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Human Resource Management of Hardee's

Discuss Human Resource Management of Hardee's within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Hardee's is a restaurant chain, located mostly in the Southern and Midwestern regions of the United States. It has evolved ...



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Human Resource Management of Hardee's
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Netra Shetty
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Human Resource Management of Hardee's - January 27th, 2011

Hardee's is a restaurant chain, located mostly in the Southern and Midwestern regions of the United States. It has evolved through several corporate ownerships since its establishment in 1960. It is currently owned and operated by CKE Restaurants. Along with its sibling restaurant chain, Carl's Jr., Hardee's is the #4 U.S. fast-food restaurant burger chain after McDonald's,[1][2] Burger King[3] and Wendy's.[4] It is headquartered in downtown St. Louis, Missouri.

Several factors affect the organizations and its expected growth. As organizations grow and move into the international market different challenges and opportunities are encountered. Now more than ever, organizations need to focus on developing strategies and explore the opportunities the new business environment provides. Strategies are the guiding force that aids in the achievement of business goals whereby the success rely on the ability to manage its resources and capabilities as well as the ability to change and develop according to the demands of the business environment.

As argued, placing Human Resource Management (HRM) at the core of every management function will be the most plausible avenue towards succeeding to this new environment. Michael Armstrong (2006) defined HRM as the strategic and coherent approach to the management of an organization’s most valued assets – the people. This paper will critically evaluate such claim and will be two-fold in nature. The first part will be devoted to the discussion of why HRM should be adapted as the central management function. The second part will discuss the application of HRM as the core function in hotel industry.

These issues motivate a well thought out human resource management strategy, with the precision and detail of say a marketing strategy. Failure in not having a carefully crafted human resources management strategy, can and probably will lead to failures in the business process itself.
These sets of resources are offered to promote thought, stimulate discussion, diagnose the organizational environment and develop a sound human resource management strategy for your organization. We begin by looking at the seven distinguishable functions human resource management provide to secure the achievement of the objective defined above.
Following on from this overview we look at defining a human resource strategy.
Finally, some questions are posed in the form of a HRM systems diagnostic checklist for you to consider, which may prove helpful for you to think about when planning your development programs for the human resources in your organization, if they are truly "your most valuable asset."

The penalties for not being correctly staffed are costly.
 Understaffing loses the business economies of scale and specialization, orders, customers and profits.
 Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the business.
Planning staff levels requires that an assessment of present and future needs of the organization be compared with present resources and future predicted resources. Appropriate steps then be planned to bring demand and supply into balance.
Thus the first step is to take a 'satellite picture' of the existing workforce profile (numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character, potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead by amendments for normal turnover, planned staff movements, retirements, etc, in line with the business plan for the corresponding time frames.
The result should be a series of crude supply situations as would be the outcome of present planning if left unmodified. (This, clearly, requires a great deal of information accretion, classification and statistical analysis as a subsidiary aspect of personnel management.)
What future demands will be is only influenced in part by the forecast of the personnel manager, whose main task may well be to scrutinize and modify the crude predictions of other managers. Future staffing needs will derive from:
 Sales and production forecasts
 The effects of technological change on task needs
 Variations in the efficiency, productivity, flexibility of labor as a result of training, work study, organizational change, new motivations, etc.
 Changes in employment practices (e.g. use of subcontractors or agency staffs, hiving-off tasks, buying in, substitution, etc.)
 Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health and safety requirements
 Changes in Government policies (investment incentives, regional or trade grants, etc.)
What should emerge from this 'blue sky gazing' is a 'thought out' and logical staffing demand schedule for varying dates in the future which can then be compared with the crude supply schedules. The comparisons will then indicate what steps must be taken to achieve a balance.
That, in turn, will involve the further planning of such recruitment, training, retraining, labor reductions (early retirement/redundancy) or changes in workforce utilization as will bring supply and demand into equilibrium, not just as a one–off but as a continuing workforce planning exercise the inputs to which will need constant varying to reflect 'actual' as against predicted experience on the supply side and changes in production actually achieved as against forecast on the demand side.
Function 2: Recruitment and selection of employees
Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage;
 In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process).
 Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.
 Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.
The main sources of recruitment are:
 Internal promotion and internal introductions (at times desirable for morale purposes)
 Careers officers (and careers masters at schools)
 University appointment boards
 Agencies for the unemployed
 Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio)
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