Motivation is an important factor in human resource development. Because HRD aims to develop, train and educate employees to fulfill their present jobs and be prepared for future assignments, the lack of motivation affects the success of the training programs.
In order to counter the negative effects of downsizing and delayering, the top management led by the CEO showed the managers and employees that it is dedicated to employee development and career advancement. Several strategies were implemented to ensure that the employees are properly trained and given opportunities for development and career advancement. According to Witzel (2003), GE invested heavily on employee training. By 1998 the training center had trained over 15,000 managers. Welch set up an in-house management training center in New York and personally oversaw its development. He put in personal appearance during almost every programme and spoke to the managers involved. By some estimates, GE spends half a billion dollars a year on training, making it one of the largest investors in management in the USA (308). The top management shows dedication to training and development. This has countered the employee insecurity that was produced by delayering. The employees are given opportunities to upgrade their skills and knowledge. Let us look at the various strategies that GE employed to ensure human resource development.
Salem Communications was founded by Stuart Epperson and Edward Atsinger III and, unlike many Christian broadcasters, is a for-profit corporation.[2] Also unlike their non-profit counterparts, Salem stations transmit high-powered signals in commercial radio bands.
Salem's CFO approximates that the company's income is as follows:
* 50% Teaching and talk stations
* 25% Christian contemporary music stations
* 15% Secular news/talk stations
* 10% Magazines and websites
The increasing trend of globalization in the past two decades has moved companies outside their domestic operation into the international markets. This dramatic change in international businesses require dynamic workforce, as such, challenge managers, face complex issues of managing people to gain or sustain a competitive advantage. Some of key issues need heed. There will be more human resource activities involved in international operations than that in the domestic context. A broader perspective is required to manage people not only from home countries, but also from host countries and even from the third countries.
Philip Morris USA is one of the core operating companies of Philip Morris Companies Inc., the world's largest producer of consumer-packaged goods with annual revenues of over $80.4 billion. Philip Morris USA is a fortune 500 company, produces and markets some of the worlds’ most recognized and best selling brands in 76 domestic USA markets.
PTC is a subsidiary of British American tobacco (BAT) group, which is the second largest international tobacco group and has its business in 180 countries all over the world. BAT holds 94% shares in PTC. Pakistan Tobacco Company was the first multinational to set up its business in 1947 in Pakistan. It took over business from Imperial Tobacco Company that was operating since 1929.
The is limited to comparison of HR practices of Philip Morris USA with PTC in general and Recruitment, Selection and Performance Management in particular. A detailed analysis of the HR practices of both the companies has been conducted by the group to highlight the salient features of the HR policies practiced by both the organizations.
Human Resource in Philip Morris USA aims to attract, develop and retain the most talented people around the world. The purpose of HR is to help shape the culture of this dynamic business, creating an environment that emphasizes and rewards performance, whilst supporting learning and development.
The success of Philip Morris comes from their strong HR policies. The key strength comes from the diverse array of talented people at Philip Morris U.S.A. Employees range from world-class engineers and researchers to highly trained manufacturing specialists to experts in sales, marketing, finance, communications and human resources. Company has enjoyed a low turnover of employees, including their unionized plant specialists, many of whom have spent their entire careers working for PM USA and whose diverse abilities have helped PM USA remain competitive and successful.
Philip Morris strives to fulfill investor and other stakeholders’ needs including their customers, employees and the communities in which they operate. Philip Morris Company focuses on hiring the best people, producing the highest quality products, committing to continued improvement and execution of objectives with excellence, combined with a history of corporate philanthropy and giving back to the communities where they live and work to help them grow and prosper.
Philip Morris has established a Philip Morris Employee Community Fund (PMECF) in response to their employees' desire to be more actively involved in the communities where they live and work.
The PMECF, created in 2000, is a nonprofit organization that is managed and administered by Philip Morris employees in Cabarrus County, North Carolina and Richmond, Virginia. One hundred percent of every employee dollar contributed to the Fund goes directly to support local nonprofit organizations.
The importance placed on human resource functions can be made clear by the following quote by Hamish Maxwell, Former Chairman and CEO of Philip Morris:
“Philip Morris is a results-oriented and a people sensitive company. Our senior human resource executive report to me, is a member of the Corporate Planning Committee, and is actively involved in setting the strategic direction of the business. With the size and complexity of the company increased as a result of the recent acquisition of Kraft, strategic planning has and must continue to take the impact of people management issues into account. I expect that this role will strengthen.”
Societal Objectives:
Legal Compliance:
Philip Morris recognizes that they manufacture and market a product that is addictive and causes serious diseases, and that there is intense scrutiny of what they do and of the way they do it.
This commitment to societal responsibility is not intended to distract from the fact that Philip Morris is a tobacco company. Rather, it's what their employees, shareholders, regulators, customers and society at large expect from them - particularly from a tobacco company. And it follows logically from their core values that Philip Morris:
· Listen to society's concerns about their products, seek common ground with their critics and implement real solutions
· Acknowledge and embrace their role as a responsible citizen and an active member of the community
· Are open and transparent with the stakeholders and society as a whole
· Act with integrity, respect, trust and collaborative spirit
· Follow the spirit and the letter of the laws, regulations and policies governing their business
These values guide not only the day-to-day operations of the company, but also the way they do business and interact with the world outside their offices, both locally and globally.
Benefits:
Philip Morris USA is known for the extensive benefits it provides to its workers.
Money magazine rates Philip Morris as #1 in benefits for the second consecutive year.
• Annual bonus opportunity
• Company vehicle
• Highly competitive benefits package including: medical, dental, vision and life insurance, retirement plan, educational refund assistance, paid vacation days, family and work life balance benefits and profit sharing plan.
The Philip Morris USA work/life initiatives are focused on dependent (child/elder) care support and employee services. While no set of company-wide programs could address the full range of individual situations existing throughout the organization, the following portfolio of work/life related programs is available:
Consultation and referral information is provided for:
* Everyday residence issues (remodeling, repairs, house-sitting, etc.).
* Legal matters.
* Financial issues.
* Education and schooling.
* Parent and child care.
* Resources for seniors and elder-care issues.
* Disability and accessibility.
* Emergency dependent-care reimbursement.
* Adoption assistance.
Additional employee benefits may include:
* Flextime around core hours.
* Paid time off for dependent care.
* Educational refund plan.
* Scholarship program.
* Medical, dental and vision benefits plans.
* Group life insurance.
* Student and parent loan program.
* Fitness center.
* Group discounts on: car, home, long-term care, pet insurance, home security, auto services and purchasing, mortgage and home equity loans, and legal services.
* Health services.
* Lunch n' Learn educational seminars.
* Accommodations for nursing mothers.
* Company store.
* Credit union.
* Employee Assistance Program (EAP)
* Cultural program discounts.
* Multiple services customized to needs at each location (on-site package shipping, film developing, prescription delivery, dry cleaning, take-home meals, ATM machines, hair salon, shoeshine facilities, and more services, depending on location).
A “human resource category” (for example, consultant, programmer, etc.) is a way of classifying
skills that is useful in matching resource requirements to particular people when developing the
human resource plan for a project. The Human resource plan contains for each human resource
category, information such as:
•
•
•
•
The number of staff required.
Costing information and assumptions.
When the staff are needed and for how long.
Any special skills required over and above those that people in the category would
normally be expected to have, as well as the required level of proficiency and the relative
importance of these skills.
•
Training requirements needed specifically for the project, for example in a new
technology.
Office and materiel requirements
Plans for team-building activities.(Motivation management)
•
•
The following column shows a sample portion of the Human resource plan for a project.
o Human resource category
o Number of staff
o Cost assumptions
o When needed
o Till what date the staff is needed
o Special skills, if any
o Special needs, if any
o Training needs, if any
o Office and material equipment
The Human resource plan supports staff planning, staff acquisition, allocating resources to staff,
and supervising project specific training activities. A summary Human resource plan is created
for the entire project and managed by the project manager.
The formality with which the Human resource plan is created and documented is a reflection of
the size and complexity of the project. Typically, small projects do not require a formal plan. On
the other hand, large, multiyear, multilevel projects with many participants may require multiple
formal plans. The HRM plan is based on the project schedule.
The Project management schedule includes a summary of the effort by human resource
category (expressed in person hours, person days, etc.) that will be required to perform defined
work units, as well as the time frames during which the work units will be performed. For
example, the Project management schedule might indicate that 2000 hours of application
programmer skills are needed between 2 February and 31 December.
The Human resource plan uses the requirement for human resources to develop a plan for staff
acquisition. There is usually iteration between the development of the Project management
schedule and the Human resource plan as “reality” is applied during development of the Human
resource plan during the different phases of the project. For example, for a very large project, it
may be known that it is impossible to obtain the 200 programmers specified in the Project
management schedule during a particular time period. Therefore, the Project management
schedule will need to be changed to reflect this.
GE is a services, technology and manufacturing company operating in more than 100 countries and employs 313,000 people worldwide. Thomas Edison established Edison Electric Light Company in 1878. Edison’s company later formed a merger with Thomson-Houston Electric Company in 1882, giving birth to General Electric Company. GE is among the largest and most diversified industrial corporations in the world (Blacconiere and Hopkins, 2002).
One major challenge to the HRD process of General Electric surfaced when the company was in a period of massive downsizing and delayering. Downsizing and Delayering mean that many employees need to be trained to take on expanded responsibilities as organizations have created internal environments of ‘doing more with less’. HRD must be an out growth of the organization’s overall strategy. Today, training must be tailored to fit the organization’s strategy and structure. When strategy changes, training and development have to change and equip employees with the Knowledge, Skills and Abilities necessary to meet new demands.
When Jack Welch took over GE, he started to abolish most of the bureaucratic structure of the company. He stripped out layer after layer of management and making nearly a quarter of GE’s workforce redundant in a matter of a few years. Welch wanted a much leaner and flexible organization which concentrated on its core strengths and markets and could respond quickly to new events. Welch delayering of the organizational hierarchy has caused tension and unrest among the managers and employees. Delayering has negative effects on employee motivation. Because of delayering many employees and managers lost their jobs. The initial result was chaotic. The employees were suspicious of Welch’s strategies. Motivation is an important factor in human resource development. Because HRD aims to develop, train and educate employees to fulfill their present jobs and be prepared for future assignments, the lack of motivation affects the success of the training programs.
In order to counter the negative effects of downsizing and delayering, the top management led by the CEO showed the managers and employees that it is dedicated to employee development and career advancement. Several strategies were implemented to ensure that the employees are properly trained and given opportunities for development and career advancement. According to Witzel (2003), GE invested heavily on employee training. By 1998 the training center had trained over 15,000 managers. Welch set up an in-house management training center in New York and personally oversaw its development. He put in personal appearance during almost every programme and spoke to the managers involved. By some estimates, GE spends half a billion dollars a year on training, making it one of the largest investors in management in the USA (308). The top management shows dedication to training and development. This has countered the employee insecurity that was produced by delayering. The employees are given opportunities to upgrade their skills and knowledge. Let us look at the various strategies that GE employed to ensure human resource development.
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