Essays on Wal-Mart Store Inc and HRD Theoretical Framework Case Study

Download full paperFile format: .doc, available for editing

The paper "Wal-Mart Store Inc and HRD Theoretical Framework" is a good example of a business case study.   Wal-Mart Stores Inc. is a multinational retail chain operating hypermarkets and grocery store in America. As the potential employer in future, the organization has experienced high competition from other firms operating in the similar industry. The human resource development approach in Wal-Mart Stores Inc. has contributed to improving organizational performance. The challenges in the organization are setting an appropriate mechanism to equip the management and personnel with skills, knowledge, and abilities to effectively execute their duties.

The management is supposed to be enhanced with the leadership skills and organizational decision-making mechanism. The employees’ level, the HRD focuses on imparting skills, knowledge and empowering the workers to undertake their duties diligently. The research focuses on identifying the challenges of Wal-Mart Stores Inc. using the HRD framework, identifying the aspects of HRD working perfectly in the Wal-Mart Stores Inc. organization and considering the HRD process models applied in the organization. Furthermore, through the research literature, the recommendation for Wal-Mart Stores Inc. would be considered to enhance and improve the performance and productivity of the organization.

Therefore, the paper seeks to elaborate on the HRD theoretical framework and how it would contribute to Wal-Mart Stores Inc. organization to improve performance and becoming a competitive organization. The Key Challenges of using HRD in Wal-Mart Stores Inc. Change management; Wal-Mart Stores Inc. organization have experienced the change in the management and hence influencing the Human Resource Development. HR professional skills and training are essential in achieving organizational development (Kim & Cervero, 2007, p. 12). The organization has specific models and systems that require the input of the management.

HR has to consider training and educating the current management to get equipped with the essential professional skills to support the organization in its operation. The change in the management indicates that HR has to consider another set of training and development to ensure the new management has the skills and knowledge to handle the organization systems and programs (Sadler-Smith, Down, & Field, 2002, p. 369). Intensified training is required in developing the competencies that would deal with the change management in the organization.

Therefore, Wal-Mart Stores Inc. has been experiencing the challenges of highly qualified management personnel moving and hence setting the HRD to train and up bring the new set to ensure the business move forward. Leadership development; as s challenge to human resource management, leadership development require being enhanced using critical strategic initiatives. The Human Resource professions are faced with the changing business and professional environment in terms of structures, the processes and tools of operation (Russ-Eft, 2014, p. 546). The selections of the best approach are determined by the development of the future leadership of the firm relating to the expectation in business operation.

In the global leadership, HRD has been identified as critical strategic measures and initiatives that contribute to organizational performance (HUNG, 2010, p. 94). The approach is essential as it helps in retaining the employees with the skills and knowledge relating to the organizational operations. In supporting organization performance, the firm’ s culture determines the level of leadership development (Alagaraja & Egan, 2013, p. 6). Wal-Mart Stores Inc. has to initiate the leadership developments that are aligned to the organizational goals and objectives.

The leadership developments are supposed to focus on the organizational values to ensure the HRD meets the set strategic measures. The management is supposed to be equipped with the essential leadership roles and the market position to relate to the expected future of Wal-Mart Stores Inc. in the long term. Therefore, the HRD is supposed to be appropriately utilized in the Wal-Mart Stores Inc. management to enhance leadership development.

Bibliography

Alagaraja, M., & Egan, T. (2013). The Strategic Value of HRD in Lean Strategy Implementation. Human Resource Development Quarterly. 24(1), 1-27.

Alagaraja, M., Cumberland, D., & Choi, N. (2015). The mediating role of leadership and people management practices on HRD and organizational performance. Human Resource Development International.18(3), 220-234.

Chisholm, K. (2007). Strategies for publishing in scholarly HRD journals. Human Resource Development Quarterly. 18(1), 139-147.

Fenwick, T. (2005). Conceptions of Critical HRD: Dilemmas for Theory and Practice. Human Resource Development International. 8(2) , 225-238.

Gvaramadze, I. (2008). Human resource development practice: the paradox of empowerment and individualization. Human Resource Development International. 11(5), 465-477.

Hegstad, C. (1999). Formal Mentoring as a Strategy for Human Resource Development: A Review of Research. Human Resource Development Quarterly. 10(4), 383-390.

HUNG, T.-K. (2010). AN EMPIRICAL STUDY OF THE TRAINING EVALUATION DECISION-MAKING MODEL TO MEASURE TRAINING OUTCOME. Social Behavior & Personality: an international journal. 38(1), 87-101.

Jain, R., & Gulati, S. (2016). HRD Systems and Organizational Performance: Qualitative Review of Research. Journal of Institute of Public Enterprise. 6(1/2), 86-108.

Kim, H., & Cervero, R. (2007). How power relations structure the evaluation process for HRD Programmes. Human Resource Development International. 10(1), 5-20.

Messmann, G., & Mulder, R. (2012). Development of a measurement instrument for innovative work behavior as a dynamic and context-bound construct. Human Resource Development International. 15(1), 43-59.

Radhakrishna, A., & Raju, S. (2015). A Study on the Effect of Human Resource Development on Employment Relations. IUP Journal of Management Research. 14(3), 28-42.

Russ-Eft, D. (2014). Human resource development, evaluation, and sustainability: what are the relationships? Human Resource Development International.17(5), 545-559.

Sadler-Smith, E., Down, S., & Field, J. (2002). Adding value to HRD: evaluation, Investors in People and small firm training. Human Resource Development International. 2(4), 369-369.

Singh, A. K. (2011). HRD Practices & Managerial Effectiveness: Role of Organisation Culture. Indian Journal of Industrial Relations. 47(1), 138-148.

Sleezer, C., & Kunneman, D. (2001). Consumer Information: A Strategy for Integrating HRD Values and Practices. Human Resource Development Quarterly. 12(2), 209-213.

Tammeaid, M., & Sundman, P. (2013). HRD-Team development process (2012). InterAction: The Journal of Solution Focus in Organisations. 5(2), 129-129.

Valentin, C. (2014). The extra mile deconstructed: a critical and discourse perspective on employee engagement and HRD. Human Resource Development International. 17(4), 475-490.

Wang, Y. D., & Niu, H. J. (2010). Multiple Roles of Human Resource Department in Building Organizational Competitiveness -- Perspective of Role Theory. International Management Review. 6(2), 13-19.

Yorks, L., & Barto, J. (2013). Invited Reaction: The Strategic Value of HRD in Lean Strategy Implementation. Human Resource Development Quarterly. 24(1), 29-33.

Zavyalova, E., & Kosheleva, S. (2013). Assessing the efficiency of HRD practices in knowledge-intensive firms. Human Resource Development International. 16(5), 590-598.

Download full paperFile format: .doc, available for editing
Contact Us