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The paper analyzes the Stanley Works company, particularly the human resources function as related to global expansion. The paper discusses how there are multiple human resources issues that arise when adapting operations to compete successfully in a global marketplace. The paper further examines how the consulting firm, Global Integrators, is working with Stanley Works to help them expand into the global marketplace. The paper explores how the Stanley name has become well known globally as a maker of quality products. The paper concludes that Stanley's human resource team will need to adopt a culturally sensitive organizational environment that considers not only the ethnic and cultural identities of the international nations Stanley works with, but also one that acknowledges the aims, objectives and strategies of Stanley corporation as a whole.
Sample of Sources Used:
- Burke, R.J. & Cooper, C.L. (2004). Reinventing Human Resources Management: Challenges and New Directions. New York: Routledge.
- Dowling, P.J., Welch, D.E. & Schuler, R.S. (1999). International Human Resource Management: Managing people in a multinational context, 3rd ed. Manson: Southwestern College Publishing.
- Erez, M. & Earley, P.C. (1993). Culture, self-identity and work. London: Oxford.
- Furrer, O., Shaw-Ching Liu, B. & Sudharshan, D. (2000). "The relationships between culture and service quality perceptions: Basis for cross-cultural market segmentation and resource allocation." Journal of Service Research, 2(4): 355-71.
- Global Human Resources Management, Chapter 18. Text provided student.
Cite this Research Paper:
Stanley Works (2007, March 28) Retrieved August 20, 2019, from https://www.academon.com/research-paper/stanley-works-93714/
"Stanley Works" 28 March 2007. Web. 20 August. 2019. <https://www.academon.com/research-paper/stanley-works-93714/>