HRM Strategy in a case study on IKEA
1. Introduction
The human resource function has undergone throughout its history major transformations and evolutions. Concepts managements have given way to others as imposed by the globalisation of markets and by a workforce more educated, more fluid and diverse. In this context of internationalisation, companies are anxious to take their benefit so as to seek the most advantageous model management. United States speak of mobilising and unifying model of human resources. Warner (2011) discusses about Japanese model that focuses on employee participation in company decisions. Finally, the Swedish model which works on the establishment of principle of consensus. Each of these models present advantages and disadvantages, strengths and weaknesses.
What is the most interesting model of human resources management and more profitable for the organisation? , the models are they transferable and applicable to cultures and different to hand out? Can a European model applied in North America and a Japanese model in Europe? What adaptation the organisation needs to do to succeed in setting?
To answer this question, I have chosen the Swedish multinational IKEA. The organisation was founded in 1943 by its principal designer Ingvar Kamprad in southern Sweden. The organisation has more than 325 stores, present in 44 countries around the world, and employ more than 140,000 employees. In Quebec, IKEA opened its first store in 1982 in town centre of Montreal, in 1986 it then moved to Cavendish in the borough of Saint-Laurent employed 13,000 people in North America. The main activity of the company is selling furniture and interior designs; it is considered a world leader in this niche market.
In this analysis I will try to define the concept model of human resource management IKEA adopted for its store in Quebec, understand the reasons for this choice and the success of this model. Present the functions of HRM in this organisation and its evolution through the years and
The human resource function has undergone throughout its history major transformations and evolutions. Concepts managements have given way to others as imposed by the globalisation of markets and by a workforce more educated, more fluid and diverse. In this context of internationalisation, companies are anxious to take their benefit so as to seek the most advantageous model management. United States speak of mobilising and unifying model of human resources. Warner (2011) discusses about Japanese model that focuses on employee participation in company decisions. Finally, the Swedish model which works on the establishment of principle of consensus. Each of these models present advantages and disadvantages, strengths and weaknesses.
What is the most interesting model of human resources management and more profitable for the organisation? , the models are they transferable and applicable to cultures and different to hand out? Can a European model applied in North America and a Japanese model in Europe? What adaptation the organisation needs to do to succeed in setting?
To answer this question, I have chosen the Swedish multinational IKEA. The organisation was founded in 1943 by its principal designer Ingvar Kamprad in southern Sweden. The organisation has more than 325 stores, present in 44 countries around the world, and employ more than 140,000 employees. In Quebec, IKEA opened its first store in 1982 in town centre of Montreal, in 1986 it then moved to Cavendish in the borough of Saint-Laurent employed 13,000 people in North America. The main activity of the company is selling furniture and interior designs; it is considered a world leader in this niche market.
In this analysis I will try to define the concept model of human resource management IKEA adopted for its store in Quebec, understand the reasons for this choice and the success of this model. Present the functions of HRM in this organisation and its evolution through the years and
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