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Human Resource Management of United Parcel Service : United Parcel Service, Inc. (NYSE: UPS), commonly referred to as UPS, is a package delivery company. Headquartered in Sandy Springs, Georgia, United States,[2][3] UPS delivers more than 15 million packages[4] a day to 6.1 million customers in more than 220 countries and territories around the world.

UPS is well known for its brown trucks, internally known as package cars (hence the company nickname "The Big Brown Machine"). UPS also operates its own airline (IATA: 5X, ICAO: UPS, Call sign: UPS) based in Louisville, Kentucky.


The rapid and huge increase in the amount of economic activity taking place across national boundaries has had an enormous impact on the lives of workers and their communities everywhere. The current form of globalization, with the international rules and policies that underpin it has also brought poverty and hardship to millions of workers, particularly those in developing and transition countries. They have seen an erosion of their working conditions, wages and job security in a time of unprecedented wealth and technological capability.

There is no doubt that globalization creates problems for workers. These problems do not respond to purely national solutions and an international response is therefore needed from the trade union movement in order to safeguard workers' and other social rights.

high quality goods and services are demanded outside of normal working or opening hours. Competitiveness, flexibility and quality services are key concepts in the organization of work today – as are job security, job satisfaction and fairness.

The successful employer, private or public, has to deliver on all these. This means: involving staff in decisions about change; making sure their needs and aspirations are considered; winning their commitment to new ways of working.

There are two issues that arise when the relationship of human resource management and industrial relations is analyzed. One of these issues includes the factors that can possibly pose a conflict for both disciplines. Secondly, if these conflicting factors are present, what are the ways to make them complement each other.

In analyzing the issue, one conflicting factor between these labor concepts is the differences between their goals. As mentioned earlier, human resource management aims to encourage and motivate the employees to become more productive in their work. HRM fulfills this goal through the provision of trainings and rewards. On the other hand, trade unions is focused more on the efficient production of goods and services in consideration of the achievement of the goals of the employer, employees and the organization as a whole. Other goals of the industrial relations include the establishment of communication systems in the workplace, settlement and avoidance of disputes, provision of social benefits such as health safety and social security, and the establishment of harmonious relations between the employers and the employees as well as the state. Industrial relations achieve all of these goals are achieved through negotiations and efficient communication

As both HRM and IR have significant roles and objectives in labor management, particularly in employee relations, the conflict between these concepts should be resolved. The resolution for this conflict however, entails the satisfaction of several factors. HRM and IR can possibly co-exist if management and unions are willing and able to carve out a role for human resource management and both are willing to narrow down the gap between these concepts. This alone requires the reformulation of thoughts and attitudes of HRM and IR. There is this common belief among unionized organizations that adopting HRM policies into their systems would not work at all due to the cited differences. However, it was stated by some authors (1993; M 1994) that contrary to this belief, countries such as the United Kingdom, is able to seriously employ HRM within unionized workplaces than in non-unionized organizations. During the 1980s, companies in the United States had started to integrate the individual and collective practices exemplified by both labor principles. This then resulted to the greater participation of trade unions in the change process ( 1991).

In spite of differences, both principles are geared towards the enhancement of the relations between management and employees. Though they vary in policies and means, having a common goal can facilitate the integration of both individual and collective approaches of both concepts. As a result, employee relations can further be maximized



Human Resource Strategies:


Human resource department will continue its effort towards nurturing a winning corporate culture and building organizational capabilities by ensuring that its people at all levels are both able and willing to perform at consistently exceptional levels. At PTC the people have been empowered to a large degree by minimizing out dated rules /regulations and plan to further eliminate the bureaucratic barriers to capitalize on their ingenuity and talent .The top team continue to play its role in providing the guidance and support to people at all levels. The HR (people’s) function ensures that it leads the transformational change by nurturing a climate, which would help in converting the huge potential at disposal of the company into world-class performance.



The active and effective role played by HR in people development at different levels organizational, departmental and individual is considered in PTC to be one of the most critical factor leading to the development of a winning corporate culture. The effort continues to be directed towards developing the skills of the shop floor employees, improving competencies of Business Support Officers (BSOs), and enhancing the leadership qualities of managers.
 
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Objectives of Human Resource Management

1) Maintain Internal Conflict

2) Enhance Internal Communication

3) Blur the gap between employee and employer.

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