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Human Resource Management of Halliburton

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Human Resource Management of Halliburton
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Netra Shetty
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Human Resource Management of Halliburton - January 27th, 2011

Halliburton (pronounced /ˈhćlɨbɜrtən/; NYSE: HAL) is the world's second largest[6] oilfield services corporation with operations in more than 70 countries. It has hundreds of subsidiaries, affiliates, branches, brands and divisions worldwide and employs over 50,000 people.[5]

The company has its headquarters in the North Belt office in Houston, Texas, and in offices in Dubai, United Arab Emirates (opened March, 2007), where Chairman and CEO David J. Lesar works and resides, "to focus [the] company’s Eastern Hemisphere Growth."[7] The company will remain incorporated in the United States.[8][9][10]

Halliburton's major business segment is the Energy Services Group (ESG). ESG provides technical products and services for petroleum and natural gas exploration and production. Halliburton's former subsidiary, KBR, is a major construction company of refineries, oil fields, pipelines, and chemical plants. Halliburton announced on April 5, 2007 that it had finally broken ties with KBR, which had been its contracting, engineering and construction unit as a part of the company for 44 years.[11]

HRM education and development programs should address the

communication tactics and skills that talented HRM managers draw upon

when trying to ``sell'' a top management team that a particular ethical concern

should not be ignored (Dutton and Ashford, 1993). Ethical advocacy for certain

stakeholder moral claims may fail largely due to a lack of self-efficacy of HRM

professionals in being able to display the knowledge or skills to initiate positive

change. Thus, education in communication and change skills must nurture the

development of HRM's ethical voice.

Even more important, though, than applying traditional communication

skills to ethical challenges is introducing students to expanded dialogical skills

for more insightful HRM problem identification and resolution. Such learning

opportunities should not repress the political or ideological assumptions that

students bring to these forums, but instead expose such assumptions for their

potential impacts on HRM theory construction and practice.

Emerging notions of HRM ethical obligation will depend on several factors,

particularly the voice of stakeholder groups who are able to express their moral

claims to organizational leaders. The values assumptions and skills of HRM

authors, educators and trainers who are sensitizing students to potential ethical

obligations in a changing profession and world will be important as well. We,

as educators, must define our own ethical duty, voice and sense of

accountability in this process of change.


As these two words cannot be one and the same nor synopsis. They are used in different contexts and they represent different concepts. At the same time HRD is at the centre of HRM. HRD is examined in detail elsewhere.
As a result of the fundamental changes in attitudes, approaches, outlook, philosophy, perspective and practices emerged in the personnel area in the form of HRM strategy, it has become a necessary for every organisation to develop skills, talent, potentialities, capabilities and active of company’s own people to meet the emerging challenges. Hence HRD policies have been adopted by many companies. It is now-a-days spreading to many others. HRD strategies are suppose to bring fourth necessary changes in skills, capabilities and attitude of people who are required to cope with the emerging changes. Thus, HRD has become an integral part HRM.
The new HRD approach, that stress the need for developing the company’s own people to suit the update technology, modernisation of machinery and equipments and changing trends in attitudes and approaches, necessities to develop individual employee in accordance with his aspiration and potentialities on the one hand, and the company’s requirement on the other. This is what the HRD does. Quiet often organisation development (OD) programs are effectively integrated with the HRD programs. O fcourse, OD programs are the programms which the OD interventionists prescribed for the effectiveness of the organisation. It need not be what the individuals members of the organisation seek. HRD interventionists primarily seek to know what the individuals seek to have, and then try to match it with the organisational needs. Training and development programs from part of OD while training and development are the most decisive aspects of HRD too.
At present, therefore, the end result of both HRD and OD are pre-received as synonymous. Of course, no change can be effectively and totally incorporated nor their result achieved, overnight. It need constant effort and continuous monitoring for a considerably long period. This efforts must go on simultaneously HRM strategy.
HRM has its various tools like appraisal schemes feedback system, quality circle and organisation development interventions, Team-grouping, MbO objective setting, consensus in decision making, and so on. All such tools are useful in HRD also at present, however training programms seem to dominated the HRD scene. An effective management information system backed by information collecting, storing and retrial system and research and analysis must be the basis for every HRD program. This would enable the organisation to motivate its own people to strive to be develop in accordance with the organisational needs(existing and expected). This HRM is the integrated approach to actuating and managing the company’s own people while deals with the process of developing people in accordance with their aspirations and to suit the organisational needs. Both are not synonyms; the letter is at the centre of the former, and both are interdependent and integrated into one system.
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Re: Human Resource Management of Halliburton
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James Cord
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Re: Human Resource Management of Halliburton - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
Halliburton (pronounced /ˈhćlɨbɜrtən/; NYSE: HAL) is the world's second largest[6] oilfield services corporation with operations in more than 70 countries. It has hundreds of subsidiaries, affiliates, branches, brands and divisions worldwide and employs over 50,000 people.[5]

The company has its headquarters in the North Belt office in Houston, Texas, and in offices in Dubai, United Arab Emirates (opened March, 2007), where Chairman and CEO David J. Lesar works and resides, "to focus [the] company’s Eastern Hemisphere Growth."[7] The company will remain incorporated in the United States.[8][9][10]

Halliburton's major business segment is the Energy Services Group (ESG). ESG provides technical products and services for petroleum and natural gas exploration and production. Halliburton's former subsidiary, KBR, is a major construction company of refineries, oil fields, pipelines, and chemical plants. Halliburton announced on April 5, 2007 that it had finally broken ties with KBR, which had been its contracting, engineering and construction unit as a part of the company for 44 years.[11]

HRM education and development programs should address the

communication tactics and skills that talented HRM managers draw upon

when trying to ``sell'' a top management team that a particular ethical concern

should not be ignored (Dutton and Ashford, 1993). Ethical advocacy for certain

stakeholder moral claims may fail largely due to a lack of self-efficacy of HRM

professionals in being able to display the knowledge or skills to initiate positive

change. Thus, education in communication and change skills must nurture the

development of HRM's ethical voice.

Even more important, though, than applying traditional communication

skills to ethical challenges is introducing students to expanded dialogical skills

for more insightful HRM problem identification and resolution. Such learning

opportunities should not repress the political or ideological assumptions that

students bring to these forums, but instead expose such assumptions for their

potential impacts on HRM theory construction and practice.

Emerging notions of HRM ethical obligation will depend on several factors,

particularly the voice of stakeholder groups who are able to express their moral

claims to organizational leaders. The values assumptions and skills of HRM

authors, educators and trainers who are sensitizing students to potential ethical

obligations in a changing profession and world will be important as well. We,

as educators, must define our own ethical duty, voice and sense of

accountability in this process of change.


As these two words cannot be one and the same nor synopsis. They are used in different contexts and they represent different concepts. At the same time HRD is at the centre of HRM. HRD is examined in detail elsewhere.
As a result of the fundamental changes in attitudes, approaches, outlook, philosophy, perspective and practices emerged in the personnel area in the form of HRM strategy, it has become a necessary for every organisation to develop skills, talent, potentialities, capabilities and active of company’s own people to meet the emerging challenges. Hence HRD policies have been adopted by many companies. It is now-a-days spreading to many others. HRD strategies are suppose to bring fourth necessary changes in skills, capabilities and attitude of people who are required to cope with the emerging changes. Thus, HRD has become an integral part HRM.
The new HRD approach, that stress the need for developing the company’s own people to suit the update technology, modernisation of machinery and equipments and changing trends in attitudes and approaches, necessities to develop individual employee in accordance with his aspiration and potentialities on the one hand, and the company’s requirement on the other. This is what the HRD does. Quiet often organisation development (OD) programs are effectively integrated with the HRD programs. O fcourse, OD programs are the programms which the OD interventionists prescribed for the effectiveness of the organisation. It need not be what the individuals members of the organisation seek. HRD interventionists primarily seek to know what the individuals seek to have, and then try to match it with the organisational needs. Training and development programs from part of OD while training and development are the most decisive aspects of HRD too.
At present, therefore, the end result of both HRD and OD are pre-received as synonymous. Of course, no change can be effectively and totally incorporated nor their result achieved, overnight. It need constant effort and continuous monitoring for a considerably long period. This efforts must go on simultaneously HRM strategy.
HRM has its various tools like appraisal schemes feedback system, quality circle and organisation development interventions, Team-grouping, MbO objective setting, consensus in decision making, and so on. All such tools are useful in HRD also at present, however training programms seem to dominated the HRD scene. An effective management information system backed by information collecting, storing and retrial system and research and analysis must be the basis for every HRD program. This would enable the organisation to motivate its own people to strive to be develop in accordance with the organisational needs(existing and expected). This HRM is the integrated approach to actuating and managing the company’s own people while deals with the process of developing people in accordance with their aspirations and to suit the organisational needs. Both are not synonyms; the letter is at the centre of the former, and both are interdependent and integrated into one system.
hey netra,

Here i am uploading Code of Business Conduct of Halliburton, so please download and check it.
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File Type: zip Code of Business Conduct of Halliburton.zip (7.74 MB, 0 views)
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