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Human Resource Management of Warner Bros. Entertainment

Human Resource Management of Warner Bros. Entertainment

Discuss Human Resource Management of Warner Bros. Entertainment within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Warner Bros. Entertainment, Inc., also known as Warner Bros. Pictures or simply Warner Bros. (the often-spoken Warner Brothers is not ...

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Human Resource Management of Warner Bros. Entertainment
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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
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Human Resource Management of Warner Bros. Entertainment - January 28th, 2011

Warner Bros. Entertainment, Inc., also known as Warner Bros. Pictures or simply Warner Bros. (the often-spoken Warner Brothers is not used by the company, despite the fact that "bros." is an abbreviation of "brothers"[2]) is an American producer of film and television entertainment.

One of the major film studios, it is a subsidiary of Time Warner, with its headquarters in Burbank, California and New York City. Warner Bros. has several subsidiary companies, including Warner Bros. Studios, Warner Bros. Pictures, Warner Bros. Interactive Entertainment, Warner Bros. Television, Warner Bros. Animation, Warner Home Video, New Line Cinema, TheWB.com, and DC Comics. Warner owns half of The CW Television Network.

UK manufacturing firms employing between 60 and 1,000 employees. The results of their research indicate that bundles of HRM practices taken together explain about 18 per cent of the differences in profitability and productivity of companies in their sample. By comparison, the variable “business strategy” explained less than 3 per cent of the change in profitability and productivity. Rather surprisingly “emphasis on quality” explained less than 1 per cent of the change in profitability and productivity. Patterson et al. (1997) suggest this can be explained by the fact that the majority of firms are equally committed to quality, whereas there were wide discrepancies in the degree of commitment to HRM. The HRM variables identified by these authors as significantly related to profits and productivity were job design and “acquisition and development of employee skills”. The variable “job design” is a bundle of skill flexibility, job responsibility, job variety and use of formal teams. “Acquisition and development of employee skills” consists of a bundle of selection, induction, training and use of appraisals.

RECOMMENDATIONS

It is important to recognise that employees may demonstrate a commitment to providing quality service without being committed to the organization. For example, an exploratory study of employee turnover by Hartman and Yrie (1996) suggests that turnover of some employees (50 per cent of the sample) is a consequence of lack of opportunities for progression and training, rather than a lack of job satisfaction. Such employees can be committed to providing quality service to “their” customers, but may appear to have low organizational commitment.

A study by Peccei and Rosenthal (1998) has explored the relationship between an individual’s commitment to customer service (CCS) and a number of organizational variables in the retail food sector. They focus on behavioural manifestations of CCS, namely the extent to which individuals engage in continuous improvement on the job for the benefit of customers and exert effort on the job on behalf of customers.



In the process of human resource there has to be a key integrative mechanism, linking individuals' goals and responsibilities to the objectives of the organization and integrating appraisal, training and development to facilitate strategic fit (Storey 1992) and has been identified as a means of enhancing organizational control over employees, constructing a consistent statement of managerial expectations (Coates 1994). Formal planning is held to be an important driver in determining the employee’s commitment along with the organization in terms of adherence to its values and desired behaviors that will bring about a strong culture and be conducive to organizational success

Post retirement benefit

Being extended in the form of free medical treatment / medical expenses, benefits.

Basis for pays

The organization follows job based pay system. The organization has centralized process for pays / wages establishment.

Chief executive compensation

The compensations are based on the term and conditions of the post as finalized.

Manager’s compensation

The managers are offered salaries, bonuses, leave for assistance, time off with pay, health care and retirement coverage.

Professional compensation

The criterion for professional compensation are based on job scope.

Female workers

The organization has female workers.

There is no discrimination in the wages/ pay structure of male, female worker.

Pay policy

The organization has open pay policy.

In case of inflation, the workers are given increase in pay through peace settlements whereas for executives variation in pay scales is done by “NFC”.

The retired personnel payments /compensations are revised in accordance with revision of pay scales.

Relationship between productivity and salaries

The organization does not believe in the relationship.


Department

The organization has eight departments.

The organization has formal “HR” department.

No. of employees

A total of eight hundred employees are working in The organization.

Survey for pay rates

The organization does conduct informal survey for establishing the pay rates of various grades.

Basis for pay structure

The organization set the pay structure for various appointments on the basis of :

1. Qualification

2. Experience

3. Technical skill

Job evaluation concept

No job evaluation concept is being followed by the organization.

Basic salaries

Basic salaries are set according to qualification, experience, and technical skills.

Union

A formal labor union (C.B.A.) exists in the organization.

The union discuss the issues like:

1. Wages rates

2. Income security

3. Time of with pay

4. Cost of living adjustment

5. Health care

Payment policy

No response is given by the organization.

Regular salaries are paid to the employees during probationary period.

Increments

The employees are awarded annual increments.

Allowances policy

Allowances are paid grade wise.

Compensation to the trainees

Compensation to the trainee employees is paid according to the grades.

Accident compensation

Compensation is paid through in vogue group insurance policy as per government regulations.

Medical treatment

Free medical treatment is entitled to the employees, their parents and their families through various hospitals on the pool of the organizations.

Payments during leaves

Employees are paid during leave periods.

TA/DA’s policy

TA/DA’s are paid to the employees at different categories according to their grades and entitlement.



Overtime premium

The organization pays the overtime premium to the employees.

Compensation for foreign qualified

No such compensation is paid in case of foreign qualified individuals

Additional technical qualification salary

Yes, additional benefits paid to technically high qualified personnel.

Pension policy

Yes, the organization has pension policy for their employees.

Post retirement benefit

Free medical treatments to self, spouse and dependent children.

Basis for pays

The organization follows both job base pay and skill base pay policies.

The organization has the centralized process for pays / wages establishment.
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Last edited by netrashetty; January 28th, 2011 at 06:55 PM..
   
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