Managing competitiveness: 5 - Hasbro plays a team game - When the LTK operation of the world's second-largest toy company, Hasbro, was given responsibility for managing the firm's activities in the Nordic countries in 1996, and in the Netherlands two years later, a key issue for the new senior management team was to develop a fully networked business region. In the fifth feature in our series on managing competitiveness, we examine how the company has progressed steadily towards meeting several key people management objectives: creating a cross-border culture of involvement and dialogue with employees at every level - to increase employee knowledge and understanding of business objectives and to maxirnise their creative contribution; establishing open and disciplined HR processes across the region - with a clear philosophy guiding the approach to employee reward, and a single objective- and competency-linked appraisal scheme encouraging employees to focus on how they can work with others to contribute towards the success of the firm; and promoting cross-functional and cross-border teamworking - both to generalise best practice and to share those services, including HR services, that can sensibly be shared.
Dokumenttyp: | Artikel |
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Reihe/Periodikum: | IRS employment review |
Verlag/Hrsg.: |
London,
Eclipse Publ. Ltd.
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Sprache: | Unbekannt |
ISSN: | 0143-8328 |
Permalink: | https://search.fid-benelux.de/Record/olc-benelux-1573699551 |
Datenquelle: | Online Contents Benelux; Originalkatalog |
Powered By: | Verbundzentrale des GBV (VZG) |
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