Executive Summary
Foodstuffs is a company in New Zealand that focuses on the diverse needs of its customers. To realize its goals, Foodstuffs uses a powerful business model that delivers healthy products to more customers. The company’s website indicates that the welfare of its people is what sets it apart from its competitors (Foodstuffs, 2016). That being the case, strategic human resource actions are implemented to ensure the targeted goals are realized. The company’s employees are empowered and encouraged to provide exemplary services to the targeted customers. The leaders at Foodstuffs believe strongly that the wellbeing of its stakeholders is critical towards making the firm profitable.
Critical Evaluation of Foodstuffs’ SHRM Theoretical Perspective
At Foodstuffs, strategic HRM is implemented in an attempt to dictate the design and culture of the company. The firm’s human resource department (HRD) plays a critical role in improving the welfare of its employees (Foodstuffs, 2016). The HR manager avails the most desirable resources for different employees. Such resources are usually guided by the company’s business model. The other critical practice embraced by the firm is the promotion of an effective organizational culture. The culture of the firm is governed by a powerful business model.
Different managers and departmental leaders at Foodstuffs embrace the power of effective communication. The corporation has been on the frontline to ensure its workers communicate effectively with one another. Suggestions and feedbacks from employees are used whenever implementing new organizational changes (Foodstuffs, 2016). The company makes sure its employees are involved throughout the decision-making process. New action plans are guided by targeted business objectives and goals. This practice explains why the firm has become a market leader in its industry.
Foodstuffs’ Human Resource Strategy, Experience, and Organisational Culture
Human Resources Strategy
The corporation’s HR strategy has continued to support its business goals. Foodstuffs’ HR department is led by competent managers who understand the importance of employee welfare. The organization’s managers use their skills to mentor, support, guide, and empower their workers. The workers are equipped with the most desirable resources that can support the Foodstuffs’ business model.
Different stakeholders are encouraged to present their inputs whenever there is a proposed change. The company makes sure every stakeholder is supported using the best organizational practices. The “concept of high standards is what supports the firm’s approach to corporate social responsibility” (Foodstuffs, 2016, para. 4). This HR strategy explains why the company achieves most of its business objectives.
Company’s Experience
The use of an effective HR model has made it easier for Foodstuffs Incorporation to become one of New Zealand’s most profitable firms. The firm’s workers have the required knowledge to do business. Every customer is treated as an integral part of the firm’s philosophy. Business initiatives are usually implemented professionally. This HR strategy explains why the company continues to support the ever-changing needs of its customers (Wheelen & Hunger, 2010).
However, competition remains a major challenge for the organization. This is true because the number of companies producing and marketing similar food materials has increased significantly. The firm operates mainly in New Zealand. This fact explains why Foodstuffs do not make more profits. Despite its sustainable business approaches and models, Foodstuffs faces numerous challenges in the industry. The firm should hire more people from diverse backgrounds to improve its performance (Purcell, 2014). The firm’s HR strategy empowers more employees to achieve their goals. However, the model does not encourage more customers to present valuable feedbacks that can support the company’s goals.
Organisational Culture
Several models can be used to analyze the organizational culture of a company. Foodstuffs Incorporation has a unique culture that delivers positive results. Hall’s Framework can be used to examine and analyze a company’s organizational culture. To begin with, the model indicates that organizational culture is either low-context or high-context (Armstrong, 2006). This organization is characterized by direct communication channels.
Such channels encourage more workers to focus on the best outcomes. Legal contracts and formal arguments are used to guide various actions at the company. These aspects show clearly that the company has a low-context culture that supports targeted business goals.
The other useful model is Hofstede’s Five Dimensions (Onah, 2007). Foodstuffs’ organizational culture is similar to the one embraced by many companies in the country. For example, the model shows that power distance is small. The company also supports the concept of individualism. This kind of culture explains why the company has managed to create an effective business strategy. The culture encourages more people to focus on targeted goals and objectives. Some individuals expect their leaders to present adequate insights to achieve every targeted goal.
Foodstuffs’ HR Strategy and HR strategies Discussed in Class
The HR strategy embraced by this company is admirable. This is the case because the organization supports effective HR practices that can transform its business performance. Strategic HRM is a concept that “supports the use of specific strategies to inspire the human spirit” (Vries, Bakker-Pieper, & Oostenveld, 2010, p. 372). That being the case, Foodstuffs is always dedicated to the welfare of its partners.
For example, an effective HR approach empowers more employees to deliver positive results. At Foodstuffs, different workers are “equipped with the best opportunities to acquire new ideas” (Foodstuffs, 2016, para. 2). Continuous training is treated as one of the best approaches to improving the level of organizational performance. The firm hires and trains people with the right skills. Such individuals are then developed using the firm’s training program (Foodstuffs, 2016).
The workers are provided with the most desirable opportunities and environments. Organizational leaders use their competencies to support the needs of such employees. This fact explains why Foodstuffs is always “on the lookout for people that have passion, show commitment, and share its values” (Foodstuffs, 2016, para. 4). Similar concepts have been described in different class materials and discussions. For instance, an effective HR strategy is characterized by continuous guidance and leaders. HR managers should present adequate resources and incentives to improve the level of performance.
The company has streamlined various operations in an attempt to realize its objectives. Stakeholders such as employees and customers are involved in the decision-making process. McKenna and Beech (2014) emphasize the importance of “business ethics and philanthropy as a critical HR process” (p. 67). This practice is relevant because it makes it possible for many companies to improve the lives of different communities and their employees. Foodstuffs Incorporation has been playing a critical role in every community. The first strategy is hiring more people from the surrounding communities. The firm undertakes a wide range of initiatives to ensure more people lead better lives. Foodstuffs “donate time, goods, and money to community organizations” (Foodstuffs, 2016, para. 2).
This discussion shows clearly that the corporation embraces the use of effective HR strategies. The leaders at the firm believe that their employees and stakeholders should be empowered to realize their potentials (Williams & Adam-Smith, 2010). The company should treat every member of the community should as a stakeholder. By so doing, the firm will find it easier to achieve most of its business objectives.
Recommendations for Improvement
The current HR strategy used by Foodstuffs Incorporation is sustainable and capable of supporting the targeted business objectives. The firm’s HR approach focuses on the welfare of different stakeholders and customers. This fact explains why Foodstuff is a leading marketer of quality food products. However, some gaps make it impossible for the firm to realize most of its potentials (Leat, 2007). Some of these gaps include lack of diversity, a small presence in New Zealand, and ineffective consumer support.
The corporation should recruit more employees from diverse backgrounds (Vries et al., 2010). The strategy will improve the organizational culture exhibited by the corporation. The workers will be encouraged to support the needs of their teammates. Concepts such as teamwork and collaboration should also be enhanced at the company. Customers should be involved in every decision-making process (Lam & Schaubroeck, 2011).
Conclusion
Foodstuffs use effective HR strategies to support their clients and realize their business goals. These suggestions presented above will make it easier for the HR department to make customer-centered decisions. The CSR agenda can be strengthened to empower underprivileged persons in more communities. It will also be appropriate for Foodstuffs to expand its operations. This approach will eventually maximize the firm’s profitability.
References
Armstrong, M. (2006). A handbook of human resource management practice. New York, NY: Kogan Page Limited.
Foodstuffs: Our People. (2016). Web.
Lam, S., & Schaubroeck, J. (2011). Integrating HR planning and organisational strategy. Human Resource Management Journal, 8(3), 5-19.
Leat, M. (2007). Exploring employee relations. New York, NY: Elsevier.
McKenna, E., & Beech, N. (2014). Human resource management: a concise analysis. Upper-Saddle River, NJ: Pearson.
Onah, F. (2007). Strategic manpower planning and development. New York, NY: Great AP Express Publishers Ltd.
Purcell, J. (2014). Can employee voice and participation unlock employee engagement? Insights, 15(1), 23-29.
Vries, R., Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership = communication: the relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of Business and Psychology, 25(3), 367-380.
Wheelen, T., & Hunger, D. (2010). Concepts in strategic management and business policy. Upper-Saddler River, NY: Pearson Prentice Hall.
Williams, S., & Adam-Smith, D. (2010). Contemporary employment relations: a critical introduction. New York, NY: Oxford University Press.