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Human Resource Management of Expeditors International

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Netra Shetty
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Human Resource Management of Expeditors International - January 25th, 2011

Expeditors International of Washington, Inc. (NASDAQ: EXPD) is an American global logistics and freight forwarding company. The headquarters are on the 12th floor of 1015 Third Avenue in Seattle, Washington.[2]

Expeditors has 255 locations worldwide as of November 11, 2008 providing staff of over 12,000 who satisfy the needs of international trade using integrated information systems.

Services include customs clearance, vendor consolidation, air and ocean freight forwarding, insurance, ocean consolidation, distribution, professional services (Tradewin), supply chain software (Tradeflow) and other value-added services. Expeditors' track and trace system is known as exp.o.


The standard framework of ‘two faces’ dichotomy remains for twenty years and provided a parasol of thoughts for different scholars where different issues relevant to unionization are tackled and organized. Meanwhile, the splendor of the framework is that the two faces – monopoly and voice – offer provision of satisfactorily precise account or shorthand for unions’ principal activities, while at the same time being sufficiently extensive to consent addition of wide-range union outcomes in the workplace and economy thus, no limitations are necessary for the monopoly-voice feature but the most severe being that these categories are neither diverse nor without uncertainty. The following examples would exemplify this point. The worker inclination and claim for wages, reimbursements, employment safety, and working circumstances depend in no minute element on union bargaining authority so, thus the scenario exhibit a monopoly or a voice face?

Moreover, Freeman and Medoff reiterate that how the management responds to its union is where outcomes depend. Is a more rigid management control in retort to a union wage increases (a “shock effect”) an example of labor union’s voice/response or monopoly face? Or should one speak of a monopoly/response face? Lastly, according to Freeman and Rogers (1999) that surveys reveal that in the workplace, the workers have a desire for greater voice and cooperation in the workplace. Is this interpreted as a discontentment demand for union representation and the types of collective voice/response associated with unions? Or is it instead an aspiration for forms of individual voice and workplace interface more usually found in nonunion than in union institutions


Performance appraisal at PTC is used to evaluate the job performance of employees. HR
department use the information gathered through performance appraisal to evaluate the
success of recruitment, selection, orientation, placement, training and other activities.
Formal appraisals are needed to help managers with placement, pay and other decisions.
This kind of formal appraisal in PTC for Business Support Officer is called STEPS or
Success Through Performance Evaluation the method used for managers is called PACE
or the Performance Appraisal For Career Enhancement.
The appraisal forms are rated by the managers or concerned authorities on the basis of
Core Skills and Functional /Technical Skills. The comparison of the actual level of
competency and the expected competency level which is also defined as meeting the
success criteria gives a true picture of where these employee stands. The strength and
weaknesses are analyzed and according to that, a training program is arranged to
overcome the problems. In PTC, a standard measure is a Success Criteria that reflect the
behaviors needed to embrace to meet the future demands.
Rating System:
• The rating system is against competencies.
• Demonstrate a low skill /knowledge level in most of the core priority areas for the
job. Highly intensive or re-education regarding approach is required.
http://www.iems.edu.pk/forum 25
• Demonstrates some effective skills /knowledge in the competencies areas for the job
but there are some important core skill gap to be developed.
• Demonstrate effective skills/knowledge in the majority of the core priority areas for
the job. Has attained standard expected of target group given the constraints of the
environment and job role. There are still some areas to be developed.
• Is extremely effective in all skills/ knowledge areas required in the job. Is performing
at the highest standards expected in the role.
Compensation:
PTC considers its employees not just as a cost but as a resource in which the company
has invested from which it expects valuable returns. Pay policies and programs are one of
the most important human resource tools for encouraging desired employee behaviors.
The advantage of paying above the market average is the ability to attract and retain the
top talent available, which can translate into highly effective and productive work force.
Extra Pay for Overtime:
If a worker works for more than nine hours in any day or for more than 48 hours in any
week in a non –seasonal or seasonal factory, he shall be entitled in respect of overtime
worked to pay at the rate of twice of his ordinary pay.

All small businesses must staff their operations. This involves bringing new people into the business
and making sure they are productive additions to the enterprise. Effective human resource
management matches and develops the abilities of job candidates and employees with the needs of
the firm. A responsive personnel system will assist you in this process and is a key ingredient for
growth.

Human resource management is a balancing act. At one extreme, you hire only qualified people who
are well suited to the firm's needs. At the other extreme, you train and develop employees to meet
the firm's needs. Most expanding small businesses fall between the two extremes -- i.e., they hire the
best people they can find and afford, and they also recognize the need to train and develop both
current and new employees as the firm grows.

The first section of this publication explains how to hire and train the right people and addresses the
characteristics of an effective personnel system, such as

!

Assessing personnel needs.

!

!

!

!

!

The second section of this publication addresses the training and development side of human
resource management. The third section discusses how the personnel system and the training and
development functions come together to build employee trust and productivity. These three sections
stress the importance of a good human resource management climate and provide specific guidelines
for creating such a climate. The appendixes include a self-assessment questionnaire to assist you in
evaluating the effectiveness of your personnel system and a list of general information resources.

Recruiting personnel.

Screening personnel.

Selecting and hiring personnel.

Orienting new employees to the business.

Deciding compensation issues.
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Last edited by netrashetty; January 25th, 2011 at 03:48 PM..
   
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Re: Human Resource Management of Expeditors International
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James Cord
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Re: Human Resource Management of Expeditors International - March 26th, 2016

Quote:
Originally Posted by netrashetty View Post
Expeditors International of Washington, Inc. (NASDAQ: EXPD) is an American global logistics and freight forwarding company. The headquarters are on the 12th floor of 1015 Third Avenue in Seattle, Washington.[2]

Expeditors has 255 locations worldwide as of November 11, 2008 providing staff of over 12,000 who satisfy the needs of international trade using integrated information systems.

Services include customs clearance, vendor consolidation, air and ocean freight forwarding, insurance, ocean consolidation, distribution, professional services (Tradewin), supply chain software (Tradeflow) and other value-added services. Expeditors' track and trace system is known as exp.o.


The standard framework of ‘two faces’ dichotomy remains for twenty years and provided a parasol of thoughts for different scholars where different issues relevant to unionization are tackled and organized. Meanwhile, the splendor of the framework is that the two faces – monopoly and voice – offer provision of satisfactorily precise account or shorthand for unions’ principal activities, while at the same time being sufficiently extensive to consent addition of wide-range union outcomes in the workplace and economy thus, no limitations are necessary for the monopoly-voice feature but the most severe being that these categories are neither diverse nor without uncertainty. The following examples would exemplify this point. The worker inclination and claim for wages, reimbursements, employment safety, and working circumstances depend in no minute element on union bargaining authority so, thus the scenario exhibit a monopoly or a voice face?

Moreover, Freeman and Medoff reiterate that how the management responds to its union is where outcomes depend. Is a more rigid management control in retort to a union wage increases (a “shock effect”) an example of labor union’s voice/response or monopoly face? Or should one speak of a monopoly/response face? Lastly, according to Freeman and Rogers (1999) that surveys reveal that in the workplace, the workers have a desire for greater voice and cooperation in the workplace. Is this interpreted as a discontentment demand for union representation and the types of collective voice/response associated with unions? Or is it instead an aspiration for forms of individual voice and workplace interface more usually found in nonunion than in union institutions


Performance appraisal at PTC is used to evaluate the job performance of employees. HR
department use the information gathered through performance appraisal to evaluate the
success of recruitment, selection, orientation, placement, training and other activities.
Formal appraisals are needed to help managers with placement, pay and other decisions.
This kind of formal appraisal in PTC for Business Support Officer is called STEPS or
Success Through Performance Evaluation the method used for managers is called PACE
or the Performance Appraisal For Career Enhancement.
The appraisal forms are rated by the managers or concerned authorities on the basis of
Core Skills and Functional /Technical Skills. The comparison of the actual level of
competency and the expected competency level which is also defined as meeting the
success criteria gives a true picture of where these employee stands. The strength and
weaknesses are analyzed and according to that, a training program is arranged to
overcome the problems. In PTC, a standard measure is a Success Criteria that reflect the
behaviors needed to embrace to meet the future demands.
Rating System:
• The rating system is against competencies.
• Demonstrate a low skill /knowledge level in most of the core priority areas for the
job. Highly intensive or re-education regarding approach is required.
http://www.iems.edu.pk/forum 25
• Demonstrates some effective skills /knowledge in the competencies areas for the job
but there are some important core skill gap to be developed.
• Demonstrate effective skills/knowledge in the majority of the core priority areas for
the job. Has attained standard expected of target group given the constraints of the
environment and job role. There are still some areas to be developed.
• Is extremely effective in all skills/ knowledge areas required in the job. Is performing
at the highest standards expected in the role.
Compensation:
PTC considers its employees not just as a cost but as a resource in which the company
has invested from which it expects valuable returns. Pay policies and programs are one of
the most important human resource tools for encouraging desired employee behaviors.
The advantage of paying above the market average is the ability to attract and retain the
top talent available, which can translate into highly effective and productive work force.
Extra Pay for Overtime:
If a worker works for more than nine hours in any day or for more than 48 hours in any
week in a non –seasonal or seasonal factory, he shall be entitled in respect of overtime
worked to pay at the rate of twice of his ordinary pay.

All small businesses must staff their operations. This involves bringing new people into the business
and making sure they are productive additions to the enterprise. Effective human resource
management matches and develops the abilities of job candidates and employees with the needs of
the firm. A responsive personnel system will assist you in this process and is a key ingredient for
growth.

Human resource management is a balancing act. At one extreme, you hire only qualified people who
are well suited to the firm's needs. At the other extreme, you train and develop employees to meet
the firm's needs. Most expanding small businesses fall between the two extremes -- i.e., they hire the
best people they can find and afford, and they also recognize the need to train and develop both
current and new employees as the firm grows.

The first section of this publication explains how to hire and train the right people and addresses the
characteristics of an effective personnel system, such as

!

Assessing personnel needs.

!

!

!

!

!

The second section of this publication addresses the training and development side of human
resource management. The third section discusses how the personnel system and the training and
development functions come together to build employee trust and productivity. These three sections
stress the importance of a good human resource management climate and provide specific guidelines
for creating such a climate. The appendixes include a self-assessment questionnaire to assist you in
evaluating the effectiveness of your personnel system and a list of general information resources.

Recruiting personnel.

Screening personnel.

Selecting and hiring personnel.

Orienting new employees to the business.

Deciding compensation issues.
hello netra,

Here i am uploading Study on Expeditors Project Cargo - Principal Terms and Conditions, so please download and check it.
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