Human Resource Management and Organizational Behaviour Within a Multinational Leader H&M

Human resource management and organizational behaviour deep down a multinational leader Hennes & Mauritz is a multinational retail-clothing company operational in 38 countries and employing a total of 87,000 slew. It has been founded in 1947 in Sweden and experience a rapid growth due to international expansion since the 1960s. H&Ms mission is at the same time virtuoso of the reason for its big and fast success offering fashion and tint at the best price. Customer expactations are supposed to be exceeded at all times as well as customers being commodious with the company itself.In vow to achieve that H&M ineluctably to sustain its truly confirming brand image and staff that is organize in the best possible way to handle those goals set. In its superstar-year report it is stated that the companys focus should be on commercial mindset, simplicity, constant improvement, cost consciousness and entrepreneurship. With those aspects in mind, the long frontier goal being do f ashion available to e very(prenominal)one, giving the customer a fashion experience that positionens H&M brand should be reached allowing the business to further expand and to enter vernal markets on the cornerstone of a 10-15% growth per year, funded internally.Over the years, the company has set a scheme which has the three main aspects of price, design and merger &acquisitions. First of all, since H&M always tries to offer their customers the lowest price possible, they need to achieve a competitive total to achieve low costs, and sustaining profitability at very low prices. This is achieved through keeping the number of middlemen to a minimum, benefiting of economies of scale, taking advantage of their great experience and selecting suppliers carefully and keeping distribution costs as low as possible.Designing is completly processed inh-house while all of the end yield is outsorced but its outcome is tested carefully on a unconstipated basis to ensure high quality at a ll times. Mergers & acquistions assimilate also been one of the companys major system in the past, especially focusing on acquisitions of small design companies to enrich their product portfolio and being able to offer diversified products worldwide which is an essential procedure of their international expansion strategy.H&Ms corporate strategy is to expand on a continuing basis, and as a consequence, employee strength also additions continuously. For 2009, H&Ms The continous expansion means that on that point is also an ongoing process of recruitment within the company, as additional staff is needed with every forward-looking shop straight-from-the-shouldering. Annual increase in the number of employees for the upcoming years is 5000-10,000 people from all various kinds of backgrounds, mostly recruited locally at the place of store opening.H&M puts a strong emhasis is to maintain their image of being a good employer, which will help them not only to be confronted with a high number of applicants for job vaccancies, but also reduces staff turnover as well as it increases employees satisfaction towards their job and hence, productivity. This also includes making efforts that exceed national requirements of employers responsibilities, which are, especially in some of the latterly entered asian markets, very low compared to western standards.This objective is summarized by the HR department as following In order to meet peoples expectations of H&M as an attractive employer, the company develops worldwide guide lines on diversity, equal rights and against discrimination Hennes & Mauritz wants to give every employee the picture that they are an essential part of the business, constently offering them to develop and giving the positive signals that promotions are within the company are always ahead. The company is very open towards trade unions and is known for its good and close communication on an employee-management aim.Represantitves are being ele cted which frequently discuss possibilities for improvement with managers, representing the employees opinions while at the same time managers are encouraged to actively communicate with employees of all levels as well. This creates a strong feeling of trustingness within the organization, which is excellent at managing diversity. At times of promotions, managers are sure first to look for the best candidate internally in order to gain advantage of the employees experience with the company and encouraging others to bailiwick hard and being the best andidate for future promotions. However, the companies philosophy is built among a concept which does not award employees with outstanding job titles but or else continiously increasing opportunities and responsibilities. The fast international expansion of course requires high level of training of new staff. As stated before, internal recruitment is one the main objectives, but since the number of staff is growing so fast, new employ ees need to be introduced to the job quickly.This process is being accelerated by on-the-job training in which new staff in new markets is invited to join a co-workers in an established market to be introduced into the philosophies, practices and periodic tasks. One of the main characteristics a H&M employee therefore inevitably to bring is a sense of entrepreneurship, good communication skills and being open to work in different environments. Once being hired by H&M, the employee is offered a huge range of benefits for which the company is well accept for (a list of possible benefits is attached in the appendix)