A can-do policy (organizational performance)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 25 April 2008

Keywords

Citation

Harrington, S. (2008), "A can-do policy (organizational performance)", Human Resource Management International Digest, Vol. 16 No. 3. https://doi.org/10.1108/hrmid.2008.04416cad.004

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited


A can-do policy (organizational performance)

Article Type: Abstracts From: Human Resource Management International Digest, Volume 16, Issue 3.

Harrington S. Human Resources November 2007, Start page: 23, No. of pages: 2

Purpose interviews Nigel Perry, HR Director at Heinz UK, about how human resource management has supported the turnaround in the company’s performance. Design/methodology/approach quotes from the interview about the need to rebuild the brand, restructured the workforce, and developed a new performance culture. Also discusses the areas that still need to be tackled, including employee engagement. Cites indicators that the new approach has been successful. Findings makes the link between employee performance and organizational performance, and shows how the transformation of the first has supported the achievement of the latter. Originality/value profiles the human resource policies and strategies that have underpinned performance improvement at Heinz UK.ISSN: 0964-8380Reference: 37AB447

Keywords: Food industry, Human resource management, Organizational performance, United Kingdom