Strategic Human Resource Management Case Analysis at Home Depot Company Essay

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Strategic Human Resource Management Case Analysis at Home Depot Company

By
Musalia Doughty

Table of Contents
Executive Summary 3
1.0 Overview of the Organization 3 1.1 Corporate Hierarchy of Home Depot 4
2.0 Strategic Human Resource Management at Home Depot 5 2.1 Workforce Diversity Management at Home Depot 5 2.2 Disadvantages of Workforce Diversity 7
3.0 Strategy to Counter Diversity Issue at Home Depot 7 3.1 Employee Relations 8
4.0 Implementing Employee Relations at Home Depot 8 4.1 Team-working 9 4.2 Functional flexibility 10 4.3 Employee Involvement 10 4.4 Reward Mechanisms 10
5.0 Recommendations 11
6.0 Conclusion 11
7.0 List of references 12

Executive Summary

Human …show more content…
Because of wide coverage area, the company commands a workforce of 331,000 employees (Roush 2010, p. 7).

1.1 Corporate Hierarchy of Home Depot

For effective management of the wide area of operation, the area of operation is divided into four regions. They include the western divisions, the northern division, the southern division, and Canada. The corporate hierarchy consists of the chief executive officer followed by four division presidents representing the mentioned divisions. Thereafter, there is marketing, merchandising, and global supply chain managed by various personnel. The company discharges its services based on its department. They include Home Depot direct, distribution centers, home services, and call centers. The Home Depot store can employ 120 to 350 workers. The arrangement of the store does not follow any pattern but are rather decentralized to various places within the four division jurisdictions. Each store is divided into various sections managed by supervisors for effective decision-making process (The Home Depot 2012, par. 3).

2.0 Strategic Human Resource Management at Home Depot

As seen in the introductory part, the management of human resources and by extension customers were affected by cost cutting strategies initiated by Nardel in 2000. During this time, jobs were cut to reduce the cost of operations. However, the error of Blake has seen some reformations in the management of human resource. In
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