Academic Master

Business and Finance

The A.P. Moller-Maersk Group Analysis

Human Resource

The A.P. Moller-Maersk Group is known as the leading business organization when it comes to the international shipping business, and the consideration of oil and gas refers to the operations of the terminal. The headquarters of this particular corporation is in Copenhagen, Denmark, which was established by Arnold Peter Moller and his family. Here, the particular focus is to determine the different facets of human resource function with the consideration of the particular corporation of A.P. Moller-Maersk Group.

When it comes to the effective development of the business organization, it is crucial to effectively align the prospect of human resource function with the overall features of the organization’s strategic plan. It is crucial for the organization to adopt the particular functions that play an effective role in the accomplishment of the organizational objectives. Proper alignment between the functions of human resources and the strategic plan is necessary to attain the aspect of competitive advantage in business (Buller & McEvoy, 2012). The competitive advantage can only be achieved with the proper consideration and implementation of the different policies related to the overall development of the employees in the organization.

The current changing paradigm of the global business scenario immensely influences the human resource department of the Maersk group. Both features are closely connected as Maersk actively functions in the international market. The changing conditions of the global business world impact the management approach of the organization. It is immensely crucial for the organization to adopt a flexible approach to effectively align with the changing paradigm of the global business. The significant impact of the global paradigm on the human resource department of the organization can be witnessed through the specific strategy of the re-evaluation, which is taken by the Maersk group due to the immense form of the impact of the global conditions.

It is crucial to understand that there is a significant difference between recruitment and selection of internal and external candidates. The organization needs to adopt different strategies in both cases to attain effective employee performance. The major difference between internal and external recruitment is that the feature of internal recruitment might be easy for the organization as manpower is already part of the organization by working within the structure of the organization (Bidwell, 2011). The facets of internal and external recruitment can also be differentiated on the basis of the overall paradigm of the cost. The process of internal selection and recruitment is known as the more cost-effective approach as compared to the external feature of recruitment.

The feature of recruiting new employees is somewhat different in the case of Maersk. It is observed that the organization of Maersk Group usually recruits workers who are fresh graduates and do not have the necessary experience in professional work. This particular approach is adopted by the organization, referring to the necessary paradigm of different training programs for newly hired employees. The particular focus of the organization is to align the employees with the overall culture of the organization by treating them as the family. This particular approach is adopted to create a balance between the employees’ performance and the objectives of the organization.

The proper alignment of the employee’s performance goals with the overall aim of the organization can be considered as the necessary feature of effectiveness in the case of the Maersk group. The flexible approach is adopted by the organization to create a positive connection between the overall organizational structures in the form of different demands of performance from the employees. The organization adopts the influential form of a talent management infrastructure to compose the organizational strategies concerning the overall facet of the employees’ performance. It is recommended that the organization proactively consider the changing paradigm of the international prospect of the business.


Bidwell, M. (2011). Paying more to get less: The effects of external hiring versus internal mobility. Administrative Science Quarterly, 56(3), 369–407.

Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, 22(1), 43–56.



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