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Running head: HUMAN RESOURCES 1

Enterprise Builds On People: A case study of Enterprise Rent-A-Car

One of the main hiring factors employers across industries look for in hiring transitional

employees is physical fitness (Purce, 2014). Despite the fact that the turnover of undeveloped

individuals in many sectors is high, a majority of employers prefer physically fit, younger

workers. The same scenario applies for entry-level transport positions in many companies. Many

employers mistakenly think that offering transitional job opportunities to bottom half college

graduates compared to seasoned workers is preferable. They believe that more energetic and

young workers are more likely to inject fresh ideas in the organization. The credit given to such

workers is sometimes over-rated. Despite the fact that certain benefits come with hiring younger

workers, this human resource recruitment approach has some disadvantages as well (Purce,

2014). Here are the reason why Enterprise Rent-A-Car should not embrace the current strategy

of hiring bottom half college graduates.

The Risk for the Niche Rental Car Business

Although physical fitness is a basic requirement in long-term positions at Enterprise

Rent-A-Car, the sensitive nature of the work demands for the company to hire experienced and

mature workers. The employee hiring strategy adopted by Enterprise Rent-A-Car provides risk

of workers lacking the needed soft skills (Schmid, 2015). Skill deficiencies coupled with low

understanding of behavioral and cultural norms requires the company to develop certain training

programs for its frontline supervisors and management. This will consistently lead to hire

operation cost and diminish the company’s competitiveness in the niche market. It will also limit

the effectiveness of its expansion plans (Purce, 2014).


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It is true that operations at Enterprise Rent-A-Car are propelled younger workers’ energy;

however, such employees have limited life and professional experience needed at the

organization to make a positive transformation (Schmid, 2015).

A majority of young workers lack direction and thus, struggle to consistently move

forward. Although most young workers have bright ideas and knowledgeable, they seldom make

their vision a reality (Schmid, 2015). Enterprise Rent-A-Car is likely to encounter problems

because such people regularly changed their minds and therefore, cannot make the company

advance its operations and business activities in a consistent direction. Enterprise Rent-A-Car

should, instead, hire seasoned employees with a good understanding regarding what they need to

do and keep to their promises.

A majority of young workers or the generation of bottom half college graduates have a

tendency to be more narcissistic compared to experienced and professional employees (Schmid,

2015). Such traits make them to be exceedingly influenced by their individual abilities.

Therefore, these workers may find it harder to follow instructions given by their immediate

supervisors and recognize the boundaries guiding Enterprise Rent-A-Car. The managers at the

company can find it difficult to earn the needed respect from the younger workers because most

of them are stubborn. Hiring older workers will enable Enterprise Rent-A-Car get the most

needed employee loyalty they cannot find in bottom half college graduates.

2. Would you want to work for Enterprise? Why or why not?

Jobs that demand for personal growth, analysis, autonomy, and creativity such as those at

Enterprise Rent-A-Car offer intrinsic rewards which are the best motivator for young worker

with no profession and experience like me. However, the company’s human resource strategy

has failed to consider one compelling motivator and powerful management tool by offering low
HUMAN RESOURCES 3

pay packages to younger workers. I measure individual social status and achievement by

considering pay. To provide the company with effective services, Enterprise Rent-A-Car must

use performance to offer payment to its workers (Kramar, 2014).

Moreover, my decision on whether to work for Enterprise Rent-A-Car will depend on

with its low-pay meets my ability and social needs (Kramar, 2014). Given that young people

desire to have good living standard living, the low wages offered by the company cannot meet

the life I strive for. Enterprise Rent-A-Car need to understand that young workers need higher

incomes because they have many responsibilities including establishing a home, marrying,

having a family and taking care of it. Thus, given the wage rate at Enterprise Rent-A-Car, it

would be impossible for me to work for the company.

Conclusion

This paper focused on Enterprise Rent-A-Car’s human resource strategy of maintaining

and establishing internal wage pay relationships and framework. It also explored the recruitment

approach adopted by the company. Despite there being many benefits of hiring younger workers,

it was established that such people lack the necessary experience and experience to provide the

desired services. They also lack consistent direction in their vision hence not able to help

Enterprise Rent-A-Car improve its expansion plans. It was also evident from the discussion that

a well-designed organizational pay structure is anchored on offering rewards based on individual

employee’s ability and performance achievements. The wage must cover basic living expenses

among other necessities in life.


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References

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human

resource management the next approach? The International Journal of Human Resource

Management, 25(8), 1069-1089.

Purce, J. (2014). The impact of corporate strategy on human resource management. New

Perspectives on Human Resource Management (Routledge Revivals), 67.

Schmid, G. (2015). Sharing risks of labour market transitions: Towards a system of employment

insurance. British Journal of Industrial Relations, 53(1), 70-93.

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