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Human Resource Management of KBR

Discuss Human Resource Management of KBR within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; KBR, Inc. (formerly Kellogg Brown & Root) NYSE: KBR is an American engineering, construction and private military contracting company, formerly ...

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

KBR, Inc. (formerly Kellogg Brown & Root) NYSE: KBR is an American engineering, construction and private military contracting company, formerly a subsidiary of Halliburton, headquartered in Houston. The company also has large offices in Arlington, Birmingham and Dallas. After Halliburton acquired Dresser Industries in 1998, Dresser's engineering subsidiary, The M. W. Kellogg Co., was merged with Halliburton's construction subsidiary, Brown & Root, to form Kellogg Brown & Root. KBR and its predecessors have won many contracts with the U.S. military, including during the 2003 invasion of Iraq, World War II and the Vietnam War.

KBR is the largest non-union construction company in the United States.[1] The company's corporate offices are in the KBR Tower in Downtown Houston.[2][3]

The company received significant media attention in the late 2000s, after an employee, Jamie Leigh Jones, was allegedly gang-raped and held hostage by her co-workers, before evidence disappeared after it was handed to the company.

When negotiating a grievance procedure, one important concern for both sides is how effectively the system will serve the needs of labour and management. A well-written grievance procedure will allow grievances to be processed expeditiously and with as little red tape as possible. Furthermore, it should serve to foster cooperation, not conflict, between the employer and the employee. Procedures differ from organisation to organisation. Some contain simple two-step procedures. At the other extreme, the grievance procedure may contain six or more steps. The first step might be for the grievant to meet informally with the grievant’s supervisor to try to find a solution. If one is not found, a formal grievance is filed and a meeting scheduled between the employee and the supervisor’s boss. The next steps involve the grievant meeting with higher and higher level managers. Finally, if top management and the employee can’t reach agreement, the grievance may go to arbitration. (2002) noted that formal grievance procedures are ways to more broadly enhance organizational support that encourages generalized trust.

Every organization should establish a process for the internal resolution of equal employment opportunity (EEO) and other types of employee complaints. This means that an employer should have a formal grievance procedure that employees can use to deal with possible cases of discrimination. In cases of discharges, promotions, or sexual, racial, ethnic, or religious harassment, the availability of formal grievance procedures often aids in resolving complaints of discrimination so that the equal employment opportunity commission’s (EEOC) involvement is not necessary. It is much less expensive to resolve these concerns if the EEOC and legal counsel are not involved. More importantly, employee satisfaction and morale can be improved when employees are able to pass along their concerns to upper-level management. (2002) believes that if evidence of discrimination exists, the organization should be proactive in developing policies to correct the situation. These plans should be consistent with guidelines set forth by the EEOC. Employees (disabled, minority and female) should be involved in the process of developing these plans. Formally bringing employees into the process can provide useful insights and information about how best to recruit and retain disabled, minority, and female employees.

Organisations should also take into account the Supreme Court decisions. In a case, the Court ruled that voluntary quota systems are acceptable to the extent that employers do the following ( 1988): (1) avoid quota systems when no evidence of past discrimination exists; (2) develop plans that do not require the discharge of or have other significant ill effects on majority workers; (3) avoid setting minority quotas of greater than 50 percent; and (4) develop plans that are temporary in nature and will end once the negative effects of past discrimination are corrected.





Additionally according to (2002), often, employees will not file an EEO complaint unless they think they have been mistreated. Perceptions of mistreatment often result from situations in which employees’ or applicants’ expectations have not been met. Therefore, employers should not only provide realistic job previews for employees but also make sure they provide honest performance feedback and expectations. While it may be painful in the short term, providing honest feedback and expectations to employees is a good management practice that may reduce legal problems in the long run. In the end, organizations can avoid many of the potential problems associated with the HRM legal environment by engaging in sound management practices—management practices that are part of the organization’s strategic initiatives, supported by the HRM function. Organizations must be proactive in addressing the challenges presented by the legal environment in general and EEO regulations in particular.


1. It was found that overall training constitutes 70% of job based training. While skill based training counts to 30% which is only concentrate on behavioural aspect not performing the job.

2. It can be interpreted that training programs are carried out after performance appraisal (80%). It is clearly indicates that the main purpose of training is performance appraisal.

3. It was observed that on the job training method is mostly proffered in PCL (70%). While 30% of training is off the job training.

4. While studying the satisfaction level of employee, it was observed that 75% of employees are highly satisfied and 25% employees are satisfied with training programme because they don’t find out any changes in their working behaviour and skill.


5. It was found that all employees are aware about the counseling.

6. It was found that 75% of the employees are benefited by training programme. while 25% of employees are not benefited because they were unable to understand in clear terms. So it did not add difference in their behaviour nor in their work style.

7. It was observed that the employees were benefited by training in terms of increase knowledge, increase productivity and increase in incentives.

8. It was observed that 60% of employees perceive on the job training. While 40% of the employees perceive off the job training
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Re: Human Resource Management of KBR
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James Cord
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Re: Human Resource Management of KBR - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
KBR, Inc. (formerly Kellogg Brown & Root) NYSE: KBR is an American engineering, construction and private military contracting company, formerly a subsidiary of Halliburton, headquartered in Houston. The company also has large offices in Arlington, Birmingham and Dallas. After Halliburton acquired Dresser Industries in 1998, Dresser's engineering subsidiary, The M. W. Kellogg Co., was merged with Halliburton's construction subsidiary, Brown & Root, to form Kellogg Brown & Root. KBR and its predecessors have won many contracts with the U.S. military, including during the 2003 invasion of Iraq, World War II and the Vietnam War.

KBR is the largest non-union construction company in the United States.[1] The company's corporate offices are in the KBR Tower in Downtown Houston.[2][3]

The company received significant media attention in the late 2000s, after an employee, Jamie Leigh Jones, was allegedly gang-raped and held hostage by her co-workers, before evidence disappeared after it was handed to the company.

When negotiating a grievance procedure, one important concern for both sides is how effectively the system will serve the needs of labour and management. A well-written grievance procedure will allow grievances to be processed expeditiously and with as little red tape as possible. Furthermore, it should serve to foster cooperation, not conflict, between the employer and the employee. Procedures differ from organisation to organisation. Some contain simple two-step procedures. At the other extreme, the grievance procedure may contain six or more steps. The first step might be for the grievant to meet informally with the grievantís supervisor to try to find a solution. If one is not found, a formal grievance is filed and a meeting scheduled between the employee and the supervisorís boss. The next steps involve the grievant meeting with higher and higher level managers. Finally, if top management and the employee canít reach agreement, the grievance may go to arbitration. (2002) noted that formal grievance procedures are ways to more broadly enhance organizational support that encourages generalized trust.

Every organization should establish a process for the internal resolution of equal employment opportunity (EEO) and other types of employee complaints. This means that an employer should have a formal grievance procedure that employees can use to deal with possible cases of discrimination. In cases of discharges, promotions, or sexual, racial, ethnic, or religious harassment, the availability of formal grievance procedures often aids in resolving complaints of discrimination so that the equal employment opportunity commissionís (EEOC) involvement is not necessary. It is much less expensive to resolve these concerns if the EEOC and legal counsel are not involved. More importantly, employee satisfaction and morale can be improved when employees are able to pass along their concerns to upper-level management. (2002) believes that if evidence of discrimination exists, the organization should be proactive in developing policies to correct the situation. These plans should be consistent with guidelines set forth by the EEOC. Employees (disabled, minority and female) should be involved in the process of developing these plans. Formally bringing employees into the process can provide useful insights and information about how best to recruit and retain disabled, minority, and female employees.

Organisations should also take into account the Supreme Court decisions. In a case, the Court ruled that voluntary quota systems are acceptable to the extent that employers do the following ( 1988): (1) avoid quota systems when no evidence of past discrimination exists; (2) develop plans that do not require the discharge of or have other significant ill effects on majority workers; (3) avoid setting minority quotas of greater than 50 percent; and (4) develop plans that are temporary in nature and will end once the negative effects of past discrimination are corrected.





Additionally according to (2002), often, employees will not file an EEO complaint unless they think they have been mistreated. Perceptions of mistreatment often result from situations in which employeesí or applicantsí expectations have not been met. Therefore, employers should not only provide realistic job previews for employees but also make sure they provide honest performance feedback and expectations. While it may be painful in the short term, providing honest feedback and expectations to employees is a good management practice that may reduce legal problems in the long run. In the end, organizations can avoid many of the potential problems associated with the HRM legal environment by engaging in sound management practicesómanagement practices that are part of the organizationís strategic initiatives, supported by the HRM function. Organizations must be proactive in addressing the challenges presented by the legal environment in general and EEO regulations in particular.


1. It was found that overall training constitutes 70% of job based training. While skill based training counts to 30% which is only concentrate on behavioural aspect not performing the job.

2. It can be interpreted that training programs are carried out after performance appraisal (80%). It is clearly indicates that the main purpose of training is performance appraisal.

3. It was observed that on the job training method is mostly proffered in PCL (70%). While 30% of training is off the job training.

4. While studying the satisfaction level of employee, it was observed that 75% of employees are highly satisfied and 25% employees are satisfied with training programme because they donít find out any changes in their working behaviour and skill.


5. It was found that all employees are aware about the counseling.

6. It was found that 75% of the employees are benefited by training programme. while 25% of employees are not benefited because they were unable to understand in clear terms. So it did not add difference in their behaviour nor in their work style.

7. It was observed that the employees were benefited by training in terms of increase knowledge, increase productivity and increase in incentives.

8. It was observed that 60% of employees perceive on the job training. While 40% of the employees perceive off the job training
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