The Walt Disney Company’s growth and expansions
The human resource management of any organization helps in the smooth processing of the same in the market. HRM helps in determining the management tools for understanding the needs of the organization through the involvement of the employees to make their growth in the market. HRM of any organization also helps in maintaining the sustainability of the organization in the market situation against all competitions and assorted risks.
Company Profile
The concerned company for this report, The Walt Disney Company, is a multinational mass media and entertainment conglomerate that has established itself as one of the second largest media company in the world in terms of the revenue structure and profitability. It undertook expansions in the fields of the radio, publications, theatre and the online media. The company operates on a worldwide basis. The growth of the company is based specifically on the management that is being undertaken by the same.
Purpose of the assessment
The report is aimed at examining the various aspects of the change in the practices in the management of the human resource and development, which has helped the organization in maintaining the progress and the sustainability whole expanding its enterprise. On the other hand, the report also enumerates recommendations for the strategic decisions that the organization might undertake for their HRM practices while expanding their enterprises in Ghana.
The company focuses on the development of the business based on the dependence of the human element. The proper treatment to the workforce has helped the organization in sustaining in the market scenario. Alternatively, the major characteristic of the change that is being undertaken by the organization is based on the diversity in the workforce that it supports. A clearly diversified workforce helps the organization in making innovations in order to meet the requirements of the customers and the audiences in the market. This approach of the organization has helped the same in maintaining their standards and sustenance in the markets. The six major principles that are being followed by Disney have helped in the growth of the organization in the market. According to DuBois and Dubois (2012), the structural and the cultural shifts of the organization has not only helped the organization in unraveling new scopes of expansion but also has helped the employees to grow in their carriers. On the other hand, the training that is being provided by the organization has helped the same in maintaining the quality of the inputs that are prepared by the organization (Dar et al. 2014).
The impact of HRM on the sustainability of an organization
EPRG model
EPRG model has helped ion the understanding of the various approaches that the company has relating to their state of affairs. The model helps in determining the different approaches of staffing that is being undertaken by organizations in order to fulfill their objectives.
Ethnocentric approach
The Ethnocentric approach of the model is based on the company’s belief that the branch in the home country is more superior to the others, and therefore the company undertakes a very less research in the international markets.
Polycentric approach
The polycentric approach of the organization perceives every market to be unique in nature and thereby the headquarters of the organization places very less control over the activities in the other markets.
Regiocentric approach
The Regiocentric approach of the organization is based on the consideration where the organization undertakes a differentiation among the regions where the organization is looking forward to function. The difference in the region is based on the fact that there is a change in the market conditions (Hennekam and Herrbach 2013).
Geocentric approach
The Geocentric approach of the organization is determined by the different aspects of the transition in the organizational culture while operating in the international markets. The approach helps in determining the differences between the undertakings of the company in the home country and globally. It can be taken as a combination of the Ethnocentric and Polycentric approach that is being planned by the organization.
Diversity management in Walt Disney
The staffing and the recruitment that is undertaken by the companies are related to the fulfillment of the requirement of the same in the market. The recruitment of the skilled workforce has helped the organization in making its significant progression in the international markets (Alfalla-Luque, Marín-García and Medina-López 2012). Moreover, the training needs of the employees are also being adhered buy the organization, which has helped the same in retaining the skills of the workforce and enhancing them for bringing forth improvements in their structure (Husin, Chelladurai and Musa 2012). The working environment and the remuneration that is being offered by the organization n also play a major role in determining the retention rate of the employees. It thereby helps in measuring the progress of the organization based on the smooth functioning of the systems (Kaufman 2015).
The organization expects the responsibility and the firm support of the employees through the standard of quality, the application of the ethics, and social responsibility. It will be helping the organization to maintain its sustainability in the market. The organization undertakes the change in their structure and functioning in order to adhere to the changing needs of the consumers in the market. Mariappanadar (2012) started that Disney perceives their brand image through their employees and therefore it has a strong foundation of the regulations for sustaining their organizational culture in the market. Disney has six principles that they follow for the proper human resource management and it has helped the organization in making its progress in the market. The very first of the principles is to value the employees for which they use the acronym RAVE (ALDamoe, Yazam and Ahmid 2012). RAVE stands for Respect, Appreciate, and Value Everyone, which helps in the determination of the procedure that is undertaken by the company for keeping the workforce motivated and skilled. It also helps the organization in undertaking the smooth functioning of its business. The major aspect of the change in the management patterns of the human resource that is being undertaken by the organization is based on the understanding of the progression that the company aims at undertaking in the market (Jimenez-Jimenez and Sanz-Valle 2012). Valuing the employees is one of the major steps that is being undertaken by the organization for the proper functioning of the business enterprise.
The importance of a diversified workforce in an organization
The other principles that govern the management structure of the organization are the changes in the structural, the functional and the other processes. The changes in the processes will be helping the organization in adapting themselves in the international markets. On the other hand, the skilled workforce of the organization shall facilitate the improvements in the functioning of the organization in the market (Foss et al. 2015). It also involved the determination of the right candidate for the job during recruitment. Thereby it understands and provides the training as per the needs of the employees to perform in their individual job roles (Lamba and Choudhary 2013). The undertaking of the organization in order to provide the employees with the value proposition has helped in maintaining their covers of sustainability in the market structure.
The company must take steps in order to understand the various prospects of growth in the market of Ghana. In order to analyze the prospects a market research is required to be undertaken by Walt Disney as per the staffing requirements (Vanhala and Ritala 2016). The staffing requirements of the organization are based on the diversification of the workforce. The consideration of the change in the structure and the functioning is based on the expansion of the organization in Ghana (Slocum, Lei and Buller 2014). This section of the report aims at understanding the recommended actions that the company should have taken in order to cater to the needs of the organization to expand its business in Ghana.
The application of the Geocentric approach while working in Ghana
- The Geocentric approachmight be undertaken by the organization in order to facilitate the efficient functioning of the organization in the market. The company must take steps to encourage the recruitment of the staff from that region where the company is establishing itself. It will be helping to determine the needs of the organization based on the diversity of the operations.
- The organization must undertake recruitments from the region that are well aware of the local languages that are used in the region (Giauque, Anderfuhren-Biget and Varone 2013). On the other hand, it will be helping the organization in determining the needs and the requirements of the people living in the region. The determination of the various aspects of the transition is based on the understanding of the different characteristically similar elements of the development of the organizational structure. The flexible organizational structure will be helping the organization in maintaining the adaptability of the organization in the market as per the needs of sustainability.
- The organization must also undertake steps in order to keep the employee motivated. It will help the same in retaining the skilled workforce, which will be helping the organization to promote smooth functioning of the same in the markets (Clarke and Hill 2012). The parameters for understanding the change that is being undertaken by the organization is based on the understanding of the needs of the company to make its progress in the markets.
- The appreciation for the performance of the employees will be helping the organization in keeping the workforce motivated and involved in the processes undertaken by the organization. The major aspects of the change are based on the understanding of the various factors that determines the change in the tastes and the demands of the consumers. On the other hand, the organization must also undertake steps for training the local employees of the same in order to facilitate the smooth functioning of the workforce, which will be helping the organization in planning for the improvements in the processes. The characteristic feature of the transition that is being undertaken by the organization is based on the understanding of the different management contexts for understanding the requirements of the people living in the region. The organization is more focused on the quality of the deliverables. Therefore, the company must take steps in order to determine the needs of the same while undertaking the recruitments.
- Service quality enhancement is one of the chief concerns of the organization. Therefore, the organization must formulate policies for monitoring over the processes that are undertaken by the employees (Donate, Peña and Sanchez de Pablo 2016). It will be helping the organization to reason the change that is required to be undertaken in the structure and the functioning for bringing forth improvements in the systems. Monitoring over the functioning of the employees is one of the chief requirements of the organization to progress in the market. It is perhaps the best effort that management can afford to undertake in order to boost the functioning of the workforce in the new market scenario.
Conclusion
Therefore, from the above analysis it can be stated that the identification of the HRM needs of Disney will be helping the organization in bringing forth improvements in their situation. On the other hand, the current practices that are being taken by the organization relating to the diversity management is being evaluated as a part of this report.
References
ALDamoe, F.M.A., Yazam, M. and Ahmid, K.B., 2012. The mediating effect of HRM outcomes (employee retention) on the relationship between HRM practices and organizational performance. International Journal of Human Resource Studies, 2(1), p.75.
Alfalla-Luque, R., Marín-García, J.A. and Medina-López, C., 2012. Is worker commitment necessary for achieving competitive advantage and customer satisfaction when companies use HRM and TQM practices?. Universia Business Review, (36).
Clarke, M.A. and Hill, S.R., 2012. Promoting employee wellbeing and quality service outcomes: The role of HRM practices. Journal of Management & Organization, 18(5), pp.702-713.
Dar, A.T., Bashir, M., Ghazanfar, F. and Abrar, M., 2014. Mediating role of employee motivation in relationship to post-selection HRM practices and organizational performance. International Review of Management and Marketing, 4(3), p.224.
Giauque, D., Anderfuhren-Biget, S. and Varone, F., 2013. HRM practices, intrinsic motivators, and organizational performance in the public sector. Public Personnel Management, 42(2), pp.123-150.
Hennekam, S. and Herrbach, O., 2013. HRM practices and low occupational status older workers. Employee Relations, 35(3), pp.339-355.
Husin, S., Chelladurai, P. and Musa, G., 2012. HRM practices, organizational citizenship behaviors, and perceived service quality in golf courses. Journal of Sport Management, 26(2), pp.143-158.
Jimenez-Jimenez, D. and Sanz-Valle, R., 2012. Studying the effect of HRM practices on the knowledge management process. Personnel Review, 42(1), pp.28-49.
Kaufman, B.E., 2015. Market competition, HRM, and firm performance: The conventional paradigm critiqued and reformulated. Human Resource Management Review, 25(1), pp.107-125.
Lamba, S. and Choudhary, N., 2013. Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research & Technology, 2(4), pp.407-423.
Mariappanadar, S., 2012. Harm of efficiency oriented HRM practices on stakeholders: An ethical issue for sustainability. Society and Business Review, 7(2), pp.168-184.
Slocum, J., Lei, D. and Buller, P., 2014. Executing business strategies through human resource management practices. Organizational Dynamics, 43(2), pp.73-87.
Vanhala, M. and Ritala, P., 2016. HRM practices, impersonal trust and organizational innovativeness. Journal of Managerial Psychology, 31(1), pp.95-109.
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