The paper 'Challenges and Future of HR Function - Carrefour " is a perfect example of a management case study. Studies across a range of disciplines have explored the current trends on human resource management (HRM) and underscored the need for employee motivation and job satisfaction, and how they would affect employee retention (Society for Human Resource Management, 2002). Indeed, motivation and satisfaction are critical aspects in HRM at most companies, such as Carrefour that operate in a competitive industry. The success of Carrefour, a Dubai-based retailer, is contingent on high employee productivity, customer service and quality performance (Carrefour, 2014).
This paper examines the companies and its strategies with a focus on HR objectives, the overview of the company and its HR functions, as well as the contribution of the HR department to company's strategy and future evolution of HR function. Section I HR Culture in UAE The United Arab Emirates (UAE), like most economies in the Middle East, encounters a range of challenges, such as future demographics, issues of sustainability, the balance between the employment of foreigners and national workforce, gender-related and diversity concerns and educational concerns.
Being a patriarchal society that believes in women’ s place at home, organisations in UAE have traditionally given preference to male workers (Randeree, 2009). This has, however, changed. Current studies have indicated that Emiratisation process (which entails limiting the demand and number of expatriate workers) combined with the encouraging participation of Emirati women in the private sector has been suggested as capable of alleviating a range of the UAE’ s human resource problems. Indeed, an additional challenge entails engaging the country’ s national human resource in employment and education while advancing at the same pace as advanced nations while maintaining regard for the Islamic tradition. Studies have also suggested that in order for UAE to succeed, it needs to make use of the entire human resource, as well as to encourage greater participation of Arab women in the workplace (Randeree, 2009).
This also implies that the UAE is likely to face a diverse workforce in the future. Expatriate workers are from Iran, the United States, India, Europe, and the United States. Carrefour overview Carrefour is a multinational retailer that operates in Dubai.
It was first opened in France in 1963 and is currently among the largest hypermarket chains globally and currently operates some 1,421 hypermarkets globally (Carrefour, 2014). Currently, the company has 371 stores in Asia. Indeed, it is categorised as the fourth largest retailer in terms of revenue, behind Wal-Mart, Tesco and Costco in that order. In terms of profit, it is the third-largest behind Wal-Mart and Tesco. In Asia, it also operates in Saudi Arabia, Qatar, China, and Lebanon. It is characterised by large stores that offer a wide variety of food and non-food items.
The company places emphasis on customer satisfaction (Carrefour, 2014). Human resource management functions at Carrefour Effective human resource management promotes effective fair competition, teamwork, and respective environment. Carrefour has more than 364,000 associates (employees). Hence, HRM plays a significant role in the company. As one of the largest retailers in the world, the company has concentrated on three basic strategies motivation, external recruitment, and internal promotion (Carrefour, 2014). Motivation To ensure high-quality customer service, HRM focuses on motivating the employees and creating a comfortable and secure work environment leading to value addition.
This is based on Alder’ s Existence relatedness and growth (ERG) theory, which suggests that three basic human needs have to be satisfied if workers have to be motivated: relatedness, existence and growth (Ajang 2006). In this regards, each of the employees is required to put on staff card without a name, despite the fact that the executive management puts on a similar staff card that shows some characters, such as “ choice and quality for everyone. ”
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