Strategic HR Management Case Study: HR Planning and Strategic Change for Wal-Mart
STRATEGIC HR MANAGEMENT RESEARCH PAPER OF ALPHA GROUP
(FIRST DRAFT)
HR PLANNING AND STRATEGIC CHANGE FOR WAL-MART
[pic]
Bouffard, Jason
Fiel, Zachary
Kizil, Cevdet
Pimental, Kristen
Swihart, Jason
Southern New Hampshire University
Strategic Human Resource Management – Dr. Annette West
October 29, 2006 CONTENTS
I. Abstract
II. Wal-Mart Employee Selection, Training, and Development
III. Wal-Mart Human Resources Planning
IV. Wal-Mart Performance & Compensation Management
V. Wal-Mart – Strategy & Strategic Changes
VI. Wal-Mart: A Strategic and Financial Summary
VII. Recommendations
VIII. Conclusion
IX. References
I. Abstract
The primary objective of this paper is to examine the Human Resources Planning and Strategic Change for Wal-Mart, the world’s largest retailer. In this context, the authors analyze the employee selection, training and development of the company as well as studying the performance & compensation management, strategy evolution and financial status of the firm. A SWOT Analysis is also included in the authors’ work in order to support their financial research of Wal-Mart. This paper concludes with recommendations and conclusions and the article finds that the business has a huge growth potential and entry to Middle-East markets such as Israel can be taken into consideration. According to the authors, Wal-Mart has the adequate financial strength to take risks on the international markers arena. Additionally, although the company is very well known with its acquisitions strategy, joint ventures and strategic partnerships are also recommended as alternative strategies for the firm by the authors. Finally, despite some unethical issues and concerns about social responsibility, Wal-Mart still seems to be a good buy for the investors who are interested in the company’s stocks.
II. Wal-Mart Employee Selection, Training, and Development
(FIRST DRAFT)
HR PLANNING AND STRATEGIC CHANGE FOR WAL-MART
[pic]
Bouffard, Jason
Fiel, Zachary
Kizil, Cevdet
Pimental, Kristen
Swihart, Jason
Southern New Hampshire University
Strategic Human Resource Management – Dr. Annette West
October 29, 2006 CONTENTS
I. Abstract
II. Wal-Mart Employee Selection, Training, and Development
III. Wal-Mart Human Resources Planning
IV. Wal-Mart Performance & Compensation Management
V. Wal-Mart – Strategy & Strategic Changes
VI. Wal-Mart: A Strategic and Financial Summary
VII. Recommendations
VIII. Conclusion
IX. References
I. Abstract
The primary objective of this paper is to examine the Human Resources Planning and Strategic Change for Wal-Mart, the world’s largest retailer. In this context, the authors analyze the employee selection, training and development of the company as well as studying the performance & compensation management, strategy evolution and financial status of the firm. A SWOT Analysis is also included in the authors’ work in order to support their financial research of Wal-Mart. This paper concludes with recommendations and conclusions and the article finds that the business has a huge growth potential and entry to Middle-East markets such as Israel can be taken into consideration. According to the authors, Wal-Mart has the adequate financial strength to take risks on the international markers arena. Additionally, although the company is very well known with its acquisitions strategy, joint ventures and strategic partnerships are also recommended as alternative strategies for the firm by the authors. Finally, despite some unethical issues and concerns about social responsibility, Wal-Mart still seems to be a good buy for the investors who are interested in the company’s stocks.
II. Wal-Mart Employee Selection, Training, and Development