Analysing Unilever Regarding Hrm Issues

Topics: Quantitative research, Qualitative research, Employment / Pages: 8 (1764 words) / Published: Nov 28th, 2011
Analysing Unilever Regarding HRM Issues | 10th November2011 | Assessment 2: Written Assignment | |

Table of Contents Selection of the Company and Key HR Data 2 Staff’s Strategic Importance and Uniqueness 2 Labour Turnover as a Strategic Issue 3 Identifying Particular Problems in Labour Turnover 3 Quantitative Method 3 Qualitative Method 4 Primary Causes of Labour Turnover 4 Preventing Labour Turnover 4 References 6

Selection of the Company and Key HR Data

Unilever is the company in which this assignment is going to be based on. I chose this company because I’ve been following its growth and development in Portugal for the last few years. This because a member of my family has been working in this company for the last three years and that triggered my interest in such a company. It amazed me how big the company is and how come hadn’t I heard about it before, I actually found out that most of the food (including margarine, beverages, ice creams, etc.) and cleaning products I had at home had that unique “U” printed in the back of the pack. This Multi National Company has over 160.000 employees, from which 97.000 work in Asia, Africa and CEE, 41.000 in the Americas and 29.000 in Western Europe. Unilever invests a lot in R&D and has “more than 6,000 scientists, engineers, chefs and technicians working in Unilever 's R&D centres around the globe, inventing new products and improving existing products to delight consumers everywhere”, even though the largest part of the company’s employees are factory workers. (www.unilever.com)
Staff’s Strategic Importance and Uniqueness

The employees in a company can be divided in four types of workforce: knowledge employees, alliance partners, job-based employees and contract workers. (Lepak and Snell, 1999) In Unilever we can say that only knowledge employees and alliance partners have a high level of uniqueness even though job-based employees are strategically very important.



References: Beardwell, I., Holden, L., & Claydon, T. (2004). Human Resource Management (4th edition). http://www.unilever.com/sustainability/employees/developing/index.aspx (www.unilever.com) http://www.unilever.com/images/ir_annual_report_2010_tcm13-260379.pdf (www.unilever.com) http://www.unilever.com/sustainability/employees/well-being/safety/?WT.LHNAV=Safety_in_the_workplace (www.unilever.com) http://www.articlesbase.com/human-resources-articles/role-of-the-labour-turnover-1889105.html#ixzz1dFqP2wlb (www.articlesbase.com) Recruitment, Retention and Turnover 2009, CIPD (www.cipd.co.uk) Lepak, D. & Snell, S. (1999). The strategic management of human capital: determinants and implications of different relationships

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