Human Resource Matrix Report: Starbucks and Organizational Growth

This report provides an analysis of the human resource (HR) matrix, specifically focusing on Starbucks' HR strategies and their impact on organizational growth and development. The report begins with a linkage map illustrating the interconnectedness of various HR functions with the external and internal environments. It examines how Starbucks integrates its corporate strategy, business unit strategy, and HR planning to address employee needs and preferences, manage staffing, provide training, and ensure compliance with employment laws. Key HR functions discussed include staffing, training, performance management, compensation, and labor relations. The report highlights how these functions contribute to employee engagement, improved performance, and the achievement of strategic and financial goals. Furthermore, the report underscores the importance of aligning HR strategies with organizational objectives to foster a high-performance work system and enhance overall business performance. References from academic journals and books are included to support the analysis.

Running head: HUMAN RESOURCE MATRIX
Human Resource Matrix
Name of student
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Contents
Linkage map....................................................................................................................................2
HR functions contributing to the organisational growth and development.....................................3
References........................................................................................................................................5

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External Environment
Staffing
Training
Employment
laws
Employee
Separation
HR planning,
work systems,
needs of
workers, worker
job profile, job
interface and job
design
HRIS
Internal environment
Performance management
Compensation
Labor relations
Corporate
Strategy
Business
Unit
Strategy
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Linkage map

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From the preliminary linkage map, it could be understood that the external environment
including the political, social, economic factors were considered for developing an useful
corporate strategy. The internal environment consisted of the culture and workplace conditions at
Starbucks, which could allow the individuals working at Starbucks to work as an unit and plan
for the implementation of strategies. Based on the implementation of the business unit strategy,
the planning for human resources’ management helped in understanding the needs and
preferences of the employees. The business unit strategy was implemented to create appropriate
job interface and design that were further supported by the laws, rules and regulations of the
employment practices. By planning the human resources management properly, it has created
ease to manage the staffing process and the performances of the workers are measured as well.
Understanding the strengths and weaknesses of the employees has facilitated the training
sessions provided to them for enhancing their skills, knowledge and experience (Gatewood, Field
& Barrick, 2015). The compensation and other that should be provided to the employees were
evaluated, which was made possible by integrating the HR information system with the HR
planning and employment laws. The linkage framework also has helped Starbucks to manage the
HR system aligned with the business goals and objectives, which has maintained a high
performance working system and resulted in both HR effectiveness and enhanced business
performance as well (Buller & McEvoy, 2012).
HR functions contributing to the organisational growth and development
To manage and implement the strategies properly, Starbucks has developed a top
management team by engaging all the employees together. The linkage map was utilized for
developing and implementing the business unit strategy through management of corporate
strategies and by assessing the external and internal environmental factors too (Becker, Huselid

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& Ulrich, 2001). Another HR function includes the cooperation and involvement during the
development of effective programs for providing training and developmental opportunities to the
employees. Performance appraisal is an essential aspect of the HR planning, which has helped in
managing the job profiles, designs and even implements employment laws to ensure maintaining
good workplace conditions and proper benefits provided to the employees (Alfes et al., 2013).
The HR planning combined the employment laws and HR information system to manage the
staging process and even provided rewards to them for keeping them motivated and encouraged
to perform to their potential for enhancing the business performance. The labor relations were
managed through proper HR planning to maintain good relationship between the employer and
employees of Starbucks too. The strengths and weaknesses of the employees were understood,
based on which, necessary training programs were introduced to make them sharpen their skills,
knowledge and expertise (Jiang et al., 2012).
Other than these benefits, the various HR departments at Starbucks functioned properly,
which kept the employees satisfied and at the same time, allowed the company to meet the
strategic and financial goals and objectives with ease and efficiency. All these HR drivers have
helped in better alignment of HR strategies with the organizational goals and objectives and even
engaged the employees, which made them work together, as an unit (Gatewood, Field & Barrick,
2015).

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References
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human
resource management practices, engagement and employee behaviour: a moderated
mediation model. The international journal of human resource management, 24(2), 330-
351.
Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy,
and performance. Boston, MA: Harvard Business School Press.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review, 22(1), 43-56.
Gatewood, R., Feild, H. S., & Barrick, M. (2015). Human resource selection. Nelson Education.
Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the
construct of human resource systems: Relating human resource management to employee
performance. Human Resource Management Review, 22(2), 73-85.