The A.P. Moller-Maersk Group Analysis
The A.P. Moller-Maersk Group is known as the leading business organization when it comes to international shipping business and the consideration of the oil and gas referring to the operations of the terminal. Headquarter 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 than it is crucial to effectively align the prospect of human resource function to the overall feature of the organization’s strategic plan. It is crucial for the organization to adopt the particular functions which play an effective role in the accomplishment of the organizational objectives. Proper alignment between the functions of human resource to the strategic plan is necessary to attain the aspect of competitive advantage in business (Buller & McEvoy, 2012). The aspect of 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 the features are close connections with each other as Maersk actively function 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 the 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 the 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 the significant difference in case of recruitment and selection of internal versus external candidates. The organization needs to adopt the different strategies in both the cases to attain the effective form of performance from the employees. The major difference between internal and external recruitment is that the feature of the internal recruitment might be easy for the organization as manpower is already is 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 case of Maersk. It is observed that the organization of Maersk group usually recruit the workers which are fresh graduates and do not have the necessary experience of the professional work. This particular approach is adopted by the organization referring to the necessary paradigm of different training programs for the 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 the balance between the employees’ performance to 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 case of Maersk group. The flexible approach is adopted by the organization to create the positive connection between the overall organizational structures in the form of different demands of performance from the employees. Organization adopts the influential form of talent management infrastructure to compose the organizational strategies concerning to the overall facet of the employees’ performance. It is recommended for the organization to 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.