Federal Express

Topics: Human resource management, Human resources, Trade union Pages: 9 (2647 words) Published: February 21, 2006

Federal Express, is a packaging and mail delivery company that had evolved 20 years ago. The company's strongest feature is its Human Resources department that had seeked to follow and concentrate on its mission statement throughout its growing years: "The Personnel Division is dedicated to maintaining a global environment consistent with P-S-P, quality standards, local culture, and relevant laws and regulations in which employees are motivated to high levels of achievement of corporate goals, attaining of career objectives, and 100% customer satisfaction" It is with this same objective that one is able to distinguish this company from its competitors, while being so efffective.


First of all Fedex HR practices revolve around its company culture. The motto "people first" is not merely for show. In fact Fedex truly believes and practice this. This is evident in its various Personnel programs like Human Capital Management Program [HCMP] and computer questionnaires that are constantly developed. An ongoing project is HR culture integrated in various aspects of HR development.

For instance, for the purpose of maintaining an up to date employee information and assessment system, it maintains an online database where employees could access it for review at any time. Maintaining open personnel evaluation demonstrates a trusting relationship between the company and it's employees. That is why HCMP is efficient because using this trust, Fedex had been able to strive in its HR planning and development. Where employees are allowed top-down communication, they would trust their company to solve their problems, and correct it for them to perform better. This also allows job analysis to be more accurate as employees are motivated to disclose their job responsibility and take on new tasks. They are able to communicate their needs or their ability to work in certain departments that may not come under their job description. Where industries are vying for multitasking, Fedex will not have any problem in imposing this kind of work pattern in its organization.

It is also evident that the company does not tolerate any kind of discrimination. Using an unbiased electronic system allows it to monitor employees' attitudes and behaviors. FedEx's policy to eliminate problems at the root level eventually scrapes out any kind of discrimination or biases. Therefore to say that the company observes Equal Opportunity Employment Compliance is quite accurate.

No Company maintains such a high level of employee development as Fedex does. Its evident that the company's main concern is "people" and it makes every kind of effort to insure that it is not limiting itself to customer satisfaction only. For instance in the areas of HR development, Fedex regularly carry's out orientation, training, employee development and career planning. Counseling is also a regular feature and provision for downsized employees and is another enhanced version of career development. Such care is seemingly almost impossible to maintain. But nevertheless this company had strived to create and maintain corporate culture for more then 2 decades.

Although the company does not indicate any kind of monetary compensation and benefits it is clear that the Fedex compensation system is not based on a conventional one. Incentives are regular and there is always one kind of injection of administration into the organization. For instance the theory Q= P [Quality equals Productivity] alone leads to employees coming forward, informing management of the various aspects of where the company is lacking. Listening to their advice, the HR department pays particular attention to such improvement and services to the employees. As result here is an ideal management and employee relation.


In a large organization of FedEx's size organizational variables need to be well positioned so that a wide range of jobs...

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6. Case Study: United Parcel Service, Fortune, September 29, 1997
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9. Gordon, M. E., Philpot, J. W., Burt, R. E., Thompson, C. A., & Spiller, W. E. 1980. Commitment to the union: Development of a measure and an examination of its correlates. Journal of Applied Psychology, 65: 479-499.
13. Schermerhorn Jr., John R. Management Sixth Edition. John Wiley & Sons: New York, 2001
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