MBA401: Analyzing 7-Eleven's Human Resource Management Strategies

This report provides a comprehensive analysis of 7-Eleven's human resource management practices. It examines the company's efforts to improve workplace performance, including the implementation of a bonus scheme and biometric time-recording systems, while also addressing past criticisms related to employee underpayment and exploitation. The report explores 7-Eleven's work culture, highlighting its diverse workforce and initiatives like the "Operation: Take Command" program for veterans. It also delves into employee engagement strategies, such as training programs for new franchisees. Furthermore, the report offers recommendations for enhancing these HR strategies, including the introduction of anti-corruption measures, diversification of recruitment, and the promotion of teamwork to foster a more positive and productive work environment. The report provides a detailed overview of the HR strategies and practices taken up by the company. The report gives recommendations regarding the HR strategies for the development of the organization.

Running head : 7-ELEVEN HUMAN RESOURCE MANAGEMENT
7-ELEVEN HUMAN RESOURCE MANAGEMENT
Name of the student
Name of the University
Author Note

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EXECUTIVE SUMMARY
The Human Resource Development is a process or a set of methodologies that are formulated for
the employees of the organization to grow, cultivate, develop and enhance their personal,
organizational, employable skills and knowledge for an all over development of themselves as
well as the productivity of the organization. The human resource management team of the
organization is required to utilize innovative, latest and effective frameworks and methodologies
to develop the employees within as well as outside the organization by providing them with
various monetary and non monetary incentives to boost their morals. The respective report is an
analysis of the functioning of human resource department of the organization named 7 eleven.
The respective report would summarize, analyze and interpret the performance, culture, rate of
employee engagement and Human Resource Management strategies of the respective
organization.

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Table of Contents
EXECUTIVE SUMMARY.........................................................................................................................1
Introduction.................................................................................................................................................3
Discussion...................................................................................................................................................3
Workplace performance..........................................................................................................................3
Work culture............................................................................................................................................5
Employee engagement.............................................................................................................................6
Recommendation.........................................................................................................................................6
Conclusion...................................................................................................................................................7
References:..................................................................................................................................................9

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Introduction
Human resource management and development can be referred to as the cornerstone of
an enterprise on developing and enhancing knowledge, skills, abilities, employable aptitude and
expertise of an employee to increase their productivity and motivation for the betterment and
development of the organization (Bratton & Gold 2017). Human resource development team of
an enterprise is required to work relentlessly to enhance the human capital for the development
of the enterprise (Jackson, Schuler & Jiang 2014). The respective paper is a report about the
human resource practices and strategies taken up by the organization named “7- eleven” which
also encompasses the areas of employee performance, enhancement of culture, and performance
of the workforce highlighting three important strategies taken up by the organization to enhance
the mentioned areas.
Discussion
7-Eleven is a Japanese owned American Company which is an international chain of
convenience stores and food mart which operates from its headquarters in Texas, the United
States. The company provides the consumers with special carbonated beverage called Slurpee
drinks, freshly prepared sandwiches and bakeries with coffee and other refreshing beverages,
dairy products, energy drinks, gasoline, financial services and other tertiary services like product
delivery services. The company has its branches and outlets all over the world and is functional
in nearly more than 66,579 locations with an employee population of more than 45,000.

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Workplace performance
The human resource management team of 7-eleven has created certain frameworks and
policies to initiate and improve workplace performance. Recently, the human resource
management team of 7-eleven has taken up a bonus scheme for the employees which are 10% if
calculated on the basis of gross. The recent scandals associated with the company and its
franchises have been highly criticized and condemned by the media coverage worldwide.
According to the news, 7-eleven company and its subsidiaries have been highly criticized for
underpayment of their workers and employees and also of not keeping their employment records
properly. It has been alleged that the company had been underpaying their employees even the
minimum entitlement of their wages, apart from penalty rates even on weekends and public
holidays (Briton 2015, p.1). The employees were also not paid their share of night shift payments
as well as the rewards they were entitled to. Certain franchises have also been alleged of not
keeping proper records of the employees. Some have even been accused of keeping fabricated
employee records to ensure that the employees work a few extra hours than their actually allotted
time. Apart from that, exploitation of the immigrants and vulnerable overseas students by
utilizing the tool of visa restrictions has been reported against the organization and thus, the
enterprise had faced criticism and damnation which had subsequently, compelled them to change
their human resource strategies and practices (Insidehr.com 2015). The latest and revised human
resource management teams have introduced and formulated a necessary internal optimizing
information system for communicating effectively to each and every primary, secondary as well
as tertiary employees regarding organizational and/or safety issues. The organization has been
opting for biometric time-recording system for all employees so that the attendance records can
be kept clean and free from fabrication so that exploitation of the employees can be minimized

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(Xu, Ye & Zhang 2013). The biometric time-recording systems are assumed to be one of the
most safest and convenient way to detect the attendance as well as departure of the employees
and the workers of the organizations and also help in transparency in keeping records by
minimizing the chances of fabrication and exploitation.
Work culture
The organization 7-eleven and its human resource management team is relentlessly
working to improve its work culture as well as the cultural dynamics between the employers and
employees in the workplace. The teams are ensuring the fact that the managers of the enterprise
are educated about their job designation, responsibility and obligations with the help of
document named Enterprise Agreements that provides the employees with consistent and
desirable conditions and culture in the workplace. The organization 7-eleven has diversified
culture. Since the organization runs on an international basis, the workforce and human capital is
diverse and different. The organization has also included among its employees and workers,
vulnerable overseas students and people from marginalized sectors of the society such as
immigrants (Futureofbusinessandtech.com 2019). It has been reported that women in the United
States hold the maximum number of franchise of 7-eleven company. The company, to intensify
and enhance its diversity, has implemented a policy named “Operation: Take Command” where
the United States veterans and ex-military service holders were provided the opportunity of
franchise gateway competition, in the year 2015. It was implemented to provide the veterans
with career opportunities post military services. The 7-eleven company has been experimenting
with variety of ways by which diversity and work culture can be kept at pace. The United States
based franchise of the company has introduced subsequent diversity policies such as paving way

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for women, veterans and other marginalized groups to come forward to the company and work
culture for the betterment of their future as well as of the organization.
Employee engagement
Employee engagement is an approach to workplace management where the employees are given
premium and enhanced working conditions, training lessons, assessments, sessions, feedbacks
and motivation classes to bring out their most enhanced and improved productivity that not only
enhances their all over development and well being but also growth and development of the
organization where they work (Albrecht et al. 2015, p. 7). The company 7-eleven has framed and
formulated several schemes to enhance employee management in the workforce. For instance,
the new franchisees of the company all around the world are provided with necessary training
sessions, lessons and classes at the headquarters of the company which is at Texas, where they
are given guidance regarding effective management of the franchise. Such training sessions
given to the new franchisees are assumed to be helping the trainees by enhancing their abilities
which would result in better functioning of the organization (Futureofbusinessandtech.com
2019).
Recommendation
The human resource management team of the company 7-eleven is definitely effective;
however, I think that it has many areas left to enhance itself for the future of the company.
According to me, to improve the performance of the workforce, 7-eleven requires to introduce

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strict anti-corruption measure departments in the organization. The recent scandal that happened
in the company regarding exploitation of the workers had obnoxiously affected the reputation as
well as the performance of the workforce as many employees have refused to work for the
organization. However, such departments need to be built to look after the integrity of the
employees so that they may feel amicable to work in the organization, resulting in performance
improvement in workforce. To enhance and diversify the work culture of the organization more,
7-eleven can introduce special schemes of recruitment of people from diverse communities such
as transgender, immigrants, colored and candidates from diverse ethnicities. Together with them,
7-eleven can make its workforce not only diverse but differently able and differentially powerful.
With providing equal employment and career opportunities to the varied demography, the
organization can be gaining a competitive advantage which can strengthen its foundation in the
global competitive market (Brewster, Chung & Sparrow 2016). To improve employee
engagement, according to me, the company 7-eleven can introduce and propagate the culture of
teamwork among the employers as well as the employees by implementing them various projects
and undertakings. Such initiatives would help them collaborate with each other, irrespective of
any discriminatory attitude on the grounds of gender, sexual orientation, race and ethnicity. Such
collaboration would enhance their relationships and commitments, thereby, helping immensely
in developing workplace culture as well as organizational performance.
Conclusion
The respective paper, which is a report about the human resource strategies and practices
taken up by the Japanese owned American company named 7-eleven having its headquarters in
Texas, the United States, concludes by giving recommendations regarding the HR strategies for

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the development of the organization. The report focuses on one core strategy in each of the areas
of human resource management, namely, employee engagement, work culture and workplace
performance, discusses and analyses the strategy and gives further recommendations, with
proper references and reading materials that can be taken as suggestions for the betterment of the
company.

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References:
Bratton, J. & Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Jackson, S.E., Schuler, R.S. & Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals, 8(1), pp.1-56.
Brewster, C., Chung, C. & Sparrow, P., 2016. Globalizing human resource management.
Routledge.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. & Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An integrated
approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Xu, Y., Ye, X. & Zhang, F., 2013. The customer satisfaction research of 7-ELEVEn stores in
Hong Kong. Journal of Service Science and Management, 6(1), pp.46-55.
Briton, B., 2015. 7-Eleven scandal: The tip of a low-wage iceberg. Guardian (Sydney), (1705),
p.1.
Insidehr.com (2015) Available at http://www.insidehr.com.au/lessons-for-hr-managers-from-the-
recent-7-eleven-scandal/
Futureofbusinessandtech.com (2019) Available at
http://www.futureofbusinessandtech.com/workplace-wellness/how-7-eleven-is-making-strides-
in-diversity

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