Outback Steakhouse

Topics: Management, Knowledge management, Psychometrics Pages: 6 (1996 words) Published: May 24, 2011
“Outback Steakhouse”
Strategic Human Resource Management – HRM 530

Question 1: Discuss how the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage.
The Selection process within most organizations is the foundation of competitive advantage through people. Upon reading this case, there is one particular aspect that stands out: the people are the main ingredients that make the company successful. Therefore, since the competitive advantage to an organization’s success is it choices of the people that the leaders in charge hired. In a job fit option, the leaders create the job specification that needs satisfying by the employees hired. It is very important to select the right contender for the job based on the needs of each individual business, which fall sole on the premise of employee selection. Outback Steakhouse has integrated a defined selection process for hourly and management workers that will help hire and retain people to successfully run their organization. This selection process helps the organization achieve a competitive advantage because it allows Outback to recruit the applicant, assess their qualifications rigorously, then select the most competent centered on its objective by choosing employees who are willing to adapt to the culture, vision, values and beliefs of Outback Steakhouse. And it does allow them to employ people that appreciate the value of teamwork, accountability, kindness, and individual responsibility. Outback Steakhouse leaders used several types of tests that help them to weed out the people they want on their teams. One of these tests is the validity which dictates how the potential new hires are test against the old setting of Outbackers who have been very successful in the company. This is a strategic technique to discover if a person is a good fit along with all the tests that are given to the new contenders help to keep Outback Steakhouse a step above the average restaurant when it comes to the superior process of hourly and management workers. By take advantage of the strength of their employees, Outback Steakhouse not only keeps their turnover low, they have gained a competitive advantage in the restaurant industry. In this case in point the organization-based fit is the norm for Outback Steakhouse selection process. To say the least, competitive advantage is achieved in the ability to make small adjustments in existing goods and services at a low price it characterized by known problems and known methods for solution. Question 2: Discuss the importance of both “job fit” and “organization fit” to Outback Steakhouse and explain how interview questions can help to assess whether or not a candidate “fit.”

Alavim and Leidner (2001) wrote that “knowledge is state of mind, knowledge is an object to be stored, knowledge is a process of applying expertise, knowledge is a condition of access to information and knowledge is the potential to influence action” (Alavim and Leidner, 2001). Furthermore, Sporleder and Moss (2002) defined Knowledge Management with more details as an integrated approach to identifying, creating, managing, sharing, and exploiting all information and knowledge assets of an organization. In addition, Soo and his colleagues viewed Knowledge Management in a simpler way; they think it is a process of knowledge creation and the organizational performance outcomes that result from that knowledge (Soo et al., 2002). Although there is not a clear definition of it, researchers believe that it is an important source to maintain organizations’ competitive advantage (Brannback & Wiklund, 2001; Hagen, 2002; Sporleder & Moss, 2002; Nonaka & Takeuchi, 1995). With that in mind, it is rather more optimal to understand why Outback Steakhouse advanced technique in choosing its candidate for its teams worked.

The ability to classify whether or not a candidate fall under the “job fit” or “organization fit” category...

References: Alavim M., & Leidner, D. E. (2001). Knolwedge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25 (1), 107-136.
Brannback, M. & Wiklund, P. (2001). A new dominant logic and its implications on knowledge management: a study of the Finnish food industry. Knowledge and Process Management, 8(4), 197-206.
Hagen, J.M. (2002). The knowledge management frontier in the global food system: discussion. American Agricultural Economics Association, 84(5), 1353-1354.
Nonaka, N. & Takeuchi, H. (1995). The knowledge-creating company. New York: Oxford University Press.
Soo, C., Devinney, T., Midgley, D., & Deering, A. (2002). Knowledge management: philosophy, process, pitfalls, and performance. California Management Review, 44(4), 129-150.
Sporleder, T.L. & Moss, L.E. (2002). Knowledge management in the global food system: network embeddedness and social capital. American Agricultural Economics Association, 84(5), 1345-1352.
Stewart, Greg L. and Brown, Kenneth G. (2009). BUS 530: Human Resource Management (1st ed.). USA: John Wiley and Sons, Inc.
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