Human Resource Practices at Tanglewood

In: Business and Management

Submitted By maryamzahid
Words 578
Pages 3
TANGLEWOOD

Organization Overview and Mission

Tanglewood is a chain of general retail stores featuring items such as clothing, appliances, electronics, and home decor. The company operates in the moderate price niche, targeting middle- and upper-income customers. Tanglewood’s strategic distinction is an “outdoors” theme, with a large camping and outdoor living section in every store. The store also distinguishes itself by its simple, elegant, and uncluttered design concepts for the store and their in-house products.
The company’s mission statement is:
Tanglewood will be the best department store for customers seeking quality, durability, and value for all aspects of their active lives. We are committed as a company to providing maximum value to our customers, shareholders, and employees. We will accomplish this goal by adhering to the core values of responsible financial management, clear and honest communication, and always keeping performance and customer service in the forefront.

Tanglewood was originally founded in 1975 by best friends Tanner Emerson and Thurston Wood. The initial concept was a single store in Spokane Washington, named TannerWood, which sold a combination of outdoor clothing and equipment that the pair had designed themselves. The employee handbook notes that, “Tanner and Thurston financed their early store plans with credit cards and personal loans from friends and family. They had so little money that they slept in sleeping bags in the back room and put every penny they made back into the stores.” The first store’s unique merchandise offering and personable sales staff made them successful quite rapidly, allowing Emerson and Wood to move out of the back room and add several more stores during the late 1970’s. The merchandise offerings expanded over time to incorporate more conventional retail items, while still retaining the…...

Similar Documents

Human Resource Practices

...esource Practices Human Resources Management Practices Introduction Human Resources Management Practices Human resource management (HRM) consists of all practices or activities undertaken by a business organization to ensure that workers are fully utilized in order to attain personal, group and organizational goals. This essay evaluates a case study in which the human resource department of SK Holdings, South Korean company, has been recruiting more men than women, a practice that is common throughout the country. This essay finds that the HRM practices in this company do not align with the company’s business strategy, especially during the process of implementation of new technology. The essay further discusses how the hiring of more women would improve the competitive advantage of this company. A recruitment and retention plan for this company targeting women employees is also included. Potential obstacles that the company is likely to face during the process of recruiting more women are examined. Finally, the essay recommends some of the HRM practices that this company could adopt in order to the visibility of women employees. 1. How the HRM practices align with the company’s business strategy According to Lorber (2005), the HRM practical model represents effective solutions for issues related to gender inequality in organizations. The model values all people, irrespective of gender, in pursuit of goals within an organization. It stresses the role......

Words: 1748 - Pages: 7

Human Resources Practices and Policies - Recruitment

...luxo de tomar decisões falhadas, especialmente numa área tão fulcral como o recrutamento (e selecção). Atendendo a tal, este ensaio propõe-se responder a duas importantes questões: Em que contextos e condições é que o recrutamento importa? Como, ou porque é que o recrutamento afecta a performance organizacional? Para tal, primeiro irá rever conhecimento actual ao nível organizacional, enquadrado nas contingências do recrutamento, para posteriormente discutir os principais efeitos do recrutamento. Tal será feito através da análise de casos de estudo e tendo sempre em foco uma componente estratégica. Abstract: This paper’s main objective is to deepen the knowledge about one of the most important human resources’ practices on the corporate context of nowadays, in which most of the companies can’t afford to take any failed decisions, especially in an area as vital as it is recruitment (and selection). Bearing that in mind, this paper sets out to give answer to two important questions: Under what conditions (in what contexts) does recruitment matter? How, or why, does recruitment affect organizational performance? First, it will discuss organization-level contingencies on recruitment. Then, it will review current knowledge regarding the main effects of recruitment on organization-level outcomes by analyzing case studies and having always in account a strategic......

Words: 3579 - Pages: 15

Assessing Human Resource Practices Alignment: a Case Study

...ASSESSING HUMAN RESOURCE PRACTICES ALIGNMENT: A CASE STUDY HERBERT G. HENEMAN III AND A N T H O N Y T. M I L A N O W S K I Research has established the link between HR practices and organizational performance, suggesting that the HR system has great strategic potential to drive organizational effectiveness. To capitalize on this potential, the organization must design and deliver HR practices that focus on necessary employee performance competencies, creating an HR system with vertical and horizontal alignment around those competencies. Doing this requires that the organization first assess how its HR practices are currently aligned and then develop ideas for improving HR practice that will be alignment enhancing. We call this diagnostic process Human Resource Alignment (HRA) assessment. We describe an HRA assessment process we developed and applied in a large public school district for the key job of teacher. The assessment was based on the district’s formal teacher performance competency model used, and was conducted by a group of human resources and instructional job experts from the district. These experts rated the degree of vertical and horizontal alignment and then developed suggestions for HR practice changes that would improve alignment. After describing the process and results, we present a series of lessons learned and directions for future research. © 2011 Wiley Periodicals, Inc. Keywords: strategic human resource management, human resource alignment......

Words: 10368 - Pages: 42

Human Resource Management (Hrm) Practices

...Human Resource Management (HRM) practices However, the greatest impact on both service quality and productivity in hotels is likely to derive from efficient and effective HRM practices. Recruitment is presently negligible in Indonesian and Malaysian hotels, but has become a crucial issue in Singapore (eg. Debrah, 1993) and Australia, in terms of both quantity and quality. Desperate situations require innovative solutions. The Singapore Grand has a comprehensive recruitment strategy, including the attraction of older employees, incentive employee referral programmes, hotel trainees from SHATEC, guest workers, and a mix of full-time, part-time, casual and “internal casual” employees. Australian hotels are in a similar situation. At least part of the solution to the staffing dilemma - ie., quantity but variable quality - may be in closer hotel management involvement in the curricula and accreditation of hotel training schools and associations. Criteria for employee quality in all hotels needs attention as well, and this has been established in most hotels studied, through job analyses, revised job descriptions and distilled selection criteria. The Jakarta International and the Penang Resort, in particular, have designed comprehensive job analysis and selection interview systems. Most hotels suggest that skills requirements are less crucial in choosing service employees than their attitudes, behaviour or values. Cultural advantages appear to exist here in Indonesia and......

Words: 526 - Pages: 3

Human Resource Policies & Practices in Nestle

...TERM PAPER ON: HRM: HRM PRACTICES BY NESTLÉ BANGLADESH LTD. i INSTITUTE OF BUSINESS ADMINISTRATION JAHANGIRNAGAR UNIVERSITY SPRING 2014 Term Paper on HRM Practices of Nestlé Bangladesh Ltd. TO: Shahriar Kabir Course Instructor HRM 201: Human Resource Management BY: Group members | ID | Zerin Tasnime | 1521 | Syeda Rifat Ara | 1531 | Mabia Khatun | 1538 | Yeasmin Akter | 2357 | S.M. Arifur Rahman | 2601 | Date of Submission: 03-03-2014 Letter of Transmittal March 3, 2014 TO Shahriar Kabir Institute of Business Administration Jahangirnagar University Subject: Submission of HRM practices by Nestlé Bangladesh Limited Dear Sir, This is our pleasure to submit the term paper on Nestlé, world’s largest health, nutrition and Wellness Company. We have prepared there on the reports is of the Study on Human Resource planning and personnel policies...

Words: 6941 - Pages: 28

Human Resource Management Works Well in Theory but Not in Practice

...and disadvantages of Training and Development strategies in HRM followed by a critical review on the evidence based around what impact it has had in practice in terms of promoting and enhancing business performance. While we cannot ignore the importance of HRM theories in today’s management context, this paper explores whether these theories work well in practice. Introduction The key purpose of HRM is to enable management to enhance the individual and collective contributions of people to the short and long term success of the enterprise. (Personnel Management Lead Body, 1993) The workplace is in a constant state of change resulting from ongoing developments in technology and innovation and increasing economic, social and political pressures. This poses new and complex challenges for the human resources function within organisations. (Hathorn, 2012: 3). In today’s competitive global business climate, companies looking to improve their gross margins and increase productivity are increasingly looking for ways to boost employee performance and effectiveness. People in an organization are considered to be one of the most valuable resources of today’s firms. Other resources such as brands, products, processes, technological advancement, economies of scale can still provide a competitive advantage but an organisation’s human capital are more vital for its sustainability. (David Leaser, 2008:1) To ensure that organization's employees are on par with the organization's......

Words: 4062 - Pages: 17

Human Resource Management Practice in Partex Group of Bangladesh

...Human Resource Management Practice in Partex Group of Bangladesh [pic][pic] Human Resource Management Practice in Partex Group of Bangladesh   The paper entitled “A Common Currency for Bank: Is it feasible or a pipe dream.” an endeavor is made to examine the suitability of Human Resource Management Practice in Partex Group of Bangladesh for a suitable currency on the basis of three criteria viz., intensity of trade, shock symmetry and homogeneity of economies.   In planning for international marketing organizations need a clear picture of the steps involved. “Strategy” gives such a picture. Their vision, unfortunately, remains unfulfilled. Despite lofty declarations and an ever inflating agenda for multi-dimensional cooperation among the seven member-states of company of Partex Group, Operators should manage their Banks’ portfolio on the basis of target customers’ needs and expectations. The outlook for change on the regional horizon woefully remains illusive. The meaning and prevalence of HRM are topics that continue to attract debate and disagreement. As a consequence, practitioners and textbook authors use a diverse and sometimes contradictory range of interpretations. We found that HRM has a variety of definitions but there is general agreement that it has a closer fit with business strategy than previous models, specifically personnel management. The early models of HRM take either a ‘soft’ or a ‘hard’ approach, but economic circumstances are more likely to......

Words: 13222 - Pages: 53

Human Resources Policies and Practices

...P1.1Explain Guest’s model of HRM: David Guest's (1989, 1997) model of HRM has 6 dimensions of analysis: HRM strategy HRM practices HRM outcomes Behavior outcomes Performance outcomes Financial outcomes The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is 'messy' and that the relationship between commitment and high performance is (or, perhaps, was - given the age of this material) difficult to establish. It also employs a 'flow' approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. Like its American predecessors, this UK model is unitarist (tying employee behavior and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization. P1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices: Storey defines HRM as a strategic and coherent approach to the management of an organization’s most valued assets-the people working there who individually and collectively......

Words: 2857 - Pages: 12

Human Resource Practices

...Abstract This project was conducted to study the human resource practices that can facilitate the social service organisation to effectively align its employees for efficiently service delivery. For this purpose the HRM theories and concepts as well as the best practices applicable to social service organisations were studied. This facilitated the author to find the strategic role that the HRM can play in engaging the employees and assess how the HR can motivate them and align them towards attaining organisation goals and objectives. The ultimate aim was to evaluate how Leyton health care an elderly home care service provider in London can align its HR and attain its objectives. Interview was held for the managerial level staff and questionnaire was given to the service delivery staff of Leyton Health Care. The total samples used for the study were 12. Out of these 2 were managerial level staff and 10 were service delivery staff. Open ended questions were used for the managerial level participants of the organisation while in case of the service delivery employees, a survey questionnaire which had statements with multiple choice questions i.e., close ended questions were used. The statements that were derived were regarded as themes and the evaluation of results was made by using the method of thematic analysis. Here pie charts were used to indicate neutrality, agreement and disagreement to the statements given. The results of this project indicate that there......

Words: 17919 - Pages: 72

Practice & Problems of Human Resource Department of Bangladesh Army

...PRACTICE & PROBLEMS OF HUMAN RESOURCE DEPARTMENT OF BANGLADESH ARMY INTRODUCTION 1. Human beings are the most important resources in an organization. A firm’s / organization’s success depends on the capabilities of its members. Most problems, challenges, opportunities and frustrations in an organization are people related. Human Resource Management is one of the toughest duties of a manager or leader since humans differ in terms of attitudes, values, aspirations, motivations, assumptions, psychology, and life goals. Looking at today’s competitive world, managerial level staff will require more conceptual and strategic skills. Managers have to be proactive, able to anticipate technological developments and prepare their staff for whatever technological changes that might take place. This will be a successful task only when the HRM itself is fully aware of those changes and has the means to deal with them. HR managers have a number of roles to fulfill. They are the guardians of the manpower- the key assets of the organizations. They are also counselor and protector of employees and directly responsible for their effectiveness in the organization. They need to do their jobs in keeping with the existing laws, rules and regulations of the organization, and promote harmony at the workplace. This has direct bearing in a healthier and more attractive work environment. The success or failure of HR depends also on the top management’s recognition of the importance of HRM,......

Words: 9920 - Pages: 40

Human Resource Best Practices

...Organizations these days strive for success. This age is hypercompetitive in nature and only those organizations survive in this era those have some form of competitive advantage. People or human resource is considered to be one of the main sources of achieving competitive advantage in this age. Considering the importance of human resource in organizations, many organizations these days are promoting and practicing best HR practices. In the study, CIMB and Microsoft have been found to promote and practice many notable HR practices. Since our company “CARA SKY” has been trying to perform well but somewhere along the line of performance there is something misplaced or broken. CARA SKY Company has been suffering from employees’ absenteeism, which is being caused the morale of the employees. Having consulted the best HR practices in CIMB and Microsoft, the objective is to accommodate or apply some newer hr practices to reduce the problem of employee absenteeism in CARA SKY Company. CIMB CIMB Bank is one of the reputed banks operating in Malaysia. CIMB has started its operation back in 1920s by starting a bank in Sarawak. For the last 95 years, CIMB has been operating successfully and also expanding their business to some Asian countries namely Singapore, Indonesian, Cambodia, and Thailand. CIMB has two mainstream banking products namely – CIMB banking solutions for conventional customers and CIMB Islamic window for Muslim customers (Cimb.com, 2015).The company vision......

Words: 875 - Pages: 4

Human Resource Policies and Practices

...HR Policies & Practices: Gender Diversity, Equality, & Leadership Abstract The number of women obtaining higher levels of education and positions in their careers has increased, but the number of women obtaining management and executive positions has remained stagnant. Human resource policies and practices’ follow ethical guidelines, but in practicality are more difficult to apply in the workforce. Human resource practices and policies may be influenced by the overall mindset of a company. The barriers that prevent women from achieving management and executive positions are the same barriers that prevent human resource policies and practices’ from being applied. The gaps in gender equality and wages, created by the barriers, can be discouraging to women from achieving high-level positions. Overcoming the barriers is a task in undoing the mindset that has been instilled deeply within society. Introduction Studies have shown that companies who promote female gender equality surpass their competitors on every measure of profitability, yet women are failing to attain high-level positions. Possible reasons for the persistent wage and gender gap between men and women in senior leadership positions can be found by reviewing current data on women in the workplace, studies on the correlation between gender diversity in senior management and company performance, and literature on gender behavioral differences in the workplace. Women play an increasingly significant......

Words: 2524 - Pages: 11

Human Resource Practice

...statutory rights for employees in respect of rest, maximum working time and holidays” (National Employment Rights Authority Website) The HR department has the responsibility to maintain and ensure all legal documents of the organisation are maintained in a safe environment. These legal documents can be used for due diligence in business transfers and new hire contracts. 1.2 Types of data collected and how each supports HR practices Within an organisation, there are numerous types of data collected, training records, performance reviews, absence reports, payroll, PRSI. This data is all relevant to the running of the organisation and needs to be maintained and stored in safe locations. Performance Reviews Reviews are used to set employees goals throughout the year and are then reviewed by teamleaders or managers. These help identify areas for enhancement and to help promote professional growth. HR provides the standard form for the performance review and also a grading scale for teamleaders and managers to use. Performance reviews support the HR practices by identifying employees training needs to help them development in their roles and in the organisation. Absence Reports “Absence management is the development and application of policies and procedures designed to reduce levels of absenteeism.” (Armstrong, 2011, page. 506) Accurate records of all absences must be kept and monitored closely. Absence reports enables HR to make well-informed decisions on how best to......

Words: 920 - Pages: 4

A Handbook of Human Resource Management Practice

...interview provides this methodology a good design and makes it a very popular methodology in the whole world and thus used by every big and small organisation. Answer No. (2.1) Usually a focus group is a group of 7 to 10 people those don’t know each other. The purpose of a focused group is to do an appropriate discussion on a topic to get some qualitative results. It’s very helpful to know, what a group of people think or feel about a particular subject or product. For example, a focus group process can be used to find out how people think about a particular model of a car. Some of the characterises of focus group are: * Easy to conduct – Focus group is not very difficult to conduct. It is a simple process and doesn’t take much resources to conduct the focus group. * An qualitative research – A focus group process is a qualitative process. It does give u results in numbers but in rankings. For example, criteria to judge a car’s interior is, give ranking from 0 to 9. * Number of People involved in the research – number of people can be varying on type of focus group or the scope of the chosen topic. But normally focus group has 7 to 10 people. * Flexibility – focus group provides wide range of topics and subjects to be chosen. * Easy to analyse – to analyse the result produced by a focus group is quite easy. As, it is a qualitative research method, so the results are also in rankings or coding. * Quick results – results produced by the......

Words: 3141 - Pages: 13

Human Resources Practices in Walmart

...is the largest grocery retailer in the United States with an estimated market share of around 20% of the retail grocery and consumables business. To be able to efficiently operate such a complex operation at such a large and do it consistently would only be possible by the huge effort by Wal-Mart’s ‘associates’ as its employees are called. This papers looks at the human resources practices of Wal-Mart with a special focus on group and team behavior, leadership, conflict and negotiation, human resource practices and organizational culture and diversity within the company to understand them and also provide some recommendations to make them better in the future. Analysis of various HR related areas of Wal-Mart – One of the reasons why Wal-Mart has been so successful and scale up its model across so many locations is the values and beliefs established by its founder and the customer centric culture that is replicated across locations. The company right from the time of its inception has a clear mission which is to save its customers money and enable them to live better. Below is an analysis of current Wal-Mart practices across various areas and how Wal-Mart has align then to perfectly with its mission statement Group and team behavior – There has been a focus on achieving things together as a team right from the days of Sam Walton. Sam Walton firmly believed that all the people working in Wal-Mart are ordinary people and as a team they are able to do extraordinary......

Words: 2752 - Pages: 12