netrashetty
Netra Shetty
<h2>Human Resource Management of Yum! Brands, Inc</h2>
Yum! Brands, Inc. (NYSE: YUM) or Yum! is an United States-based Fortune 500 corporation. Yum! operates or licenses Taco Bell, Kentucky Fried Chicken, Pizza Hut, Wingstreet, and Long John Silver's restaurants worldwide, and A&W Restaurants (excluding A&W in Canada).
Based in Louisville, Kentucky, it is the world's largest fast food restaurant company in terms of system units—nearly 37,000 restaurants around the world in more than 110 countries and territories.[3] In 2009, Yum!'s global sales totaled nearly US$11 billion.
3.COMPLEXITY
Please indicate the nature and diversity of work performed as well as the level of judgement and analysis necessary to resolve problems encountered.
Where Work is:
Routine with detailed rules or procedures
Standardized and governed by procedures, instructions, and standard practices
Diversified, requiring judgement in applying established practices and procedures
Governed by broad instructions, objectives and policies. Requires considerable judgement in developing approaches and techniques
Varied and requires analysis of major University issues and problems
Please provide two examples for the diversity of Job:
3. INDEPENDENCE OR LATITUDE
Please indicate the typical level of independence in organizing and prioritizing the work of this position.
Where Assignments Are:
Are planned and scheduled by others
Take individual initiative in planning and performing work each day
Take individual initiative in planning and performing for weeks at a time
Take individual initiative in planning and performing for months at a time
4. IMPACT
Please indicate the organization level affected by decisions made in this position
Decisions typically Impact:
Only this position
The immediate work group
Multiple work groups
An entire function or a sizable unit
Multiple functions or multiple large units
5. SCOPE
Assume in answering that all normal care and judgment are exercised, and that normal work guidelines and rules are allowed.
Errors cause delays or affect:
Specific to this position
The work of others in the position’s immediate work group
A number of work groups
Multiple functions and/or multiple large units
An entire function of a sizable unit
Provide example(s) of errors that could have or did occur, & their impact, if possible.
6. PERSONAL INTERACTION
How often would a person in this position have recurring contact with any of the following groups or levels and the nature of these contacts?
Department, Division Group or organizationFrequency (frequently, occasionally)Purpose.
Board of Directors
Rector.
Project Director
Head of The Dept
Coordinator
Please indicate what role or responsibility this position has for working in and/or with teams (check all that apply)
Works individually and is self-sufficient
Frequently works with others in a cooperative, collaborative manner
Works routinely requires team work and cooperation with individuals and groups
Briefly describe how and why you work with teams:
7. COMMUNICATION
Review the list of communication skills provided below and check the boxes that best describe the communication skills required to perform this job.
A. Interpersonal Communication.
OccasionallyRegularly
One-on-One communication
Participate in meetings
Conduct meetings or lead group discussions
Conduct training sessions
Make formal presentations/public speaking
Advise, consult, provide counsel
Persuade, negotiate, influence
Other___________________________
B. Written Communication.
OccasionallyRegularly
General correspondence/letters/memoranda
Proposals/Requests for proposals
Procedures/manuals/guidelines
Reports
Make formal presentations/public speaking
Articles
Manuscripts
The involvement of Human Resource department in the earlier phases of the International market expansion increases the possibility of success. According to a study by Schmidt (2001) the top five capabilities provided by an ideal HR includes the capability to analyse other company quickly, possessing basic knowledge of international expansion (and general business) and integration, provision of valuable advices linked with employee sensitivities and attitudes, ability to motivate and retain critically required talent and skills of planning and leading difficult integration projects. International market expansion provides HR with the opportunity to show its strategic importance where the skills of HR professionals can be utilised to demonstrate the difference they can make in success and failure of International market. If HR proves to be of value in International market expansion, not only the entire profession is strengthened but HR professionals have chances of occupying key advisers positions to the people responsible for making the vital decisions. (Schmidt, 2001)
The challenges involved in the implementation differ according to the strategic reasons that underlie the globalisation. With respect to HR issues, an important intervention is stabilising the workforce. The impotent factors for the success of globalisation include a transaction that has been undertaken for strategic reasons, a purchase price of a merger or an acquisition reflecting not only the inherent value of a target business but also its value to the buying or merging firm, and effect implementation. Even if a "reasonable" purchase price and sound strategic reasons are present, International market expansion may not succeed if the merging organisations are not effectively combined in the post-deal phase due to the challenges and difficulties of implementation (Schweiger et al., 1993).
Poor mergers are often a result of HRM and organisational problems. The most common problems are linked with the difficulty in integrating cultures and systems, fall-off in quality, poor motivation, loss of key personnel and customers, and reduced focus on long term objectives. In absence of positive input from employees, mergers cannot realise their full potential; therefore, maintaining the workforce stability throughout a merger is important.
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