沃尔玛人力资源管理战略研究--悉尼Assignment代写范文

悉尼Assignment代写范文:“沃尔玛人力资源管理战略研究”，这篇论文主要描述的是沃尔玛百货有限公司是一间由美国山姆沃尔顿成立的跨国零售公司，在数十年的发展过程中，沃尔玛已经成为了世界上最大的零售连锁企业，沃尔玛在零售行业竞争的成功很大程度可以归结于人力资源管理的成功，沃尔玛坚持留住人才的管理理念，为员工提供各种人性化福利。

Introduction

Wal-Mart Stores, Inc. is an American multinational retail corporation founded by Sam Walton, who is known as the legend of American retail industry, in Arkansas since 1962.Through more than 40 years of development, Wal-Mart Company now has become the largest private owner of America and the world’s largest chain retail enterprises. And it is the world’s top 500 enterprises for now. The company opened over 6600 stores worldwide, hired over 1.8 million employees and distributed in 14 countries around the world.Nowadays there are 175 million people shopping in the Wal-Mart each week.

The history of development

In 1991, Wal-Mart’s annual sales reached 40 billion US dollars and this made it become one of the world’s large retail enterprises. According to the Fortune Magazine published in May 1994, Wal-Mart’s annual sales in 1993 reached up to 67.34 billion dollars, increased 11.8 billion than the previous year. This made the company exceed Sears, becoming the top company in American retail industry. Then Wal-Mart’s sales kept a high speed in growing in 1995, and created a world record in retail industry. Its annual sales came to 93.6 billion dollars and the company became the fourth largest company in America. In fact, Wal-Mart's annual sales are equivalent to the sum of all the department stores in the United States and still maintained a strong momentum of growth. Up to now Wal-Mart have 2,133 Wal-Mart markets,469 Sam’s clubs and 248 Wal-Mart super centers.The company also spread its business to Mexico, Canada, Puerto Rico, Brazil, Argentina, South Africa, China, Indonesia and etc. And according to the Fortune magazine which published in 2007, Wal-Mart’s annual revenue (351.139 billion dollars) exceeded Exxon Mobil and became the first in the list of the world’s top 500 enterprises. In just a few decades Wal-Mart has such a rapid development that makes the company become a miracle in retail industry.

An organization cannot operate well without human resource management strategies (Ulrich, 1996). Wal-Mart as such a successful organization, it must have its well-designed human resource management strategies to help the company grow so fast and become a worldwide well-known company. This essay will mainly focus on analyzing the HRM strategies of Wal-Mart to show how they make influence on Wal-Mart’s success. And how the global and national economy plays role in the strategic HRM of Wal-Mart will be alsodiscussed.

As Jonathan E. DeGraff said, competition in retail industry can be concluded to the competition of human resources (Jonathan E, 2010). Wal-Mart’s most unique advantage is its employees’ dedication and team spirit. Sam Walton and his successors deeply emphasized the importance of employees to Wal-Mart. They are regard as the company’s greatest wealth (Donald, 2005). Wal-Mart human resources strategies can be summed up as three aspects: retain talents, develop talents and attract talents. These three parts will be detailed discussed and analyzed below in three segments.

Retain talents

Wal-Mart is committed to provide each employee with a good and harmonious working atmosphere, thoroughC&B plan and broad space for career development. The company has formed a whole set of unique policies and systems about this part.

Partner policies

In Wal-Mart’s terms, the company employees are not just employees, they are referred to as "partner". The concept of this specific policyis embodied in the three planswhich complement each other. They are profit sharing plan, employee stock purchase plan and incentive plan. In 1971, Wal-Mart launched a profit sharing plan that all employees are participated in. Every employee who has worked for Wal-Mart over 2 years and over 1000 hours per year of working time is eligible to share the company annual profits. By the 90 s, the plan has givenabout $1.8 billion in sharing. (Donald, 2005) This plan highly increased employees’ working enthusiasm. After that, Sam launched the employee stock purchase plan which let employees buy the company shares at price thatis 15% below the market value through payroll deductions. (Donald, 2005) This plan make employees’ benefits directly link to the company’s interests, achieving a real sense of "partnership". The company also introduced a lot of bonus plans. The most successful one is the incentive plan of controlling wastage. If a shop is able to maintain the wastage within the stated goals of company, each employee in this store can earn bonus which is up to $200(Donald, 2005).This plan well embodies the principle of partnership, and also greatly reduces the company's wastage rate so that the company can save much operating costs.

At Wal-Mart, there also has a good partnership between managers and employees. The buttons on managers’ uniform inscribed with the words "we care about our employees".Managers must treat employees kindly with respect and appreciation, take care for them, carefully listen to their opinions and sincerely help themdevelop themselves(Donald, 2005).Anyhow, partnershipis reflected everywhere within Wal-Mart. It bonds Wal-Mart together as a whole.

Open-door policy

Wal-Mart attaches importance to the communication of information. Therefore the company puts forward and carriesthrough the open-door policy. The employees can communicate with all managers and even the CEO in any forms when have ideas or suggestion about the company. And don't have to worry about getting revenge. If any person in management levelmake retaliation against the open-door policy, he or she will suffer severe disciplinary action or been dismissed(Donald, 2005).This policy fully ensures the participation rights of employees. Wal-Mart has laid a solid foundationon its informationcommunicationofhuman resource management by using this policy.

Wal-Martuses various forms of communication withits employees, no matter in a big scale annual general meeting of shareholders or simple telephone talks. The company spends hundreds of millions of dollars on the computer and satellite communications costsevery year.

Wal-Mart is the earliest enterprise implemented sharing information with employees in retail industry. Awarding participationrights to employees and sharing the company's information are continuously upgraded the operating principles of the whole company. Share information and responsibility is also the core of the partnership. Only if the employees fully understand the business progress of the company, they would produce the sense of responsibility and participation. Only if the employees are aware of their importance to the company, they would try to get better performance (Towers, 2007).

“Public servant” leadership

Within Wal-Mart, relationship between leaders and employees is like an inverted pyramid. Leaders are at the lowest level, employees are in the middle as the cornerstone and the customers are always attop. Employees serve the customers and leaders serve the employees as the employee's "public servants". To all leaders working for Wal-Mart, Sam Walton said, "if you want to have successful career, you must make your employees feel that you are working for them, rather than work for you." (Walton, 1996) Public servantsnever order people behind a desk, but they use the "walking around" management. Management layers go outside office and directly communicate with employees (Lussier&Achua, 2010). This policy can make the managers find theproblems that happen in the company much earlier and solve them timely before the problems get harder.

At Wal-Mart, every employee wears a name tag whichis printed "OUR PEOPLE MAKE DIFFERENCE" on it. And there is only the employee’s name on that tag, no position is shown including the CEO(Donald, 2005).Inside the company everyone is equal and all can be a first-name basis, which will help to build a warm and friendly working atmosphere, providing a pleasant working environment for staff.

In addition there is an exit interview system operating in Wal-Mart that can ensure every employeeget the chance to communicate with the company's management layer, so that the real reason for them to leave the company can be understood and analyzed. It is very useful for the company in improving its human resource strategy. Implementation of the policy of retaining talentsin Wal-Mart not only decreases the employee turnover rate to a minimum level, even the exit employeeswill still be customers of Wal-Mart.

Develop talents

Wal-Mart’s managers understood the importance of talents to achieve success after a long period of practice. To strengthen the education and training of employees is an important way toenhance the quality of talents(Patrick, 2000).Therefore, Wal-Mart decides to make an employee developing system as the first priority to do in its HRM strategies.

Establish a lifelong training mechanism

Wal-Mart established a set of effective training mechanism and put a lot of money to keep it operating. Every international branch must makean annual training plan with the head office of the international department each year. Training program is divided into pre-job training, promotion training, transfer training, global best practice of communication training and a variety of special training. In each training project includes 30 days, 60 days and 90 days for review training to strengthen training results(Donald, 2005).Such a thorough training system can make employees adapt to work faster and integrate into the work environment better. And it can result in better work efficiency(Derek, Laura and Stephen, 2004).More importantly,Wal-Mart according to different employees’ potential to train management personnel’s leadership and management skills for making them become the backbone of the Wal-Mart.Gathera group of people who have high ability to operate the organization can lead the company to success (William and Kazanas, 2004). In addition, Wal-Mart alsohas a unique style to improve the business ability of its branch managers. Wal-Mart’s top management is not directly to guide branch managers how to run business, insteadthey letthem study from the market and other branches(Donald, 2005). To do this, branch managers must clearly understand the local market and take others’ successful experience. They must think all the problems and practice running the branch by themselves. They are controlling their own destiny to be successful or failing.Experience always comes faster from self-fulfillment (Alan, 2009).And business is based on experience. This is the reason why Wal-Mart can open so many successful branches around the world.

Attach great importance to learning eagerness and sense of responsibility

Sam Walton admires people who work hard and treat others friendly(Walton, 1996). Therefore Wal-Mart pays attention to people’s work ability and team work spirit in choosing employees, not rely on their education background. In general retail firms, employee who has no more than 10 years’ work experience won't be promoted to a manager. In Wal-Mart, after six months of training, if the employee performs well and has the ability of management and sales, the company will give him/herthe opportunity to be the assistant manager assisting in the new store. And if the job is well done, he/she will have the opportunity to become a branch manager (Donald, 2005).This strategy makes each employee get an equal chance to face their career, whether get promotion is only depend on your own ability and endeavor.

Internal promotion system

Wal-Mart hopes to get the most out of employees’ potential and enrich work content for employees.The company always consider about internal employees first if decide to promote someone to be a manager(Donald, 2005).This strategy creates an environment that encourages the internal employees keep working hard because it can definitely result inpromotion. The human resources department regularly evaluates each employee’s performance and makes face to face communication with them. Evaluation content includes the work attitude, enthusiasm, initiative, work efficiency, professional knowledge, strengths and what needs to be improved (Donald, 2005).This system can provide much information to judge whether the employee actually has the ability to be promoted. And the employees can also make an improvement plan themselves by checking the evaluation report.

The second strategy (develop talents) used by Wal-Mart can be concluded to discover the talents timely and actively creating conditions to stimulatethe max potential of talents.

Attract talents

Except for promoting the existing outstanding talentsfrom internal, Wal-Mart began to introduce advanced talents timely from external as the fresh blood for the company. This strategy can enrich the stock of human resource of the company.

When hiring employees, Wal-Mart never minds their race, age, gender, region andreligion.This means Wal-Mart provides an equal employment opportunity for everyone. Since 1998, Wal-Mart began a plan which mainly focus on attracting highly-educated people to be the managers of Wal-Mart, which was called “CAREER TALK” (career development lectures)held in colleges and universities.This plan attracted a large number of excellent graduates these years. After a long time of training, they will be sent to the most suitable jobs working for Wal-Mart(Donald, 2005).This strategy greatly eases the pressure of the demand for talentscaused by the company's fast business expansion.

Global and national economy factors to SHRM

National economy

Wal-Mart started its business in America in 1962. At that time,America is having a rapid economic growth through its fast industrial development. People have more spare money to use. And in American consumption concept, people would like to use their spare money if they have to buy the goods that can fulfill their living needs, not just savingfor future (D'Orlandoand Sanfilippo,2010).So the chance for retail industry has come, more and more people started throwing themselves into doing this business. And especially, the discount shops became a trend. At first, Sam Walton was just running a small variety store and the employees are his family members. Then he seized the opportunity brought bythe trend and opened his first Wal-Mart store. But because of the huge market, there are too many competitors. In this kind of economy environment, if Wal-Mart wants to expand its business, it must pay more attention to talents than other competitors. The one who has more talented staff will finally be outstanding in the business competition (Edward, Helen and Beth, 2001).The war for talent began in retail industry in America. Strategic human resource management is designed to help companies best meet the needs of their employees while promoting company goals (Derek, Laura and Stephen, 2004).So the strategic human resource management started becoming much more important to Wal-Mart. And this is moment that Sam Walton started to find the best strategies of human resource management for Wal-Mart. Therefore, it can be said it is the American national economy environment leading the development of Wal-Mart’s strategic human resource management.

Global economy

Globalization is described as the increased pace of economic and cultural interconnectedness between different countries (Alan, Robert, Marian and Jane, 2011). Nowadays globalized company is becoming a world trend. A bigger market can bring more profits to a company(Kotler and Keller, 2012). Of course Wal-Mart would not miss this chance. The company spread its business to the countries outside America. But the problems are also coming followed. The global economy environment is different from the American one. Each country has its own culture and economy environment, and the combination of all the countries established global economy (Moore and David, 2009). Wal-Mart must change its strategic human resource management to meet each country’s different environment. The best way is using the localization strategy. Only knowing well about the local way of treating employees can make the company has competitiveness in the new environment.

Moreover there is a big bomb hidden in the global economy, which is called global finance crisis. When the global finance crisis happens, the globalized company will be influenced and have a huge amount of loss(Alan, Robert, Marian and Jane, 2011). In human resource management perspective, to overcome this pinch, the company must change its strategies to control the human cost. For detailed, the company can lay off some employees that is not very useful for now. And then the saved money can be using on retaining the core employees.

In addition, because of the GFC happened in 2008, which is caused by the American subprime crisis, Wal-Mart was hardly influenced by that. As a company which is based in American economy, Wal-Mart had a huge loss so that its progress of globalization almost stopped. The plan of moving into Australian market was frozen. The reason is obviously, if a company wants to spread its business in a new economy environment, it must attract and hire some local employees who are familiar with this industry. That means the company must use a lot of money to attract outstanding job-hoppers from the local competitors (Conaty and Ram, 2011). Wal-Mart cannot afford such an investment when facing a GFC.  In the strategic human resource management perspective, this can be called a contraction. But once the GFC is over and the company has spare money to invest, the time for restarting the plan will come.

Conclusion

Organization is operated by people, as the CEO of Wal-Mart David Glass said,‘our employees created the Wal-Mart’s value system.’(Donald, 2005) Wal-Marthas a so brilliant history and development prospects, and such success cannot be achieved without its strategies of human resource management. What we can learn from Wal-Mart’s success is to make employees become the main part of the company, respect them, establish a partnership with them, maximize theirpotential and let them fully realize their personal value. It is the way to make the enterprise stand in higher starting point, and have a leap-forward development. Moreover, smoothly changing the strategic human resource management to face different economy is also important for the sustainability of a company.

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