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Human Resource Management of The Hertz Corporation

Human Resource Management of The Hertz Corporation

Discuss Human Resource Management of The Hertz Corporation within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; The Hertz Corporation (also known as Hertz Rent a Car or simply Hertz) is the largest car rental brand in ...

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Human Resource Management of The Hertz Corporation
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Netra Shetty
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netrashetty
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Human Resource Management of The Hertz Corporation - January 27th, 2011

The Hertz Corporation (also known as Hertz Rent a Car or simply Hertz) is the largest car rental brand in the world, with approximately 8,200 locations in 146 countries worldwide.

Hertz also maintains a heavy equipment rental division known as the Hertz Equipment Rental Corporation, aka HERC. It is headquartered in Park Ridge, New Jersey, United States.[2] HERC has more than 300 branches throughout the United States, Canada, the European Union and India.


oint Venture Turner-Projacs, National Bank of Kuwait and The New Mowasat Hospital can adhere to the following Anglo-American HRM practices since, in one way or the other Kuwaiti organizations have been influenced by the presence of solid Western HRM practice that is why their business environment is still a crucial and effective factor to these organizations. There can be arguments as to how Joint Venture Turner-Projacs and other organizations included in this report have develop or use HRM practices that varies from the need to integrate proper selection and training as these practice are in pursuit of HR functions. For one, these organizations may empower such explicit human resource policy goals as well as practice integration that are being supported by HR techniques across Turner-Projacs, National Bank of Kuwait and The New Mowasat Hospital in their HR practices areas leading to the development of innovative and work oriented organization. For example, Boxall and Purcell (2000), have asserted that, desirable work conditions, such as high pay, job security and strong internal development, are very relevant to knowledge based economies, go on to infer that people management practices that do not align with the philosophy of HRM can still fit with corporate strategy. For example, they suggest that for certain low skilled jobs, strategies to develop employee commitment may not be cost-effective, the extent to which HRM practices contribute to have desirable effective outcomes for selection, socialization, training and so on and so forth and how the introduction of these HRM practices to the three Kuwaiti organizations are being viewed by the employees, by applying every important concepts ideally as possible (Budhwar and Mellahi, 2006). Turner-Projacs for example if you dig deeper into the policies pertaining to people management it can be that, the organization have approached selection sown to compensation and rewards have put more weight into applications of the human resource as there is focusing on particular policies, within the context of the company’s overall personnel practices.

people and HR systems)
 Consider: Where you are now? Where do you want to be?
 What gaps exists between the reality of where you are now and where you want to be?
Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues
Go back to the business strategy and examine it against your SWOT and COPS Analysis
 Identify the critical people issues namely those people issues that you must address. Those which have a key impact on the delivery of your business strategy.
 Prioritize the critical people issues. What will happen if you fail to address them?
Remember you are trying to identify where you should be focusing your efforts and resources.

Develop consequences and solutions
For each critical issue highlight the options for managerial action generate, elaborate and create - don't go for the obvious. This is an important step as frequently people jump for the known rather than challenge existing assumptions about the way things have been done in the past. Think about the consequences of taking various courses of action.
Consider the mix of HR systems needed to address the issues. Do you need to improve communications, training or pay?
What are the implications for the business and the personnel function?
Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of:
 employee training and development
 management development
 organization development
 performance appraisal
 employee reward
 employee selection and recruitment
 manpower planning
 communication
Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives.
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