Frito Lay Human Resource Functions When taking a look at Frito Lay, I think the company is on the right track when it comes to human resource function in a workforce environment. It can be very challenging in today’s society. This paper will describe and identify the important HR functions and analyze how I view these other human resources activities as essential for growth in Frito-Lay. We will talk about different functions like recruitment and employee selection, utilization of human capital resources, balancing the needs of the organization with those of the employees and advising organizational leadership on all aspects of human resources. I hope this paper will help you to critique human resources as they relate to both objective and subjective elements of managing human capital and apply effective human resources staffing management techniques as they apply to individual performance.
An organization invests in its employees, hiring talented people, abstracting their efficiency and skills, building and training them into current and future environments, all in part of the investment they imply towards the development of its organization. In the structure of human capital, compensation will be an influence in retaining employees, as so are benefits, in efforts of a continual extended relationship that configures in relational advocacy, respect and ethical conveyance. In consideration of the roles, they are all congruent upon one another, in bringing skilled personnel into an organization, in hopes of retaining them. If it were my organization in which we were discussing, I would make definite improvements toward continual training, with an advocacy group specializing in the needs and progressive wants of my employees. The one organization that comes to mind is Google, they are continually advancing forward, and making the company a habit forming institution, where people find it hard to go home, yet cannot wait to get back; offering free breakfast , lunch dinners, and
Managers and team leaders have a responsibility to be able to recognize the individual characteristics of their employees so that they are able to get the most out of their employees. Managers also need to recognize that differences among people can lead to miscommunication, misunderstanding, and conflict (Robbins & Judge, 2011). An effective manager is a manager that can recognize the individual characteristics of his or her employees and manage a diverse workforce effectively. Many companies have developed diversity programs where their main goal is to increase their competitive advantage and that is by having a diverse employee staff to increase their access to the widest range of ides, skills, and abilities. 1.2 Analyze the impact of individual employee characteristics on organizational performance.
My study will help develop my managerial skills as well as offer alternative training ideas for newly developing managers within my organization. Supervisor-subordinate communication is an important predictor in employee work performance. It is imperative for a supervisor to communicate when attempting to improve employee work performance, trust and morale. Without a solid communication strategy, the supervisor-subordinate relationship will disintegrate and employee performance and productivity will be compromised. According to Miles “Positive relationship communication focuses on supervisors seeking suggestions from subordinates, being interested in them as people, relating with them in a casual manner, and allowing them to contribute input on important decisions.” (Miles, Patrick & King, 1996, p. ) In order to apply this philosophy in real life, I determined how employees in my organization perceive supervisor communication.
What does (a) organizational strategy, (b) flow of work, (c) fairness, and (d) motivating employee behaviors toward organizational objectives, have to do with job evaluation? Address each. (8 marks) Organization strategy and objectives – Job evaluation aligns with the organization’s strategy by including what it is about work that adds value and contributes to pursuing the organization’s strategy and achieving its objectives. Flow of work – Job evaluation supports work flow in two ways: by integrating each job’s pay with its relative contributions to the organization and by setting pay for new, unique or challenging jobs. Fairness – Job evaluation can reduce disputes and grievances over pay differences among jobs by establishing a workable, agreed-upon structure that reduces the role of
First employee motivation is analyzed by applying theories of Herzberg’s “two-factor’s model” and Maslow’s “hierarchy of needs”. Then the “job characteristics model” of Hackman and Oldham will be used to analyze ECCO’s job-design. Finally is the conclusion of my findings. Motivation In the two-factor theory, Herzberg distinguishes between two different types of factors, those who can give an individual the feeling of satisfaction (Motivators) and those that can give the individual a feeling of dissatisfaction (Hygiene factors). The motivators are typically related to intrinsic factors meaning work motivation coming from within a human being.
The workplace is just a smaller part of that society with a professional setting and values should align accordingly. The definition for workplace values according to Romero (2009) is that, “values are the “sacred” core convictions that employees have about how they must behave themselves in the fulfillment of the organization’s mission.” Team “C” will compare and contrast individual values against those of CVS by reflecting upon the company’s plans and actions through: • The examination of the source or sources of the learning team and workplace values and the evolution of said values. • An investigation into the levels of alignment among the organization’s intended values and the reality of the company’s plans and actions. • Distinguishing disparities and presenting an explanation of the learning team values against those of CVS as defined in their plans and actions. Origin and Subsequent Evolution of Values Our learning
FedEx adopted an aggressive training program from competitive wages and profit sharing , bonuses , and a state of the art employee grievience process that are part of the PSP philosophy . by doing all of these things it will reflect positively on the performance of FedEx employees hence the quality of the service they deliver and the satisfaction of the internal customers will reflect also to the satisfaction of the customers with the speed and the quality of the service they are receiving . Another perspective that is being emphasized by FedEx is the system perspective where it focuses on the service side and that the customer becomes more the central in the thinking of the FedEx operation managers. the reason behind adopting this perspective is the aim to fulfil cutomers expectations and keeping them satisfied by delivering on time. Quality management at FedEx compasses all of its operations.
If the company has a mission, culture or strategy it should be followed to the bottom line. The next criteria are validity, this “is the extent to which a measurement tool actually measures what it is intended to measure” (Noe 238). Validity means, does the method in which a performance manager uses, does it work to measure the work being done. The next criteria are reliability, is the consistency of the results; does the employee do the work in a reliable manor. The following criteria is acceptability; this is acceptance from the performance manager.
As a manager not only would I like to be accountable for the acquisition and retention of employees that are directly under my supervision but parts of the metrics also focuses on that as well. By being able to have direct contact throughout the entire process studies have shown that the investment toward human capital has had the greatest gain. By being able to capitalize and be the go to person in setting the training and required job specifications or traits that can create a great assets to you to better complete your department goals would also help establish useful data and experience for future employees. 3.) In general, what do you think are the advantages and limitations of such metrics?