Roles of Human Resource Management Within Starbucks

RESEARCH AIMS AND OBJECTIVES

Aim:

The aim of the report is to look at HR practices to be attained for making improvements within Starbucks which would lead to significant developments within companies. Increasing efficiency through human resources covered for making in allocation, recruitment and selection with human resources improvement (Claes and Heymans, 2008).

Objectives:

• To achieve these aims, below are objectives that are required to be addressed.
• Identifying areas over making improvement over distinct processes and systems of HR covered through with designed increasing efficiency.
• Developing on distinct areas that associate roles of HR in making human resources more intact during external pressure and uncovering different potential that is linked with high potential human resources being designed to meet increasing requirements of Starbucks (Kroon and Freese, 2013).
• Finding out different ways through which HR practices are associated with increasing roles that elaborate HR functioning in interrelated roles.
• Looking for making in more and more improvements within HR recruiting procedures that determine several aspects and roles being attached.

RESEARCH QUESTIONS

What are probable improvements within levels of HR that would bring in consistency through increasing the number of people designing for efficiency that relates them to more deliver on organizational performance (Thomas, 2013)?
HR systems which directly elaborate roles should look for improvements in companies.

RESEARCH METHODOLOGY:

Research approach: It plays an important role in the selection and implementation of practices in research and methodology. There are two types of research approaches i.e. inductive and deductive. The inductive approach starts with a collection of data and then relevant data will be analyzed and the theory regarding the subject matter will be developed. On the other hand in deductive approach is aimed at testing the theory. Under this research report, an inductive approach is taken into account as data will be collected from employees at Starbucks in order to analyze the implications of HR practices in employee motivation.

Research design: It is the tactic and plan that help the researcher in conducting the research and analysing the answer against the question and using appropriate techniques to achieve the objective of the research. There are three types of research designs i.e. descriptive, casual and exploratory. Under this research exploratory research design is taken in order to analyze HR practices on employee motivation at Starbucks (Burke and Cooper, 2006).

Sampling: It is the process of selecting a portion from the whole population as the collection of data by considering each and every participation of the universe is not possible. Under this research random sampling is taken into account by the researcher. The nature of the research is qualitative in which data is collected from employees of Starbucks. 

Data collection: There are basically two methods of data collection i.e. primary and secondary. For this research report both methods are taken into account so that better evaluation of HR practices on employee motivation in Starbucks (Cooper and Burke, 2005). Under primary data collection, the interview of staff in the organization will be taken into account. In order to gain better insight into this situation different secondary sources of data collection will be used which involve books, journals, the internet, business magazines and articles.

CONCLUSION:

Through employee retaining and other measures organizations such as Starbucks over-defining possibilities that would bring in employee motivation linked through with HR practices. Recent complexities present within human resources systems would bring in different functions of diverse resources operating within Starbucks to deliver maximum for development of the company through with those of individuals.

REFERENCES:

• Bach, S., and Edwards, M., 2012. Managing Human Resources: Human Resource Management in Transition. John Wiley & Sons.
• Bamberger, A., P., and Meshoulam, I., 2000. Human Resource Strategy: Formulation, Implementation, and Impact. SAGE publication.
• Burke, J., R., and Cooper, L., C., 2006. Reinventing HRM: Challenges and New Directions. Routledge.
• Cooper, L., C., and Burke, J., R., 2005. Reinventing HRM: Challenges and New Directions. Psychology Press.
• Hodgkinson, P., G., and Ford, K., J., 2012. International Review of Industrial and Organizational Psychology. John Wiley & Sons.

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