Wal-Mart are aware of this and so by examining Wal-Marts practices using the 'best fit' perceptive will give a better understanding as to why they have adopted their various practices by linking them to their key organisational strategy and will also help to explain their stance on unionisation.
The 'best fit' school (Boxell & Purcell (2000), covers a range of ideas, perspectives and models that are based on the practice of fitting HR Strategy into the organisations surroundings.
This school has been broken into two groups identified by Baird and Meshoulam (1988). The 'external fit' deals with integration with the organisation competitive strategy and 'internal fit' which concentrates on the idea of using a combination of factors that should work together forming consistency within HRM.
Miles and Snow (1994) developed an 'external fit' framework which linked HR Strategies to competitive strategy. They defined three types of strategic behaviour and I would suggest Wal-Mart are 'analyzers' (A mix of prospectors and defenders). They concern themselves with innovation (Wal-Mart were one of the first organisation to use stock-based-ordering and have the largest organisation IT system in the retail world) and succeed through new market opportunities (Wal-Mart aim to enter a new country every financial year) like 'Prospectors' while still maintaining a core base (Wal-Mart brand), a trait of 'Defenders'. In terms of HR 'analysers' are concerned with recruitment as well
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