The Men’s Wearhouse: Success in a Declining Industry

Topics: Management, Human resource management, Human resources Pages: 9 (2866 words) Published: April 1, 2013
Course:
201230 Summer 2012 BUSI 342-B06 LUO
Human Resources Management

Assignment:
Collaborative Learning Group Project

Case:
HR-5
The Men’s Wearhouse: Success in a Declining Industry

Team Members: [Group 3]
Justin Carr
Nichole Thompson
Nickala Major
Roni Garrett

Submitted: July 2, 2012

Respectfully submitted to: Dr. Daniel Gilbert

Abstract
The clothing retail industry has faced challenges that few have overcome; those that do have developed innovative managerial practices to inspire their human resources and empower their ability. Men’s Wearhouse mastered the niche; however, faced with their expanding growth, new challenges crop up and demise lurks. Men’s Wearhouse specializes in men’s apparel and custom tailoring. They have had notable success generating revenue and gaining a solid grasp on the market share. Men’s Wearhouse experienced massive growth between 1991 and 1996. From its opening in 1973, to its going public in 1991, the company had increased to 85 stores. In the five years after going public, the company saw their store number increase by over 400% to 345 stores nationwide (Stanford Graduate School of Business, Case HR-5, 2010, p. 2) The Men’s Warehouse appears to be a company that prides itself on driving the customer and shareholder’s experience while placing a high value on its human resources. George Zimmerman, founder and CEO, is expressive and passionate about his success in the clothing industry and his ideology on human resources. Zimmerman understands the importance of unleashing human potential through various means by simply investing in human capital. He says: As we look forward in the business world, I see a lot of very big companies that aren’t going to be around too much longer… what creates longevity in a company… The last thing most MBAs probably think of as value is the untapped human potential. (Stanford Graduate School of Business, Case HR-5, 2010, p. 3) This is substantiated. When done correctly, this investment in human capital has the ability to provoke the organization to evolve, grow, and/or adapt to technological and innovative challenges ultimately producing increased economic results (Robert L. Mathis, John H. Jackson, 2011, p. 5). This also appears to be where other innovative companies are trending (e.g. Google, Apple, Ford, etc…), however; this growth spawns inevitable, yet foreseeable, problems. Men’s Wearhouse is no exception, several clues indicate debilitation: disorganized recruiting, middle management job design; blurred training program, and ambiguous employee development. It is noted, these conceivable issues latently stem from George Zimmerman’s innovative vision and ideology for the retail industry. Zimmerman seeks to merge industry with an empowered and engaged employee - an employee who enjoys his profession and place of employment (Greenleaf, 1996). He and his associates have assembled a budding, market-shaking approach that could revolutionize the industry. Consequently, it is the intention of this document is to advise in human resources observations and provide shared industry knowledge to preclude breakdown or failure of The Men’s Wearhouse.

Recruiting/Hiring and Job Design
Men’s Warehouse has been very deliberate to empower their employees with a more competitive edge and a sense of ownership by seeking to promote from within (Stanford Graduate School of Business, Case HR-5, 2010, p. 9). Charlie Bresler, Executive Vice President of Human Resources, has placed generous efforts into facilitating promotion from within. This is credited for the company’s significant growth and development garnering loyal associates (The employees appear to find purpose at the chance at advancing within the company). The next great effort, in order to supply engaged and empowered associates, will be a concentration on job design within management. The recruitment process is the first step in the hiring process; it is the process...

References: Glinow, M. A. (2010). Organizational Behavior : Emerging Knowledge and Practice for the Real World. New York: McGraw- Hill Irwin.
Greenleaf, Robert K. (1904-1990) The Servant as Leader With that definition in 1970.
John Wiley & Sons. Experiences in Management and Organizational Behavior,4th ed. (New York: 1996). Original version developed by D. T. Hall and F. S. Hall http://www.wiley.com/college/sc/hitt/r002_ch01.pdf
Men’s Wearhouse. (1997). Success in a Declining Industry. Harvard Business Publishing
Noe, R., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011). Fundamentals of Human Resource Management. (4th ed.). New York: McGraw-Hill/Irwin.
Robert L. Mathis, John H. Jackson. (2011). Human Resource Management (13th ed.). Mason, OH: Cengage.
Satterlee, A. (2009). Organizational Management and Leadership: A Christian Perspective. Published by Synergistics Inc., Roanoke VA
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