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Tanglewood: Staffing Essay Example

Tanglewood: Staffing Essay

Tanglewood: Staffing

Tanglewood is a company engaged in retail business.  With around 240 stores, it has managed to grow as a strong and competitive retail store.  Over the years, Tanglewood has existed with business strategies that made it appealing both to the upper and middle income earners offering wide range of products that are known for quality and relatively cheaper prices – Tanglewood: Staffing Essay introduction. Aside from that, it made itself competitive by means of improving its customer service and its appearance.  Inside and outside the stores, Tanglewood provided amenities and web portals to ensure comfort and satisfaction of the customers.

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            Tanglewood has a simple organizational structure.  For every store, one store manager is assigned with three assistant store managers who manage the three different sections of the retail store such as the Softlines (clothing and jewelry), Hardlines (sporting goods, bath, home décor, etc), and Operation and Human Resources. Among the three, the latter performs the most sensitive and important work because it involves management of people from hiring, training and staffing.  Each division has department heads and shift leaders that carry out smaller responsibilities.

Generally, Tanglewood accommodate regular employees as part of their organizational values.  However, one problem with Tanglewood is that each regional manager follows certain HR practices, which is a result of the company philosophy that emphasizes collaboration. Department heads and managers practice participatory management while the subordinate observe collaboration towards store improvements. The controlling factor to unite the employees is the well-defined order of job responsibilities that each must conform.  Aside from that, the company encourages profit-sharing for the purpose of making the people think like managers, which they believe important in pushing efficient work and high productivity among the employees.  At this instance, it is clear that the smaller units of the company follow the concept of team work wherein every member is encouraged to share suggestions while they are also designated to deal with customer fairly and properly.

At this point, the Corporate Human Resource Department coordinates with regional HR managers in hiring, staffing, and promotion in local stores that makes it appear powerless as it only provides suggestions and advises.  Decisions made are in conjunction with decision of regional managers and assistant store managers (Heneman, para. 3).

Recommendations

            In the current trend of growth among Tanglewood, I would highly recommend to localize human resource practices giving the regional offices the autonomy to decide in matters pertaining to such activities in order to meet local requirements.  Centralization at this scenario may hamper speedy processing of applications thus, causing more expenses and burdens on the central office.  The issue of controlling the operation and practices of subsidiary human resource per region is still possible through the application of some strategies.  There is a saying, “Think globally, act locally,” which implies that overall human resource management is still under the function of the central HR.

            Briscoe and Schuler suggested in this case, that the company in order to control the operation can “develop a common set of values and culture to ensure worldwide pursuit of a common corporate vision and objectives…to develop globally consistent HR practices throughout all of their operations as a way to reinforce a common corporate culture” (p. 62).  This can be done by means of setting central policies relating to HR activities that regional managers must strictly follow as evident in the reports that they will submit to the head office.  At the same time, the corporate HR should be the one to place the regional HR managers to ensure they can control the decision making in accordance with the vision, mission and values of the company.

Reference

Briscoe, D. & Schuler, R. (2004). International Human Resource Management 2nd Edition.

London: Routledge.

Heneman, H. (2006). Staffing Organizations. http://highered.mcgraw-

hill.com/sites/0072987227/information_center_view0/overview.html