Perdue

To facilitate its relationship with workers, Perdue has a People First Management policy.
Purdue puts a high value on the employees, regarded as associates, who in turn ensure quality
products are delivered to the customers. When theright motivators are identified and addressed
then excellent performance is achieved. Besides being increasingly prouctive, motivated workers
also enjoy increased fob satisfaction as well as increased morale. The three ways that Perdue
empowers the associates are firstly the English language classes offered to associates who are
non-English speakers. Jim Perdue helps these non-English speakers earn a certificate equitable to
a diploma from high school. The training enables the non English speaking employees attain
their professional goals. Secondly, jobs are re-designed to eliminate body harm by Perdues
ergonomics committee, an undertaking that minimizes accidents and physical illnesses among
the employees. This consideration increases the loyalty of employees who feel valued and
appreaciated. Consequently, workers are more obliged to perform to their optimum capabilities.
Perdue recognizes the need to protect the employees from harm, which in turn make them have
an increased ownership of their working place. Thirdly, Associates are offered medical services
at Perdue medical clinics which have professional doctors paid by the company.
Perdue utilizes HRM as the primary strategic partner by employing the three Ps and
putting its employees before profits and products. Eventually, employees get more time to work
and increase productivity. The implementation of the three programs at Perdue ensures the
employees are available to work as less time is wasted by visiting medical facilities, turnover
rates are lowered, and the workforce is healthier, happier, stable and more productive. Satisfied
employees perform better at their workplaces as their basic needs are met by Perdue, thus
increasing motivation. The employees feel valued, and their sense of belonging increased.
Competitive challenges influencing HRM at Perdue include the decision-making process
centered at top management. Employees at the lower scale are not involved in the decision-
making process, a factor that may deter ownership. In order to save time, Perdue has shunned the
horizontal management stature. Involvement of employees in decision making increases trust
since a beter relationship with them is established. In particular, all future plans of the company
should be made on an inclusive manner foor each stakeholder to fee; more secure at their jobs.
Besides, transparency is oncreased in organizations that engage all employees . therefore, Perdue
failure to involve the employees in decision making may ompact negatively as they may feel
unvalued. However, HRM at Perdue has contributed to its global success as the employees are
motivated by the humane treatment. Therefore, excellent standards and quality goods continue to
drive the employees at Perdue. Perdue values quality over efficiency, thus slogans and principles
of quality management enable it to compete globally effectively. The vertical integration of
broiler chicken at Perdue is a major innovation enabling Perdue to improve its quality. Perdue
ensures total control of poultry manufacturing processes. Besides, Perdue has individual feeds
for the chickens as well as the processing plant, markets and distribution channels for the chicks.
Perdues HRM is responsible for its success at an international level as the employees are
commited to organic poutry production. HRM at Perdue ensures that employees are well
compensated and workplace safety ensured. The meployees ensure a conducive environment for
the chicks in order to maximize production and ensure quality. Besides the handsome salary paid
to its employees, Perdue offers healthcare benefits, compensated time off and the ultimate profit
sharing plan that Perdue has introduced to the hourly associates. Besides. There is a healt
improvement plan at Perdue that seeks to eliminate lifestyle illnesses risk and controlling minor
illnesses. the humate treatment of workers has contributed largery to the companys success at
the global level.
Merck
Merck is a multinational company that places great value to its employees. The company
lagely relies on the ingenuity, work and entrepreneurship of the workers as its the companys
greatest effort. The company has cme up with a conducive work environment that the workers
are trrated fairly. Merck has a non-discrimination principle, human dignity and respect that
makes the employees fel like a part of a big family. As a multinational organization, Merck
addressed the medical needs ofa diverse community. In order to realize its goals, erck mu st
include various communities in its research. Merck values diversity and fosters it by hiring
employees that understand the company's global market different demands. In training and
business practices strategies, Mercks top management accounts for inclusion and diversity. The
diversity strategy at Merck is addressed by Employee Resource Groups. The groups are a
representation of the company, its clients as well as the American and global population.
Members of Employee Resource Groups represent various cultures, geographies as well as
expertice areas. Merck has employed women, Hispanic/latino, Asian pacifiv, veterans, African
ancestry, interfaith, members of LGBT and differently abled people. Merck supported Employee
Resource Groups foster the workers professional development by fnding mentors, business
insights forum participation and act as contact points for diverse employees. Among the resource
employee resource groups at Merck are Merck Womes Network, Merck Hispanos Organization,
Allies for Disabilities, Native American/Indigenous EBRG and Merck Interfaith Organization.
In 2003, the company had an 18% officials and managers from minority groups. 24.7%
of all professionals came from minority groups while salespersons from this category were 19.4
percent. Predominantly, operators, service workers, and technicians were derived from minority
groups while the upper layer managers were largely from majority groups. The totals minority
groups workforce of Merck in 2003 was 21.2%. The number of working women at the time was
less than it is today while the whites were predominantly holding college degrees. The
demographics explain why most of the tasks requiring less academic prowess were being
occupied by minority groups. Therefore, the company was employing most whites for the top
managerial jobs as they were more educated as compared to the minority groups. However, the
company appear to have provided equal opportunities fot employment to all qualified seekers of
employment. The companys principle concer was acqyiring qualified and talented suppliers and
employees within the business community. The population included minority groups like women
as well as veteran-owneb businesses.
In 2003, the US population comprised of 13% blacks, 5% Asians, and 15% Pacific
Islanders while both Alaska Natives and American Indians were about 2 %. The Latino and
Hispanic were 14 percent while the population of non-Hispanic whites was an overwhelming 68
percent. The demographic of US population at the time proves that the Non-Hispanic whites
were most likely to dominate the workforce. Working mothers had increasingly entered the labor
market, although they were less as compared to the present labor market data. Since 2003, the
company be;ives in sreng in being different and only delivers on its mission of improving and
saving lives worldwide by having a diverse workforce. Merck has both locally and global
doverse teams constituting diverse talents in its workforce. The diverse workforce has enabled
Merck address and understand the diverse needs of its diverse customers over the years. The
diverse customers mames the company commit to inclusiveness and diversity in order to
embrace different values and perspectives of each individual.