留學生essay代寫范例-聯(lián)邦快遞公司概覽。本文是一篇由本站代寫服務提供的essay代寫參考，主要內(nèi)容是講述總部位于美國的聯(lián)邦快遞公司是一家廣受贊譽的物流和運輸巨頭，是一家由許多子公司組成的企業(yè)集團，如聯(lián)邦快遞、聯(lián)邦快遞地面、聯(lián)邦快遞貨運、聯(lián)邦快遞辦公室、聯(lián)邦快遞定制關鍵、聯(lián)邦快遞貿(mào)易網(wǎng)絡和聯(lián)邦快遞服務，以聯(lián)邦快遞品牌運作（聯(lián)邦快遞，2009年）。聯(lián)邦快遞的核心競爭力在于包裹路線、配送和員工關系。弗雷德里克·W·史密斯于1971年以聯(lián)邦快遞的名義成立了聯(lián)邦快遞公司。下面就一起來看一下這篇留學生essay代寫范例。

US based FedEx Corporation, is a universally acclaimed corporate giant for logistics and transportation and is a conglomerate of many subsidiary companies like – FedEx Express, FedEx Ground, FedEx Freight, FedEx Office, FedEx Custom Critical, FedEx Trade Networks and FedEx Services – functioning under the FedEx brand name (FedEx, 2009). FedEx’s core competencies lie in package routing, delivery and employee relations. Frederick W. Smith instituted the FedEx Corporation in 1971 under the name Federal Express. In 1998, the Federal Express Corporation was as FDX Corporation. It was in January 2000, that the FDX Corporation was renamed as FedEx Corporation and its subsidiaries were re-branded as well. Federal Express came to be known as FedEx Express since then; the small-package ground service RPS got re-branded as FedEx Ground; the shipping provider Roberts Express got renamed as FedEx Custom Critical; Caliber Technology and contract logistics provider Caliber Logistics were united to form FedEx Global Logistics; FedEx’s retail arm renamed as FedEx Office. Ever since its inception in 1971, FedEx showed extraordinary growth and truly metamorphosed into a gargantuan company. Today the company stands tall with a marked revenue upswing of $35.5 billion (though down 6% from $38.0 the previous year the loss can be mainly attributed to global economic slowdown) (FedEx Corp. – 4th Qtr. Earnings, 2009, June 17). FedEx comprises of a strong workforce of more than 290,000 employees and contractors. FedEx is renowned for its various ace service and innovatory HR practices, policies and procedures. This is proven by its consistent appearance on the Fortune magazine’s lists – “World’s Most Admired Companies”, “America’s Most Admired Companies” and “100 Best Companies to Work for in America”. FedEx enjoys nonpareil leadership in various realms of HRM such as employee motivation, employee retention, diversity of work and benefits and compensation. The key contributing factor to FedEx’s ginormous success and reputation is its People-Service-Profit (PSP) philosophy according to which FedEx views human resources as the prime contributor for its profitability.

總部位于美國的聯(lián)邦快遞公司是一家廣受贊譽的物流和運輸巨頭，是一家由許多子公司組成的企業(yè)集團，如聯(lián)邦快遞、聯(lián)邦快遞地面、聯(lián)邦快遞貨運、聯(lián)邦快遞辦公室、聯(lián)邦快遞定制關鍵、聯(lián)邦快遞貿(mào)易網(wǎng)絡和聯(lián)邦快遞服務，以聯(lián)邦快遞品牌運作（聯(lián)邦快遞，2009年）。聯(lián)邦快遞的核心競爭力在于包裹路線、配送和員工關系。弗雷德里克·W·史密斯于1971年以聯(lián)邦快遞的名義成立了聯(lián)邦快遞公司。1998年，聯(lián)邦快遞公司更名為FDX公司。2000年1月，F(xiàn)DX公司更名為聯(lián)邦快遞公司，其子公司也被重新命名。從那時起，聯(lián)邦快遞就被稱為聯(lián)邦快遞；小包裹地面服務RPS被重新命名為聯(lián)邦快遞地面服務；運輸提供商Roberts Express更名為FedEx Custom Critical；Caliber Technology和合同物流提供商Caliber logistics聯(lián)合成立聯(lián)邦快遞全球物流；聯(lián)邦快遞的零售部門更名為聯(lián)邦快遞辦公室。自1971年成立以來，聯(lián)邦快遞表現(xiàn)出了非凡的發(fā)展，并真正蛻變?yōu)橐患引嫶蟮墓尽Ｈ缃瘢摴疽?55億美元的顯著收入增長而屹立不倒（盡管比前一年的38.0美元下降了6%，但虧損主要歸因于全球經(jīng)濟放緩）（聯(lián)邦快遞公司——2009年第四季度盈利，6月17日）。聯(lián)邦快遞擁有超過29萬名員工和承包商。聯(lián)邦快遞以其各種一流的服務和創(chuàng)新的人力資源實踐、政策和程序而聞名。它在《財富》雜志的“世界最受贊賞的公司”、“美國最受尊敬的公司”和“美國100家最佳工作公司”榜單上的持續(xù)出現(xiàn)證明了這一點。聯(lián)邦快遞在人力資源管理的各個領域，如員工激勵、員工留用、工作多樣性、福利和薪酬等，都享有卓越的領導地位。聯(lián)邦快遞取得巨大成功和聲譽的關鍵因素是其人民服務利潤（PSP）理念，根據(jù)該理念，聯(lián)邦快遞將人力資源視為其盈利能力的主要貢獻者。

Strategic HRM

FedEx’s objectives are to offer 100% service quality, immaculate customer service and overnight parcel delivery. FedEx’s corporate strategy is differentiation that transcends product, market and geographic boundaries. FedEx’s is able to maintain its competitive edge by way of its uncanny ability to innovate and by its being leader in technology. All the HR strategies elaborated below facilitate FedEx to enjoy competitive advantage by ways of innovation, technology, human resource and management capabilities.

HRM Organizational Objectives

Faultless delivery of tens of thousands of packages within stipulated maximum of 48 hours with an immaculate service quality is definitely a wondrous accomplishment. Despite the fact that FedEx adopted technological innovations well ahead of time, its capability and power to provide first-rate customer service is possible chiefly because of its committed, inspired and well-trained manpower. FedEx strategically manages its manpower resources. FedEx’s organizational strategy is “Compete collectively, Operate independently and Manage collaboratively” (FedEx, 2009, Mission, Strategy, Values). FedEx Corporation aligns its HR activities with its organizational strategy and by doing so it is capable of attaining such incredible and improbable success. People-Service-Profit (PSP) doctrine religiously adopted by FedEx Corporation assures that the organization’s priceless human resources are well cared for and empowered as well. Owing to the fact that the employees are taken good care of and are delegated with more power and authority, they reciprocally take care of the organization by delivering ace quality of service thereby facilitating the organization in reaping more profits (Chang, Labovitz & Rosansky, 1995, p.34; Birla, 2005, pp.9-13). Hence the People-Service-Profit (PSP) slogan forms the basis for all decisions made by the FedEx top management.

Key HR Strategies

FedEx’s core HR strategies and their alignment with organizational objectives are discussed as under:

Recruitment and Selection Strategy

FedEx recruits capable and qualified manpower for all hierarchical levels. It set up promotion from within policy with the intent of providing fair chance to all employees to employ their skills and competencies at work to the full (Birla, 2005, p.196). The company committed to a no lay-off policy so long as its survival is not imperilled (Frock, 2006, p.67).

Communication Strategy

FedEx employs several processes like Open-Door Policy (ODP) (Frock, 2006, p-204), Guaranteed Fair Treatment Program (GFTP) (Frock, 2006, p.207) and Survey-Feedback-Action (SFA) (Frock, 2006, p.206) to establish sound and good bipartite communication networks. Employees from all hierarchical levels are made to actively get involved and interact freely in the various discussion and QA programs employed by FedEx.

Compensation Strategy

FedEx offers extremely competitive pay schemes (Dessler, 2003, p.358). It also gives pay-for-performance incentives. It ensures fair treatment of all employees. It vouches job security for all employees.

Training and Development Strategy

FedEx’s Training strategy facilitates in fulfilling its organizational objective of cent percent customer contentment. The organization practices promotion-from-within policy. Hence it ensures that adequate and all-encompassing training – comprising leadership conceptions, quality management and organizational philosophy – is provided to employees belonging to all rungs of organizational hierarchy.

HRM Models

Harvard Model

Harvard model sketches four key HR domains – 1) Human Resource Flows – recruitment, selection, appraisal, termination etc.; 2) Reward systems – pay packaging, employee motivation etc.; 3) Employee empowerment – empower and delegate employees with more power, authority and accountability; and 4) Work systems – work definition, managing diversity of work and alignment of human resources (Price, 2007, pp.35-37). The above four policy areas result in the 4 Cs – Commitment, Congruence, Competence and Cost-Effectiveness. The characteristics of Harvard Model of HRM that are prevalent in FedEx environment are the following:

Human Resource Flows

Recruitment and Selection – FedEx is consistently showered with laurels such as “best employer”, “most admired organization” and “great place to work”. FedEx, having earned such recognition and accolades does not obviously have any trouble with enticing and luring the best work force. FedEx carries out both internal and external recruitment drives. In FedEx, collaborative effort is valued more than individual effort. Equal employment opportunities are given to skilled and competent potential candidates at all hierarchical levels. FedEx’s “Job Change Applicant-Tracking System” (JCATS) offers opportunities to irregular workers to acquire regular employment (Shen, 2007). Also FedEx’s “Leadership Evaluation and Awareness Process” (LEAP) provided employees from non-managerial positions search positions at managerial levels (Holbeche, 2001, p.294).

Appraisal – FedEx’s performance appraisal done annually relates pay hikes to individual performance. Performance goals are decided and agreed in advance but of few notable characteristics that deserve appreciation and guaranteed pay hikes are enthusiasm, team playing skills, commitment, customer orientation and technical know-how and expertise (Cook, 208, p.205). Pay reviews for hourly paid workers are done once every 6 months.

Reward Systems

FedEx’s rewards system comprises of various awards such as The Five Star Award, Super Star Award, Bravo Zulu, Circle of Excellence and Golden Falcon Award that are instituted to motivate and boost the morale of the employees and push them towards even more better performance (Mcshane, Von Glinow & Sharma, 2008, p.552).

Employee Empowerment

FedEx caters to customers’ demands by even exceeding their expectations, which is why it is possible to deliver such a top-rate customer service. In order to meet and exceed customers’ expectations, FedEx resorted to employee empowerment (Kandula, 2004, p.143). Employee empowerment is the most established and proven means to gain competitive edge over peers. Employees are empowered to the extent of even chartering flights on their own so as to meet the customer delivery requirements. FedEx has even empowered truck drivers so that they are accountable for scheduling their delivery routes in order to meet the delivery schedule. Federal Express records Service-Quality Indicator (SQI) depending on various parameters like – a) prompt delivery of shipments; b) delivering past the stipulated deadline; c) unable to track the status of the shipment within half an hour of a customer’s enquiry. SQI’s intent is to comprehend the causes for failure and reduce such instances in order to increase customer satisfaction. Keeping SQI at desired levels was possible due to employee empowerment.

Managing work diversity

FedEx won the accolade “100 Best Companies to Work For” from Fortune magazine due to its capability of managing work diversity (FORTUNE, 2009, January 23).

From the above four policy areas identified in the context of FedEx, we can infer the following –

Commitment

By putting the people first as in the FedEx philosophy “People-Service-Profit” (PSP) and adopting various employee-friendly HR practices detailed above (recruitment, selection, rewards system, employee empowerment), the workforce will definitely remain committed to fulfilling FedEx’s goals. FedEx work environment is conducive to innovation and its practices are employee-friendly to ensure that they are kept motivated ever.

戰(zhàn)略人力資源管理

聯(lián)邦快遞的目標是提供100%的服務質(zhì)量、完美的客戶服務和隔夜包裹遞送。聯(lián)邦快遞的企業(yè)戰(zhàn)略是超越產(chǎn)品、市場和地理界限的差異化。聯(lián)邦快遞憑借其驚人的創(chuàng)新能力和技術領先地位，能夠保持其競爭優(yōu)勢。以下闡述的所有人力資源戰(zhàn)略都有助于聯(lián)邦快遞在創(chuàng)新、技術、人力資源和管理能力方面享有競爭優(yōu)勢。

人力資源管理組織目標

在規(guī)定的最長48小時內(nèi)無故障交付數(shù)萬個包裹，提供完美的服務質(zhì)量，這絕對是一項了不起的成就。盡管聯(lián)邦快遞提前采用了技術創(chuàng)新，但其提供一流客戶服務的能力和力量之所以成為可能，主要是因為其敬業(yè)、有靈感和訓練有素的人力。聯(lián)邦快遞對其人力資源進行戰(zhàn)略性管理。聯(lián)邦快遞的組織戰(zhàn)略是“集體競爭，獨立運營，協(xié)同管理”（聯(lián)邦快遞，2009，使命，戰(zhàn)略，價值觀）。聯(lián)邦快遞公司將其人力資源活動與其組織戰(zhàn)略相結(jié)合，通過這樣做，它能夠取得如此不可思議的成功。聯(lián)邦快遞公司虔誠地采用的人民服務利潤（PSP）原則確保了該組織無價的人力資源也得到了很好的照顧和授權。由于員工得到了很好的照顧，并被賦予了更多的權力和權限，他們通過提供一流的服務來相互照顧組織，從而促進組織獲得更多的利潤（Chang，Labovitz和Rosansky，1995年，第34頁；Birla，2005年，第9-13頁）。因此，人民服務利潤（PSP）口號構成了聯(lián)邦快遞最高管理層所有決策的基礎。

關鍵人力資源戰(zhàn)略

聯(lián)邦快遞的核心人力資源戰(zhàn)略及其與組織目標的一致性討論如下：

招聘和選拔策略

聯(lián)邦快遞為各級招聘有能力和合格的員工。它在政策范圍內(nèi)進行晉升，旨在為所有員工提供公平的機會，讓他們在工作中充分利用自己的技能和能力（Birla，2005年，第196頁）。該公司承諾，只要其生存不受威脅，就不裁員（Frock，2006，第67頁）。

溝通策略

聯(lián)邦快遞采用了多種流程，如開門政策（ODP）（Frock，2006，第204頁）、保證公平待遇計劃（GFTP）（Froc，2006，207頁）和調(diào)查反饋行動（SFA）（Frack，2006，206頁），以建立健全的雙方通信網(wǎng)絡。來自各個層級的員工都被要求積極參與聯(lián)邦快遞采用的各種討論和QA計劃，并自由互動。

薪酬策略

聯(lián)邦快遞提供極具競爭力的薪酬方案（Dessler，2003年，第358頁）。它還提供按績效付費的激勵措施。它確保公平對待所有員工。它保證所有員工的工作安全。

培訓和發(fā)展戰(zhàn)略

聯(lián)邦快遞的培訓戰(zhàn)略有助于實現(xiàn)其客戶滿意度為%的組織目標。該組織在政策范圍內(nèi)進行晉升。因此，它確保為屬于組織層級所有階層的員工提供充分和全面的培訓，包括領導理念、質(zhì)量管理和組織哲學。

人力資源管理模型

哈佛模型

哈佛大學的模型描繪了四個關鍵的人力資源領域——1）人力資源流——招聘、選拔、評估、終止等。；2） 獎勵制度——薪酬包裝、員工激勵等。；3） 員工賦權——賦予員工更多的權力、權威和責任；以及4）工作系統(tǒng)——工作定義、工作多樣性管理和人力資源整合（Price，2007，第35-37頁）。上述四個政策領域產(chǎn)生了4個C——承諾、一致性、能力和成本效益。在聯(lián)邦快遞環(huán)境中流行的哈佛人力資源管理模式的特點如下：

人力資源流動

招聘和選拔-聯(lián)邦快遞一直被授予“最佳雇主”、“最受尊敬的組織”和“絕佳工作場所”等榮譽。聯(lián)邦快遞贏得了這樣的認可和贊譽，顯然在吸引和吸引最優(yōu)秀的勞動力方面沒有任何困難。聯(lián)邦快遞開展內(nèi)部和外部招聘活動。在聯(lián)邦快遞，合作比個人努力更受重視。所有級別的有技能和能力的潛在候選人都有平等的就業(yè)機會。聯(lián)邦快遞的“工作變動申請人跟蹤系統(tǒng)”（JCATS）為非正規(guī)工人提供了獲得正常工作的機會（沈，2007）。此外，聯(lián)邦快遞的“領導力評估和意識流程”（LEAP）為非管理職位的員工提供了管理層職位的搜索（Holbeche，2001，第294頁）。

評估-聯(lián)邦快遞每年進行的績效評估將加薪與個人績效掛鉤。績效目標是事先決定和商定的，但很少有值得贊賞和保證加薪的顯著特征是熱情、團隊合作技能、承諾、客戶導向以及技術訣竅和專業(yè)知識（Cook，208，p.205）。每6個月對時薪工人進行一次工資審查。

獎勵制度

聯(lián)邦快遞的獎勵體系包括各種獎項，如五星獎、超級明星獎、Bravo Zulu、卓越圈和金獵鷹獎，這些獎項旨在激勵和鼓舞員工的士氣，并推動他們?nèi)〉酶玫臉I(yè)績（Mcshane，Von Glinow&Sharma，2008，第552頁）。

員工授權

聯(lián)邦快遞甚至超過了客戶的期望，從而滿足了客戶的需求，這就是為什么能夠提供如此一流的客戶服務的原因。為了滿足和超越客戶的期望，聯(lián)邦快遞采取了員工賦權的方式（Kandula，2004年，第143頁）。員工賦權是獲得競爭優(yōu)勢的最成熟和最有效的手段。員工有權自行包機，以滿足客戶的交付要求。聯(lián)邦快遞甚至賦予卡車司機權力，讓他們負責安排送貨路線，以滿足送貨時間表。聯(lián)邦快遞根據(jù)各種參數(shù)記錄服務質(zhì)量指標（SQI），如：a）及時交付貨物；b） 在規(guī)定的截止日期后交付；c） 無法在客戶詢問后的半小時內(nèi)跟蹤貨物的狀態(tài)。SQI的目的是了解故障的原因，減少此類情況，以提高客戶滿意度。由于員工賦權，將SQI保持在所需水平是可能的。

管理工作多樣性

聯(lián)邦快遞因其管理工作多樣性的能力而獲得《財富》雜志“100家最佳工作公司”的榮譽（《財富》，2009年1月23日）。

根據(jù)聯(lián)邦快遞的上述四個政策領域，我們可以推斷如下——

承諾

通過將人民放在首位，如聯(lián)邦快遞的理念“人民服務利潤”（PSP），并采用上文詳述的各種員工友好型人力資源實踐（招聘、選拔、獎勵制度、員工賦權），員工肯定會繼續(xù)致力于實現(xiàn)聯(lián)邦快遞的目標。聯(lián)邦快遞的工作環(huán)境有利于創(chuàng)新，其做法對員工友好，以確保他們始終保持積極性。

Congruence

All the HR practices outlined above have their objectives aligned perfectly with FedEx’s goals – that is – to offer unparalleled customer service.

Competence

FedEx’s core competence is its leadership in innovation, human resources and processes. FedEx with its best employer tag and excellent HR practices is able to easily attract and retain talented pool of workforce and this mainly contributes to its success in its operational area.

Cost-Effectiveness

Obviously, FedEx’s processes are cost-competitive and facilitate in a great manner to maintain the competitive edge over its competitors.

Guest Model

This model posits that provided a unified set of HRM practices and procedures is employed in a logical and consistent manner, with the objective of accomplishing the prescriptive objectives of great dedication, superior quality and task flexibility, then super-ordinate employee performance will ensue. Further such a collective performance excellence from employees will eventually result in superior organizational performance too. Guest model’s six components are – 1) an HRM strategy; 2) a set of HRM policies; 3) a set of HRM outcomes; 4) behavioural outcomes; 5) performance outcomes and finally 6) financial outcomes

HRM strategy

FedEx’s strategy is differentiation that transcends product, market and geographic boundaries in order to attain 100% customer satisfaction.

HRM practices & policies

Recruitment & selection, training, appraisal, rewards, job design, involvement, job security, open-door policy, promotion-from-within, no-layoff-policy, profit-sharing policy, fair-treatment policy

HRM outcomes

Employee commitment, service quality and flexibility

Behavioural outcomes

Motivation, involvement and collaboration

Performance outcomes

High productivity, high innovation, low turnover, low absenteeism, less customer complaints

Financial outcomes

Profits, good ROI (Return on Investment)

Key HRM Activities

Recruitment

Recruiting the right skilled and talented workforce is crucial to fulfilling FedEx’s organizational strategy and this becomes a key HRM activity that facilitates FedEx maintaining its competitive edge over its peers as well. The Recruitment and Selection procedures practiced at FedEx are detailed under the HR Planning and Development section below.

Rewards

FedEx has set up various awards that are defined below to acknowledge talent and to actuate exceedingly gifted employees (Mcshane, Von Glinow & Sharma, 2008, p.552; FedEx Overview, n.d.). These awards, tokens of appreciation and accolades immensely facilitate in motivating the employees to improve and do even better and fix high standards for them as individuals and as teams.

The Five Star Award

The highest and best award one will get in FedEx for exceptional performance is the Five Star Award. The employee who contributes to an extraordinary extent to enhance teamwork, service quality and profitableness receives this most coveted award.

Super Star Award

Employees who perform consistently and are constant achievers in terms of performance deserve this Super Star award.

Bravo Zulu

Bravo Zulu is slang used by US Navy for “well done”. Employees whose performance is outstanding are sure to receive this award.

Circle of Excellence

Team and collaborative effort demands appreciation, recognition and encouragement. This award is one such award given to teams rather than individuals that do exceptionally good.

Golden Falcon award

Employees who offer extraordinary customer service by exceeding the customers’ expectations deserve the Golden Falcon award.

Internal Communication

Bipartite communication involving the top management and the employees is prevalent in FedEx Corporation. FedEx is committed to Open-Door Policy (ODP), Guaranteed Fair Treatment Program (GFTP) and Survey-Feedback-Action (SFA) in order to facilitate such a bipartite communication.

Open-Door Policy (ODP)

ODP facilitates employee empowerment by enabling them to call into question / to register their displeasure (or) discontent regarding various organizational policies such as – hiring, career, benefits, compensation, etc. The formal accusations and charges thus registered are put forward to the open door forum and are later on forwarded to the respective official to be handled (Frock, 2006, p.204).

相似

上述所有人力資源實踐的目標都與聯(lián)邦快遞的目標完全一致，即提供無與倫比的客戶服務。

能力

聯(lián)邦快遞的核心競爭力是其在創(chuàng)新、人力資源和流程方面的領導力。聯(lián)邦快遞憑借其最佳的雇主標簽和卓越的人力資源實踐，能夠輕松吸引和留住人才庫，這主要有助于其在運營領域取得成功。

成本效益

顯然，聯(lián)邦快遞的流程具有成本競爭力，并在很大程度上有助于保持其相對于競爭對手的競爭優(yōu)勢。

來賓模型

該模型假設，如果以合乎邏輯和一致的方式采用一套統(tǒng)一的人力資源管理實踐和程序，以實現(xiàn)高度敬業(yè)、卓越質(zhì)量和任務靈活性的規(guī)定目標，那么員工的績效將達到最高水平。此外，員工的這種集體卓越表現(xiàn)最終也會帶來卓越的組織績效。訪客模式的六個組成部分是：1）人力資源管理戰(zhàn)略；2） 一套人力資源管理政策；3） 一套人力資源管理成果；4） 行為結(jié)果；5） 績效結(jié)果，最后6）財務結(jié)果

人力資源管理策略

聯(lián)邦快遞的戰(zhàn)略是超越產(chǎn)品、市場和地理界限的差異化，以獲得100%的客戶滿意度。

人力資源管理實踐與政策

招聘與選拔、培訓、評估、獎勵、工作設計、參與、工作保障、門戶開放政策、內(nèi)部晉升、不裁員政策、利潤分享政策、公平待遇政策

人力資源管理成果

員工承諾、服務質(zhì)量和靈活性

行為結(jié)果

動機、參與和協(xié)作

績效結(jié)果

高生產(chǎn)力、高創(chuàng)新、低流動性、低缺勤率、減少客戶投訴

財務成果

利潤，良好的投資回報率

關鍵的人力資源管理活動

招收

招聘合適的技術和人才對實現(xiàn)聯(lián)邦快遞的組織戰(zhàn)略至關重要，這成為一項關鍵的人力資源管理活動，有助于聯(lián)邦快遞保持其相對于同行的競爭優(yōu)勢。聯(lián)邦快遞的招聘和選拔程序詳見下文人力資源規(guī)劃和發(fā)展部分。

獎勵

聯(lián)邦快遞設立了以下定義的各種獎項，以表彰人才并激勵極具天賦的員工（Mcshane，Von Glinow&Sharma，2008，第552頁；聯(lián)邦快遞概覽，未另行說明）。這些獎項、感謝和榮譽極大地促進了激勵員工改進和做得更好，并為他們個人和團隊制定了高標準。

五星獎

聯(lián)邦快遞因其卓越表現(xiàn)而獲得的最高和最佳獎項是五星獎。在提高團隊合作、服務質(zhì)量和盈利能力方面做出非凡貢獻的員工將獲得這一最令人垂涎的獎項。

超級明星獎

表現(xiàn)始終如一、不斷取得成就的員工理應獲得這一超級明星獎。

Bravo Zulu

Bravo Zulu是美國海軍使用的俚語，意思是“干得好”。表現(xiàn)突出的員工一定會獲得此獎項。

卓越圈

團隊合作需要贊賞、認可和鼓勵。該獎項是授予表現(xiàn)特別出色的團隊而非個人的獎項。

金獵鷹獎

通過超越客戶期望提供卓越客戶服務的員工理應獲得金鷹獎。

內(nèi)部溝通

聯(lián)邦快遞公司普遍存在高層管理人員與員工的雙向溝通。聯(lián)邦快遞致力于開放門戶政策（ODP）、保證公平待遇計劃（GFTP）和調(diào)查反饋行動（SFA），以促進這種雙方溝通。

門戶開放政策

ODP通過使員工能夠質(zhì)疑/登記他們對各種組織政策（如招聘、職業(yè)、福利、薪酬等）的不滿（或）不滿，促進了員工賦權。由此登記的正式指控和指控被提交給開放式論壇，隨后轉(zhuǎn)交給相應的官員處理（Frock，2006，第204頁）。

Guaranteed Fair Treatment Program (GFTP)

FedEx requires having a professional grievance handling system to cater to such a huge workforce. GFTP precisely satiates such a need. GFTP facilitates employees to record their grievances, displeasure and discontent on several aspects like disciplinary measures, appraisals, layoffs, downsizing and placements. Such issues are processed at three levels of managerial hierarchy. The manager at the first hierarchical level who is the employee’s immediate superior reviews the issue. Any issue that reaches second level is carefully reviewed by the Vice President of the section. If the issue is still not resolved at the second level also, then it is addressed by the Supreme Court of FedEx Corporation headed by none other than Fred Smith (Frock, 2006, p.207).

Survey-Feedback-Action (SFA)

FedEx instituted SFA with the purpose of enhancing employee – top management relationships. Employees are made to form teams or work groups amongst themselves and chosen representatives from such teams have to complete questionnaires on several management aspects and superiors. The advent of technological innovations have facilitated setting up of on-line SFAs so as to give instant, easy and immediate access to its global team of employees (Frock, 2006, p.206). FedEx’s bipartite communication mechanisms described here thus let openness and transparency prevail in the operations and hence should be appreciated for the same.

HR Planning and Development

The core HR Planning and Development activities / processes namely the recruitment and selection, training and development and succession planning that are performed in FedEx are elaborated below:

Recruitment and Selection

FedEx’s organizational objective is to provide unrivalled quality customer service. So recruitment becomes a critical process that needs to be carried out with careful consideration. FedEx only recruits people who were ready to accept challenges and take risks and also possessed enterprising attitude. FedEx entices functional experts by providing them stock options as well as chance to work in exciting and ambitious environs. FedEx adopts a logical and well-planned procedure to carry out recruitment and selection. FedEx supports recruiting students / graduates for intern positions so as to train them for taking up challenging job offers in the future (Working at FedEx., n.d.). Roughly around 25,000 employees are recruited at FedEx for various permanent as well as ad hoc positions. Keeping pace with the technological innovations and internet, FedEx automated the whole job application and application screening procedures. Job applicants can apply online by clicking the “Career Centre” icon in the FedEx home page – . Vacancies prevailed in various areas such as administrative support, aviation maintenance, customer service, e-commerce, engineering, operations, HR, IT, marketing, truck drivers, vehicle technicians etc. are updated in Personnel Records and Information System (PRISM) (FedEx Overview, n.d.). Prospective applicants can apply online for jobs that commensurate with one’s skills, talent, education, training and experience. College graduates and students are also welcome to apply online for internships and permanent positions as well. Prospective candidates can complete information pertaining to their preference (job and place of work). FedEx job application system allows such prospective candidates to create and store on-line resumes. The candidate details are then checked with job eligibility criteria stored in PRISM and suitable candidates are identified. Such short-listed candidates have to further take an aptitude test that quizzes their Math, English and reasoning skills, followed by interview. Candidates who clear the interview further undergo a fitness examination and a background credentials check, and finally are given appointment letters. The new (online) system facilitated the screening procedure and drastically brought down the time taken for the procedure by about 50%. There is no race, gender, religion, nationality, disability or age discrimination when it comes to providing employment opportunities. Fair and equal treatment is provided to one and all at FedEx. Thus the recruitment and selection procedures at FedEx are carried out efficaciously thereby helping FedEx to maintain its competitive edge over the rest.

保證公平待遇計劃

聯(lián)邦快遞需要一個專業(yè)的申訴處理系統(tǒng)來滿足如此龐大的勞動力需求。GFTP恰好滿足了這種需求。GFTP有助于員工記錄他們在紀律措施、評估、裁員、裁員和安置等幾個方面的不滿、不滿和不滿。這些問題是在三個管理層級上處理的。第一層級的經(jīng)理，即員工的直接上級，審查該問題。任何達到第二級的問題都將由該部門的副總裁仔細審查。如果這個問題仍然沒有在第二級得到解決，那么聯(lián)邦快遞公司最高法院將由弗雷德·史密斯領導（Frock，2006，第207頁）。

調(diào)查反饋行動（SFA）

聯(lián)邦快遞設立SFA的目的是加強員工與最高管理層的關系。員工被要求組成團隊或工作小組，從這些團隊中選出的代表必須完成關于幾個管理方面和上級的問卷調(diào)查。技術創(chuàng)新的出現(xiàn)促進了在線SFA的建立，從而使其全球員工團隊能夠立即、方便地訪問（Frock，2006，第206頁）。因此，聯(lián)邦快遞在這里描述的雙方溝通機制使運營中的公開性和透明度占主導地位，因此也應受到贊賞。

人力資源規(guī)劃與開發(fā)

聯(lián)邦快遞執(zhí)行的核心人力資源規(guī)劃和發(fā)展活動/流程，即招聘和選拔、培訓和發(fā)展以及繼任規(guī)劃，詳細說明如下：

招聘和選拔

聯(lián)邦快遞的組織目標是提供無與倫比的優(yōu)質(zhì)客戶服務。因此，招聘成為一個需要仔細考慮的關鍵過程。聯(lián)邦快遞只招募那些準備好接受挑戰(zhàn)和承擔風險，并具有進取態(tài)度的人。聯(lián)邦快遞通過為功能專家提供股票期權以及在令人興奮和雄心勃勃的環(huán)境中工作的機會來吸引他們。聯(lián)邦快遞采用了一個合理且計劃周密的程序來進行招聘和選拔。聯(lián)邦快遞支持招聘實習生職位的學生/畢業(yè)生，以培訓他們在未來接受具有挑戰(zhàn)性的工作（在聯(lián)邦快遞工作，不另行通知）。聯(lián)邦快遞大約招聘了25000名員工，擔任各種長期和臨時職位。隨著技術創(chuàng)新和互聯(lián)網(wǎng)的發(fā)展，聯(lián)邦快遞實現(xiàn)了整個工作申請和申請篩選程序的自動化。求職者可以點擊聯(lián)邦快遞主頁上的“職業(yè)中心”圖標在線申請——行政支持、航空維護、客戶服務、電子商務、工程、運營、人力資源、IT、營銷、卡車司機、車輛技術人員等各個領域的空缺情況在人事記錄和信息系統(tǒng)（PRISM）（聯(lián)邦快遞概覽，未另行說明）中進行了更新。潛在申請人可以在線申請與自己的技能、才能、教育、培訓和經(jīng)驗相匹配的工作。歡迎大學畢業(yè)生和學生在線申請實習和永久職位。潛在候選人可以填寫與其偏好（工作和工作地點）相關的信息。聯(lián)邦快遞的求職系統(tǒng)允許這些潛在的求職者創(chuàng)建和存儲在線簡歷。然后將候選人詳細信息與PRISM中存儲的工作資格標準進行核對，并確定合適的候選人。這些入圍的候選人必須進一步參加能力測試，測試他們的數(shù)學、英語和推理能力，然后進行面試。通過面試的候選人將進一步接受體能檢查和背景證書檢查，最后將收到聘書。新的（在線）系統(tǒng)簡化了篩查程序，并將手術時間大幅縮短了約50%。在提供就業(yè)機會方面不存在種族、性別、宗教、國籍、殘疾或年齡歧視。聯(lián)邦快遞為所有人提供公平和平等的待遇。因此，聯(lián)邦快遞的招聘和選拔程序得以有效執(zhí)行，從而幫助聯(lián)邦快遞保持其相對于其他公司的競爭優(yōu)勢。

Training and Development

FedEx has a well-defined training program in place so as to train the new hires and to facilitate them to perform the tasks they are expected to. FedEx’s training and development program not only imparts job-specific skills and competencies but also contributes greatly to the wholesome development of human resources. FedEx provides an environment that favours continuous learning and hence stagnation of skills or plateauing is highly unlikely.

New recruits are made to undergo a very effective orientation program that is formulated with the intent of making first day at office or on-boarding in general a beautiful, enjoyable and unforgettable affair. The orientation program comprised of a New Hire Orientation Kit that includes – 1) letter from the CEO; 2) checklists; 3) welcome letter – personalized and signed by the managers; 4) first day / first week / through the year employee work schedule. And then the kit also includes a half-an-hour video program “Welcome to our World” that details out the benefits and facilities of FedEx (Connor, 2003, January 1). The orientation program enabled the new recruits to become conversant with the doctrine, policies and procedures, and the type and nature of relationship between higher-ups and equals at FedEx.

An on-the-job training program commences once after the orientation program is over. The training program is designed as per the type and nature of job and tasks the new recruits were required to execute. The higher-ups who are in-charge of the new recruits are also instructed as to how and in what manner the new recruits need to be provided on-the-job training. The employee types such as customer service representatives (CSRs), couriers and service agents, who have to interact more with customers were trained with extra care and significance. The training program for such CSR trainees was a rigorous eight-week schedule during which they were trained about FedEx’s service types and were put in conditions simulating real work environment. They were taken through computer screens which they will be required to use during their work; they were made to listen to customer live calls in order to get a flavour of the actual job environment. Tests were also conducted as part of the training program and the trainees have to obtain good scores in these tests in order to complete training successfully and be put to actual work. Couriers / service agents have to successfully complete a four-week on-the-job training before being assigned to real field tasks.

FedEx is a learning organization that provides a continuous learning atmosphere to facilitate honing the skills, capabilities and competencies of the employees. To evaluate the competencies and proficiencies of the employees, they are subject to taking up a job-knowledge online test once every six months. The performance of the employees becomes an employee training record and is stored in Personnel Records and Information System (PRISM). By way of such evaluation it is possible to determine the areas in which employees ought to enhance their competencies and are assisted and trained further in improving their performance. If despite being trained the employees flunk the job-knowledge tests, they have no other option but to quit FedEx. Such is the significance of periodically assessing the employees’ job proficiencies.

FedEx started the “Leadership Development Institute” (LDI) during the 80s, and this was instrumental in formulating various training sessions and programs for employees from various hierarchical levels of management. The LDI backed training programs covered three subjects – Core Management Principles, outdoor-based learning, and Electives. LDI was staffed by Managing Directors and senior managers together to be called as “Management Preceptors”. FedEx’s LDI recognizes leadership material by functioning the Leadership Evaluation and Awareness Process (LEAP) (FedEx Overview, n.d.). LEAP is established on various leadership attributes such as charisma, dependability, flexibility etc. Team play is crucial in this LEAP process. This program is designed to cater to and evaluate the needs and potential of all employees who evince interest and involvement in donning leadership roles. Interested candidates are made to participate in a one-day introductory classroom session “Is Management For Me?” in order to make them conversant with managerial capabilities and responsibilities. On successful completion of this, the candidate progresses to the next stage to finish the leadership awareness activities. During a 3-6 month period, LEAP candidates are trained and evaluated in leadership qualities. Depending on the candidates’ performance during this tenure, the manager makes a written recommendation by either favouring or rejecting the candidates’ attempt for acquiring managerial positions (Murley, 1997, p.502).

Succession Planning

FedEx believes in fostering and nurturing in-house talents and in promoting them to top rungs of management. FedEx also gives chances for employees from non-managerial cadres to get promoted to managerial positions. FedEx’s Leadership Evaluation and Awareness Process (LEAP) (Murley, 1997, p.502) was established in 1988 to enable non-managerial employees opt for managerial positions. The LEAP essentially involved assessing the leadership skills and capabilities of the employees who wish to get into managerial positions. FedEx gives preference to in-house talent and hence posts job vacancies in its on-line job portal called “Job Change Applicant Tracking System” (JCATS). FedEx encourages mentoring and coaching which is yet another non-formal but efficient way of succession planning. FedEx’s mentoring and coaching programs are carried out efficaciously in FedEx’s Leadership Development Institute (Murray, 2001). These are the various means by which FedEx facilitates career progression within the organization.

Performance Monitoring and Enhancement

The HR performance needs to be monitored regularly to enhance the effectiveness. So performance monitoring in FedEx is carried out and the various ways by which the HR performance is assessed are given below:

Performance Appraisal System

FedEx’s appraisal system links pay increases to the employees’ productivity and performance. Annual performance appraisals are carried out and employees are evaluated on the basis of various job-specific attributes – few noteworthy ones being – customer orientation, team skills, loyalty, technical expertise etc. (Cook, 208, p.205). Apart from hefty pay packages, several attractive prerequisites like – 1) tuition fees reimbursement, 2) travel discounts and 3) jump-seat availability (free flight privileges for employees). All such prerequisites are provided over and above the already entitled hefty pay packages. FedEx also offers a 10% profit-sharing scheme for those valued employees. All such enticing aspects related to compensation and benefits keep the employees happy and motivated and enable FedEx to enjoy unmatched position when compared to its peers.

Staff Surveys

FedEx conducts staff surveys on an annual basis and this serves to be crucial business enhancement tool. Participants are supposed to provide replies to 32 questions electronically in a two week period (Mosley, n.d.). Active participation of staff has been witnessed over these years. This Survey-Feedback-Action (SFA) procedure was introduced with the objective of helping top management in deciding upon issues related to promotions. But then SFA was practiced in reality only to the magnitude of evaluating the employees belonging to the managerial cadre. The employees from various teams are supposed to respond to the 32 questions asked about their higher-ups and the overall management anonymously. The survey results are collated and tabulated and given to the concerned team managers. The managers carry on feedback sessions with the employees, conduct a detailed discussion about the survey results obtained and spot the issues which ought to be handled. Once the feedback sessions conclude, the team members need to draft a formal plan of action to resolve the spotted issues. The plan is thereon reviewed on a regular basis to monitor the advancement of the corrective measures being carried out. Few sample questions from the survey are as follows:

“I feel free to tell my manager what I think”

“My manager lets me know what’s expected of me”

“Favouritism is not a problem in my work group”

“My manager: helps us find ways to do our jobs better

The SFA helps 1) to assess the managerial performance, 2) to resolve employee problems and 3) to enhance relations at work place.

培訓與發(fā)展

聯(lián)邦快遞有一個明確的培訓計劃，以培訓新員工并幫助他們完成預期任務。聯(lián)邦快遞的培訓和發(fā)展計劃不僅傳授了特定工作的技能和能力，而且對人力資源的健康發(fā)展做出了巨大貢獻。聯(lián)邦快遞提供了一個有利于持續(xù)學習的環(huán)境，因此極不可能出現(xiàn)技能停滯或停滯不前的情況。

新員工將接受一個非常有效的迎新計劃，該計劃旨在讓上班或登機的第一天成為一件美麗、愉快和難忘的事情。迎新計劃包括一個新員工迎新工具包，其中包括：1）首席執(zhí)行官的信函；2） 檢查表；3） 歡迎信——由管理人員個性化簽名；4） 第一天/第一周/全年員工工作時間表。該工具包還包括一個半小時的視頻節(jié)目“歡迎來到我們的世界”，詳細介紹了聯(lián)邦快遞的福利和設施（Connor，2003年1月1日）。入職培訓計劃使新員工能夠熟悉聯(lián)邦快遞的原則、政策和程序，以及上級與平等人員之間的關系類型和性質(zhì)。

入職培訓課程結(jié)束后立即開始。培訓計劃是根據(jù)新招聘人員需要執(zhí)行的工作和任務的類型和性質(zhì)設計的。負責新招聘人員的上級還被指示如何以及以何種方式為新招聘人員提供在職培訓。必須與客戶進行更多互動的員工類型，如客戶服務代表（CSR）、快遞員和服務代理，都受到了格外小心和重視的培訓。這些CSR受訓人員的培訓計劃是嚴格的八周計劃，在此期間，他們接受了有關聯(lián)邦快遞服務類型的培訓，并被置于模擬真實工作環(huán)境的條件下。他們是通過電腦屏幕拍攝的，這些屏幕將被要求在工作期間使用；他們被要求收聽客戶的實時電話，以便了解實際的工作環(huán)境。作為培訓計劃的一部分，還進行了測試，受訓人員必須在這些測試中取得好成績，才能成功完成培訓并投入實際工作。快遞員/服務代理必須成功完成為期四周的在職培訓，然后才能被分配到實際現(xiàn)場任務。

聯(lián)邦快遞是一個學習型組織，提供持續(xù)的學習氛圍，有助于磨練員工的技能、能力和能力。為了評估員工的能力和熟練程度，他們每六個月參加一次工作知識在線測試。員工的表現(xiàn)成為員工培訓記錄，并存儲在人事記錄和信息系統(tǒng)（PRISM）中。通過這種評估，可以確定員工應該在哪些領域提高自己的能力，并在提高績效方面得到進一步的幫助和培訓。如果員工盡管經(jīng)過培訓，但在工作知識測試中不及格，他們別無選擇，只能退出聯(lián)邦快遞。這就是定期評估員工工作熟練程度的意義所在。

聯(lián)邦快遞在80年代成立了“領導力發(fā)展研究所”（LDI），這有助于為各級管理層的員工制定各種培訓課程和計劃。本地設計院支持的培訓項目涵蓋三個科目——核心管理原則、戶外學習和選修課。LDI由常務董事和高級管理人員共同組成，被稱為“管理準則”。聯(lián)邦快遞的本地設計院（LDI）通過實施領導力評估和意識流程（LEAP）（聯(lián)邦快遞概述，未另行說明）來認可領導力材料。LEAP建立在各種領導力屬性之上，如魅力、可靠性、靈活性等。團隊合作在LEAP過程中至關重要。該計劃旨在滿足和評估所有對擔任領導角色表現(xiàn)出興趣和參與的員工的需求和潛力。感興趣的候選人將參加為期一天的“管理適合我嗎？”介紹性課堂，使他們熟悉管理能力和職責。成功完成后，候選人將進入下一階段，完成領導意識活動。在3-6個月的時間里，LEAP候選人將接受領導素質(zhì)方面的培訓和評估。根據(jù)候選人在此任期內(nèi)的表現(xiàn)，經(jīng)理通過支持或拒絕候選人獲得管理職位的嘗試來提出書面建議（Murley，1997，第502頁）。

繼任計劃

聯(lián)邦快遞相信培養(yǎng)和培養(yǎng)內(nèi)部人才，并將他們提升到最高管理層。聯(lián)邦快遞還為非管理干部的員工提供晉升管理職位的機會。聯(lián)邦快遞的領導力評估和意識程序（LEAP）（Murley，1997，第502頁）成立于1988年，旨在使非管理層員工能夠選擇管理職位。LEAP主要涉及評估希望擔任管理職位的員工的領導技能和能力。聯(lián)邦快遞優(yōu)先考慮內(nèi)部人才，因此在其名為“工作變動申請人跟蹤系統(tǒng)”（JCATS）的在線招聘門戶網(wǎng)站上發(fā)布職位空缺。聯(lián)邦快遞鼓勵指導和輔導，這是另一種非正式但有效的繼任規(guī)劃方式。聯(lián)邦快遞的指導和輔導計劃在聯(lián)邦快遞的領導力發(fā)展研究所有效實施（Murray，2001）。這些是聯(lián)邦快遞促進組織內(nèi)職業(yè)發(fā)展的各種方式。

性能監(jiān)控和增強

需要定期監(jiān)控人力資源績效，以提高效率。因此，聯(lián)邦快遞進行績效監(jiān)控，評估人力資源績效的各種方式如下：

績效考核制度

聯(lián)邦快遞的評估系統(tǒng)將加薪與員工的生產(chǎn)力和績效聯(lián)系起來。進行年度績效評估，并根據(jù)各種特定工作的屬性對員工進行評估——很少有值得注意的屬性——客戶導向、團隊技能、忠誠度、技術專長等（Cook，208，p.205）。除了豐厚的薪酬外，還有幾個有吸引力的先決條件，如：1）學費報銷，2）旅行折扣和3）提供臨時座位（員工享有免費航班特權）。所有這些先決條件都是在已經(jīng)有資格獲得高額薪酬的基礎上提供的。聯(lián)邦快遞還為這些有價值的員工提供10%的利潤分成計劃。所有這些與薪酬和福利相關的誘人方面都讓員工感到高興和有動力，并使聯(lián)邦快遞與同行相比享有無與倫比的地位。

員工調(diào)查

聯(lián)邦快遞每年都會進行員工調(diào)查，這是增強業(yè)務的重要工具。參與者應在兩周內(nèi)以電子方式回答32個問題（莫斯利，n.d.）。這些年來，工作人員積極參與。引入此調(diào)查反饋行動（SFA）程序的目的是幫助最高管理層決定與晉升相關的問題。但后來SFA在現(xiàn)實中的實踐僅限于評估屬于管理干部的員工的程度。來自各個團隊的員工應該匿名回答有關其上級和整體管理層的32個問題。調(diào)查結(jié)果經(jīng)整理制成表格，并交給相關團隊經(jīng)理。經(jīng)理們與員工進行反饋會議，對獲得的調(diào)查結(jié)果進行詳細討論，并找出應該處理的問題。一旦反饋會議結(jié)束，團隊成員需要起草一份正式的行動計劃來解決發(fā)現(xiàn)的問題。定期對該計劃進行審查，以監(jiān)測正在實施的糾正措施的進展情況。調(diào)查中的幾個樣本問題如下：

“我可以自由地告訴我的經(jīng)理我的想法”

“我的經(jīng)理讓我知道對我的期望”

“在我的工作小組里，偏袒不是問題”

“我的經(jīng)理：幫助我們找到更好的工作方法

SFA有助于1）評估管理績效，2）解決員工問題，3）加強工作場所的關系。

Turnover rates

FedEx has a very less and insignificant turnover rate of about 1 percent. This being the best employer knows the trick of successful and effective employee retention mechanisms. There is no dearth of career plans or opportunities for the FedEx employees and this is one crucial reason why FedEx is capable of successfully retaining its invaluable workforce. Promotion-from-within policy enables elevating the employees in the hierarchical rungs from within. Also employees’ performance, efforts and contributions are well-recognized and exceptional employees are awarded for their competencies and proficiencies. Also open and transparent communication too plays a great role in reducing the employee turnover rates. Also, employees should take pride in what they do and this is where imparting proper training to hone the employees’ skills becomes essential. FedEx has a well-defined on-the-job training mechanism which greatly helps in enabling the employees perform a meaningful job for which they can own pride and responsibility.

Motivation and Job Satisfaction

FedEx thrives on innovation. For innovation to prevail at impressive levels, creativity, productivity and discretionary efforts are prerequisites. Such attributes are fostered by high levels of employee motivation and job satisfaction experienced by the employees. FedEx has won a slew of accolades thanks to its job-satisfied and motivated workforce. FedEx environment is conducive to innovation and this in turn motivates the workforce to perform exceedingly well.

HR Policy Requirements

Here we compare and contrast three identified HR policies of two diverse organizations. The two organizations taken for study and comparison of HR policies are – 1) Northumbria Police and 2) UCL – London’s Global University. The three policies that are considered for comparison are – 1) Diversity and Equality, 2) No Smoking, & 3) Work life Balance

HR Policy 1 – Diversity and Equality

Northumbria Police versus UCL London’s Global University

Northumbria’s Diversity and Equality Policy (Northumbria – Diversity & Equality, 2009, April 8) strives to boost, encourage and preserve diversity, equality and human rights and inform individuals and community about the significance of honouring equality, diversity and human rights within the Northumbria Police. The policy is formulated to evince the Northumbria police’ support and compliance to enforcing anti-discriminatory, equal opportunity and fair treatment measures in the workplace.

UCL’s Race Equality Policy (UCL Human Resources – Race Equality, n.d.) aims to promote racial equality in all its functions and to value diversity of staff and student and to forbid illegal acts of racial discrimination. The Policy goes about defining racism and means of implementing the policy. UCL’s Equality objectives are clearly defined and an Equality Action Framework is formulated too. Special mention about dealing with the acts of harassment and bullying is made and institution of boards and committees to keep acts of inequality under check and control. Managing work force diversity and promoting fair treatment in recruitment and selection procedures at UCL is emphasized. Both the staff and student communities are included in defining the various equality initiatives that are required to be taken as per the policy.

HR Policy 2 – No Smoking

Northumbria Police versus UCL London’s Global University

Northumbria’s No Smoking Policy (Northumbria – No Smoking, 2009, April 1) states about the existence of “No Smoking” policy within the building premises and vehicles under its control. The objectives of this policy is to 1) ascertain that non-smokers are not involuntarily exposed to tobacco smoke, 2) to educate people about the health hazards associated with smoking, 3) to help those who wish to quit smoking and 4) to accommodate smokers as well.

UCL’s No Smoking Policy (UCL Human Resources – No Smoking, 2007, June 1) strives to create a smoke-free healthy environment f

周轉(zhuǎn)率

聯(lián)邦快遞的周轉(zhuǎn)率非常低，微不足道，約為1%。這是最好的雇主知道成功有效的員工保留機制的訣竅。聯(lián)邦快遞員工不乏職業(yè)計劃或機會，這也是聯(lián)邦快遞能夠成功留住其寶貴員工的一個關鍵原因。從內(nèi)部晉升政策能夠從內(nèi)部提升員工的等級。此外，員工的表現(xiàn)、努力和貢獻也得到了認可，杰出員工因其能力和熟練程度而獲得獎勵。此外，公開透明的溝通在降低員工流動率方面也發(fā)揮了很大作用。此外，員工應該為自己的工作感到自豪，這也是傳授適當培訓以磨練員工技能的關鍵所在。聯(lián)邦快遞有一個明確的在職培訓機制，這在很大程度上有助于員工完成一項有意義的工作，他們可以為此感到自豪和責任。

動機與工作滿意度

聯(lián)邦快遞因創(chuàng)新而蓬勃發(fā)展。要使創(chuàng)新在令人印象深刻的水平上占上風，創(chuàng)造力、生產(chǎn)力和自主努力是先決條件。這些特質(zhì)是由員工的高水平動機和工作滿意度所培養(yǎng)的。聯(lián)邦快遞憑借其工作滿意度和積極性贏得了一系列贊譽。聯(lián)邦快遞的環(huán)境有利于創(chuàng)新，這反過來又激勵員工表現(xiàn)出色。

人力資源政策要求

在這里，我們比較和對比了兩個不同組織的三項已確定的人力資源政策。研究和比較人力資源政策的兩個組織是：1）諾森布里亞警察局和2）倫敦大學學院-倫敦環(huán)球大學。考慮進行比較的三項政策是：1）多樣性和平等，2）禁止吸煙，3）工作與生活的平衡

人力資源政策1——多樣性與平等

諾森布里亞警方與倫敦大學學院環(huán)球大學

諾森布里亞的多樣性和平等政策（《諾森布里亞－多樣性與平等》，2009年4月8日）致力于促進、鼓勵和維護多樣性、平等和人權，并向個人和社區(qū)宣傳在諾森布里亞警察局內(nèi)尊重平等、多樣性和人權的重要性。該政策旨在表明諾森布里亞警方支持并遵守在工作場所實施反歧視、機會平等和公平待遇措施。

倫敦大學學院的種族平等政策（倫敦大學學院人力資源-種族平等，n.d.）旨在促進其所有職能中的種族平等，重視教職員工和學生的多樣性，并禁止非法的種族歧視行為。該政策涉及種族主義的定義和執(zhí)行該政策的手段。倫敦大學學院的平等目標得到了明確定義，并制定了平等行動框架。特別提到了處理騷擾和欺凌行為，以及建立董事會和委員會以控制和控制不平等行為。強調(diào)在倫敦大學學院的招聘和選拔程序中管理勞動力多樣性和促進公平待遇。工作人員和學生群體都參與了定義根據(jù)政策需要采取的各種平等舉措。

人力資源政策2——禁止吸煙

諾森布里亞警方與倫敦大學學院環(huán)球大學

諾森布里亞的禁煙政策（2009年4月1日，諾森布里亞－禁煙）指出，在其控制的建筑場所和車輛內(nèi)存在“禁煙”政策。這項政策的目標是：1）確保非吸煙者不會非自愿地接觸煙草煙霧，2）教育人們吸煙對健康的危害，3）幫助那些希望戒煙的人，4）也為吸煙者提供便利。

倫敦大學學院的禁煙政策（倫敦大學學院人力資源部-禁煙，2007年6月1日）致力于創(chuàng)造一個無煙健康的環(huán)境

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