human resource management- Starbucks case study
CONTENTS
1. Introduction
2. Objectives
3. Significance
4. Impact of HRM
5. HRM Shareholders
6. HRM Roles & Responsibilities
7. Shift of Focus on HRM functions
8. Starbucks- Company Profile
9. Leadership Style at Starbucks
10. Factors affecting Starbucks HR Practices
11. HRM Models 11.1. Matching Model 11.2. Harvard Model
12. High Commitment HRM
13. Starbucks & HCHRM 13.1. Job Security 13.2. Selective Hiring 13.3. Training & Dvpt 13.4. Employee Involvement & Info Sharing 13.5. Team Work 13.6. Compensation 13.7. Reduction of Status Differentials
14. Benefits
15. Criticisms
16. Conclusions
17. Referencing
Executive Summary:
Introduction
This project
Definition:
HRM can be defined as practices, policies or methods influencing the behavior, attitudes & performance of the employees. It is a means to contribute to productivity, profitability and other business goals through enhancing and supporting business operations. (Noe R. 2012)
HRM can also be broadly defined as anything and everything associated with the management of employment relationships within the organization. (Redman & Wilkinson, 2006)
Objectives:
PERSONAL
• Creates environment where each employee is encouraged to make the best possible contribution to the effective working of the organization. Starbucks staff are trained and motivated to create the ‘Starbucks experience’ for their customers by providing exceptional customer service
• Promotes efficiency and increased productivity among workers through training, guidance and counseling. Starbucks offers a variety of rich training and development of their staff
• Development of mutual respect, dignity and trust between management and workers through employee relation.
• Enhance employee morale.
• concerned with utilizing human resources optimally
ORGANIZATIONAL
• identify and recognize the role of HRM for overall organizational
1. Introduction
2. Objectives
3. Significance
4. Impact of HRM
5. HRM Shareholders
6. HRM Roles & Responsibilities
7. Shift of Focus on HRM functions
8. Starbucks- Company Profile
9. Leadership Style at Starbucks
10. Factors affecting Starbucks HR Practices
11. HRM Models 11.1. Matching Model 11.2. Harvard Model
12. High Commitment HRM
13. Starbucks & HCHRM 13.1. Job Security 13.2. Selective Hiring 13.3. Training & Dvpt 13.4. Employee Involvement & Info Sharing 13.5. Team Work 13.6. Compensation 13.7. Reduction of Status Differentials
14. Benefits
15. Criticisms
16. Conclusions
17. Referencing
Executive Summary:
Introduction
This project
Definition:
HRM can be defined as practices, policies or methods influencing the behavior, attitudes & performance of the employees. It is a means to contribute to productivity, profitability and other business goals through enhancing and supporting business operations. (Noe R. 2012)
HRM can also be broadly defined as anything and everything associated with the management of employment relationships within the organization. (Redman & Wilkinson, 2006)
Objectives:
PERSONAL
• Creates environment where each employee is encouraged to make the best possible contribution to the effective working of the organization. Starbucks staff are trained and motivated to create the ‘Starbucks experience’ for their customers by providing exceptional customer service
• Promotes efficiency and increased productivity among workers through training, guidance and counseling. Starbucks offers a variety of rich training and development of their staff
• Development of mutual respect, dignity and trust between management and workers through employee relation.
• Enhance employee morale.
• concerned with utilizing human resources optimally
ORGANIZATIONAL
• identify and recognize the role of HRM for overall organizational
References: • Noe, R., R. Hollenback, J., Gerhart, B. and M. Wright, P. 2003. Human Resource Management- Gaining a Competitive Advantage. 4th ed. New York: Mc Graw-Hill/Irwin, p. 8. • Bernardin, H. 2007. Human Resource Management- an Experiential Approach. 4th ed. New York: Mc Graw-Hill/Irwin, p. 191. • Bernardin, H. 2007. HRM- an Experiential Approach. 4th ed. New York: Mc Graw-Hill/Irwin, pp. 284-285. • H. Bates, S. 2003. Business Partners. HR Magazine, Iss. September p. 49. • Hartner, J., Schmidt, F. and Hayes, T. 2002. Business-Unit Level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-analysis. Journal of Applied Psychology, 87 p. 268–79. • Human Resource Executive. 2005. Managing the Handoff. Human Resource Executive, (March 2), p. 18–25. • Lawler, E. 1986. High Involvement Management. Jossey-Bass. • Mobilemarketer.com. 2010. Starbucks is 2010 Mobile Marketer of the Year - Mobile Marketer - Advertising. [online] Available at: http://www.mobilemarketer.com/cms/news/advertising/8140.html [Accessed: 22 Jul 2013]. • News.starbucks.com. 2013. Starbucks Newsroom: Home. [online] Available at: http://news.starbucks.com/news/starbucks+honored+with+most+ethical+company+in+europe+award.html [Accessed: 22 Jul 2013]. • Noe, R., N. 2012. Human resource management. McGraw-Hill Irwin. • Obloja, E. 2011. Starbucks HR Policies and Practices. [online] Available at: http://www.scribd.com/doc/75800799/Starbucks-HR-Policies-and-Practices [Accessed: 22 Jul 2013]. • Pfeffer, J. 1998. The Human Equation: Building Profits by Putting People First.. Harvard Business School Press. • Redman, T. and Wilkinson, A. 2006. Contemporary Human Resource Management. 2nd ed. England p. 7. • Regani, S. 2005. Starbucks ' HR & Growth Policies. [report] Hyderabad: ICMR Center for Management Research. • Starbucks Coffee Company. 2012. Starbucks Coffee Company. [online] Available at: http://www.starbucks.com [Accessed: 22 Jul 2013]. • Starner, T. 2005. Managing the Handoff. Human Resource Executive, (March 2), p. 1 , 18–25. • The Wall Street Journal. 2007. Best Way to Save: Analyze Why Talent Is Going. The Wall Street Journal, (September 24), p. B1.