How do the HRM practices at Great Wall fit together strategically

For starters we are informed that Great Wall organized itself functionally. This implies that the organization is then better placed to accurately define its recruitment, training, rewards and staff retention policies for each area of concentration. Also, using the functional divisions Great Wall is able to utilize a decision-focused approach which is based on the three decision making levels, namely operational, managerial and strategic. Recruitment We are informed that staff that was recruited was chosen based on their experience and interpersonal skills. Experience enables them to add value immediately to Great Wall and this is important for the organization as it seeks to rise to the pinnacle of Asian golf resorts. Furthermore, unlike their competitors Great Wall hired senior managers from Asia who had a better understanding of the culture and social practices of the Chinese target market. Training Great Wall knew that for the organization to raise its profile to world class it would have to invest in training its staff to meet those world class standards. From Exhibit 4 in the case we can see how Great Wall differentiated the training offered to its staff based on their level. There was the mandatory training required for all staff and additional training offered to staff that was at supervisory level and above. This is in line with the decision-focused approach to HRM. … Great Wall’s HR thus devised various informal and formal reward systems for managerial staff as well as rank and file employees. For example reward systems for rank and file employees included Employee of the Month which gave employees recognition as well as one month’s salary as financial reward. On the other hand, the best caddies would receive both monetary and non-monetary rewards for superior service and performance, with the monetary rewards being issued quarterly. Staff retention Another major challenge that Great Wall faced as an employer in China stemmed from the migrant nature of the workforce. Even though its staff turnover was lower than the industry average, it was still higher than Great Wall’s desired level. The company knew that its ability to retain staff that had long-standing relationships with members was a key competitive advantage thus it had to lower its staff turnover. With this goal in mind, the organization used a combination of incentive plans such as putting in place both formal and informal reward systems, trainings, comfortable housing, medical plans and so on. How do the HRM practices at Great Wall support Great Wall’s strategy? Corporate strategy is about what a company wants and how the company should go about to satisfy this want. To achieve its main goal the company employs a grand strategy. Grand strategies fall into three general categories which reflect what a company’s overall goal would be namely: growth, stability or retrenchment. From the context of the case Great Wall’s grand strategy was to grow. The organization aimed to achieve this growth through placing emphasis