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Human Resource Management of Jack in the Box

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Netra Shetty
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Human Resource Management of Jack in the Box - January 27th, 2011

Human Resource Management of Jack in the Box : Jack in the Box (NASDAQ: JACK) is an American fast-food restaurant founded by Robert O. Peterson in 1951 in San Diego, California, where it is still headquartered today. In total, the chain has 2,200 locations; primarily serving the West Coast of the United States. California is the state with the greatest number of outlets (927), followed by Texas (611), Arizona (177), Washington (143), Nevada (77), and the bi-state St. Louis metropolitan area (72, between Missouri and Illinois). Since 2000, the company has also opened outlets in North Carolina and other Southern states. [2] The company also operates the Qdoba Mexican Grill chain




Then, in tradition, such IHRM posits has amicably focus on issues of managing expatriates as there was better process in determining scope and interest from within HR of such MNCs as for instance, IBM and Ford as the companies operate in core area of the business area along with subsidiaries with significant HR drivers as faced by MNCs like in the execution of staff performance as well as job skills determination. There has been the presence of such hierarchical structures towards UK MNCs that flatters such organization composition thus, implying HR process to be in systematic dynamics and with less complexity of HR impact on business as MNCs in their HR will be at the core of the hierarchy promoting staff awareness and effectiveness.

Thus, within UK’s competitive nature in business, such MNC’s should rethink and adjust properly such HR approaches and some of imperative legislative policies along the way and in a way provide crucial assessment of certain issues and problems through balanced offering of understanding within the staff and management that may be in conflicting realty as there also allow HR executives and MNC policies to rebuild such creative idealism from such workable HR policy drivers.



As usually, the UK MNCs have tendencies to underestimate the influence of human relations and such workplace cultures that call for attention within their HR coverage like when some labour unions fail in terms of adopting effective HR drivers in better serve to the business within such country that can be outside UK as well. Finally, through recognizing work agreements within the MNC governing workforce such HR contributors are then able to assess such directive on work councils of such HRM policy of MNC’s operating in the United Kingdom.


The starting point for this framework is Marx’s analysis of the capitalist labour
process and what he referred to as the ‘transformation of labour power into labour’.
Put simply, when organizations hire people, they have only a potential or capacity to
work. To ensure that each worker exercises his or her full capacity, managers must
organize the tasks, space, movement and time within which workers operate. But
workers have divergent interests in terms of pace of work, rewards and job security,
and engage in formal (trade unions) and informal (restrictions of output or sabotage)
behaviours to counteract management job controls. Workers’ own countermanagement
behaviour then causes managers to control and discipline the interior of the
organization. In an insightful review, Thompson and McHugh (2002, p. 104)
comment that, ‘control is not an end in itself, but a means to transform the capacity
to work established by the wage relation into profitable production’.
What alternative HR strategies have managers used to render employees and their
behaviour predictable and measurable? Edwards (1979) identified successive dominant
modes of control that reflect changing competitive conditions and worker resistance.
An early system of individual control by employers exercising direct authority was
replaced by more complex structural forms of control: bureaucratic control and technical
control. Bureaucratic control includes written rules and procedures covering work.
Technical control includes machinery or systems – assembly line, surveillance
cameras – that set the pace of work or monitor employees’ behaviour in the workplace.
Edwards also argued that managers use a ‘divide and rule’ strategy, using gender
and race, to foster managerial control.
Friedman (1977) structured his typology of HR strategies – direct control and responsible
autonomy – around the notion of differing logics of control depending upon the
nature of the product and labour markets. Another organizational theorist, Burawoy
(1979), categorized the development of HR strategies in terms of the transition
from despotic to hegemonic regimes. The former was dominated by coercive manager–
subordinate relations; the latter provided an ‘industrial citizenship’ that regulated
employment relations through grievance and bargaining processes. The growth of
employment in new call centres has recently given rise to a renewed focus of interest
on the use of technical control systems: the electronic surveillance of the operator’s
role performance (Callaghan & Thompson, 2001; Sewell, 1998).
The choice of HR strategy is governed by variations in organizational form (for
example size, structure and age), competitive pressures on management and the
stability of labour markets, mediated by the interplay of manager–subordinate relations
and worker resistance (Thompson & McHugh, 2002). Moreover, the variations
in HR strategy are not random but reflect two management logics (Bamberger &
Meshoulam, 2000). The first is the logic of direct, process-based control, in which the
focus is on efficiency and cost containment (managers needing within this domain
to monitor and control workers’ performance carefully), whereas the second is the
logic of indirect outcomes-based control, in which the focus is on actual results (within
this domain, managers needing to engage workers’ intellectual capital, commitment
50 Human Resource Management
and cooperation). Thus, when managing people at work, control and cooperation
coexist, and the extent to which there is any ebb and flow in intensity and direction
between types of control will depend upon the ‘multiple constituents’ of the management
process.
Implicit in this approach to managerial control is that the logic underlying an HR
strategy will tend to be consistent with an organization’s competitive strategy (for
example Schuler & Jackson, 1987). We are thus unlikely to find organizations
adopting a Porterian cost-leadership strategy with an HR strategy grounded in an
outcome-based logic. Managers will tend to adopt process-based controls when
means–ends relations are certain (as is typically the case among firms adopting a costleadership
strategy), and outcomes-based controls when means–ends are uncertain
(for example differentiation strategy). These management logics result in different
organizational designs and variations in HR strategy, which provide the source of
inevitable structural tensions between management and employees. It is posited,
therefore, that HR strategies contain inherent contradictions


The resource-based model
This second approach to developing typologies of HR strategy is grounded in the
nature of the reward–effort exchange and, more specifically, the degree to which
managers view their human resources as an asset as opposed to a variable cost. Superior
performance through workers is underscored when advanced technology and
other inanimate resources are readily available to competing firms. The sum of
people’s knowledge and expertise, and social relationships, has the potential to provide
non-substitutable capabilities that serve as a source of competitive advantage
(Cappelli & Singh, 1992). The various perspectives on resource-based HRM models
raise questions about the inextricable connection between work-related learning, the
‘mobilization of employee consent’ through learning strategies and competitive
advantage. Given the upsurge of interest in resource-based models, and in particular
the new workplace learning discourse, we need to examine this model in some detail.
The genesis of the resource-based model can be traced back to Selznick (1957), who
suggested that work organizations each possess ‘distinctive competence’ that enables
them to outperform their competitors, and to Penrose (1959), who conceptualized the
firm as a ‘collection of productive resources’. She distinguished between ‘physical’ and
‘human resources’, and drew attention to issues of learning, including the knowledge
and experience of the management team. Moreover, Penrose emphasized what many
organizational theorists take for granted – that organizations are ‘heterogeneous’
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Last edited by bhautik.kawa; July 19th, 2016 at 02:04 PM..
   
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Business Education
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Re: Human Resource Management of Jack in the Box - July 2nd, 2015

Meaning of human resource management

Human resource management (HRM, or simply HR) is a function in organizations designed to maximize employee performance of an employer's strategic objectives. HR is primarily concerned with the management of people within organizations, focusing on policies and systems.

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HR Education
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Re: Human Resource Management of Jack in the Box - August 23rd, 2018

tks bro, I also learned about personnel and felt that he was right
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HR Education
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Re: Human Resource Management of Jack in the Box - August 23rd, 2018

But could you please help me a little better? Tks bro
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