Organization resource management

Organization resource managementThe organization resource management may be defined as the composition of hatful and tools in any organisation for the attainment of the organisational goals. The organisation resource management in star bucks company has achieved bang-uper heights by planning, organising and controlling the resources in stock(predicate) within the organisation to achieve its goals. Starbucks is one of the best known and fastest growing companies in the world. Set up in 1971, in Seattle, the company grew tardily initially, but expanded rapidly in the late 1980s and the 1990s. By the early 2000s, the look of outlets reached to about 3000 from 9000 outlets . It was widely believed that the companys success and rapid growth could be attributed largely to its committed and motivated workforce. This ensured that employees remained motivated, and Starbucks had a relatively low employee turnoverHowever, in the early 2000s, the company faced the challenge of finding and r etaining the pay number and kind of employees to man its future growth. In January 2005, when Starbucks Coffee Company (Starbucks) was placed second among large companies in the Fortune Best Companies to Work For survey disrespect the fact that employees, especially those on the frontline, are critical to the success of retail businesses, most companies do not have a strong relationship with their employees, and thus suffer from a spunky rate of employee turnover (In the early 2000s, employee turnover in the retail industry was around 200 percent). In this scenario, Starbucks stood out for its employee-friendly policies and verifying work culture. The company was especially noted for the extension of its benefits program to part-time workers something that not many other companies offered. As a result, Starbucks employees were among the most productive in the industry and the company had a relatively low employee turnover. However, by the early 2000s, three possible problems had to be considered would the company be able to support its module with the same level of benefits in the future, given the large increase in the number of employees would the company be able to retain employees if it made any spark off to lower its human resource be by cutting down on benefits and would Starbucks be able to maintain its small company culture, an important gene in its past growth. Starbucks realized early on that motivated and committed human resources were the key to the success of a retail business. Therefore the company took great care in selecting the right kind of people and made an effort to retain them. Starbucks recruitment motto was To have the right people hiring the right people. Starbucks leased people for qualities like adaptability, dependability and the ability to work in a team. The company often stated the qualities that it looked for in employees upfront in its job postings, which allowed future employees to self-select themselves to a cer tain extent. Having selected the right kind of people, Starbucks invested in training them in the skills they would require to carry out their jobs efficiently. Starbucks was one of the few retail companies to invest considerably in employee training and provide comprehensive training to all classes of employees, including part-timersAnalysts said that Starbucks biggest challenge in the early 2000s would be to ensure that the companys image as a arrogant employer survived its rapid expansion program, and to find the right kind of people in the right numbers to support these expansion plans. Considering the rate at which the company was expanding, analysts wondered whether Starbucks would be able to retain its spirit even when it doubled or tripled its size. By the early 2000s, the company began to show signs that its generous policies and high human resource costs were reflecting on its financial strength. Although the company did not reveal the amount it spent on employees, it s aid that it spent more than on them than it did on advertising, which stood at $68.3 meg in fiscal 2004. That the company was finding its human resource costs burdensome was reflected in the fact that it effected an increase of 11 cents on its crapulence prices in mid-2004. Analysts wondered whether the companys cost problems could be met by a price increase, as customers already paid a premium for Starbucks beverages. On the other hand, it would not be easy for the company to cut down on benefits, as it could result in a major morale problem within the company.A strategic HR plan lays out the steps that an organization will take to ensure that it has the right number of employees with the right skills in the right places at the right times. HR managers begin by analyzing the companys mission, objectives, and strategies. Starbucks objectives, for example, include the desire to develop enthusiastically satisfied customers as healthful as to foster an environment in which employe es speak both customers and each other with respect. Thus, the firms HR managers look for people who are adaptable, self-motivated, passionate, creative team membersJob AnalysisTo develop an HR plan, HR managers must(prenominal) obviously be knowledgeable about the jobs that the organization needs performed. They organize information about a given job by performing a job analysis job analysis Identification of the tasks, responsibilities, and skills of a job, as well as the knowledge and abilities needed to perform it. to identify the tasks, responsibilities, and skills that it entails, as well as the knowledge and abilities needed to perform it. Managers also use the information collected for the job analysis to prepare two documentsA job description job description Outline of the duties and responsibilities of a position., which lists the duties and responsibilities of a positionA job specificationjob specificationDetailed list of the qualifications needed to perform a job, inc luding required skills, knowledge, and abilities., which lists the qualificationsskills, knowledge, and abilitiesneeded to perform the jobTraining Regular training to the stuff was the most important key to the success of the company the employees were on a regular knowledge of the a la mode(p) equipments used in the company. The company spends loads of sum on training of employees. This Mkes the employees more efficient and effective in their tasks. Advantages of training Staff become more competent at their jobs Staff become moer flexible Staff motivation increases Increased productivity Changes become easier to introduce Fewer accidents The organisations image improves eg when dealing with customers trim waste Disadvantages of training Once fully trained, staff may leave for better paid jobs Financial cost of training may be high Work time is lost when staff are being trained Quality of training must be high for it to have a overconfident effect