Typology
All human resources staff at Organization X
According to theorists Jeffery Sonnenfeld and Maury Peiperl, organizational can be classified into one of four different career and staffing systems types, based on features like overall human resources strategies, human resource focuses, policies toward employee entry, policies toward employee development, and policies toward employee exiting. These four types include the club, the baseball team, the academy, and the fortress. Depending on the industry and type of organization, and the goals of the organization, one type of human resource system might work better than the others. The purpose of this memo is to analyze and explain the strategy type that most closely matches that of our organization, Organization X, and to make recommendations for policy changes.
ORGANIZATION X
Organization X is an international courier business with several thousand employees throughout the world. However, the company hub is in the United States. Currently, Organization X follows most closely the club model. Emphasis is on keeping costs low, with the aim of earning short- and long-term profits. The organization focuses on providing customer service needs to clients. Personnel policies are relatively rigid. Organization X hires mainly entry-level applicants at low wages, who are expected to work their way "up" through the organization. Skill and talent development occurs on the job, within the framework of the organization's methods. Promotions are made from within, and Organization X does not generally...
Human Potential Developing Human Potential When an organization makes the decision to take an individual on as a part of staff, effectively they are making a human capital investment in that individual (Lepak & Snell, 1999). Where the organization pays for the training of, insuring of, and salary to that individual they in turn are expected to perform the tasks within their job description efficiently and accurately thus allowing the organization to
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Despite their supposed differences, all of the foregoing organizational management techniques and approaches share some common themes involving getting a better handle of what is actually being done in companies and how better to manage these things. Unfortunately, another common theme these management approaches share is the inappropriate or misapplication of these approaches by managers who either do not understand how they work or by rabid managers who insist
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