Best Fit Model Case Study

Key Issues for Amazon. The key issue for Amazon.com is that the company’s median tenure is 1.0 years according to the article, “Why Google and Amazon Employees Are Out The Door In Barely A Year” by Anya Kamenetz. Having a high turnover rate can be very critical to a company’s downfall; therefore, the question here is why is Amazon’s employee turnover so high? MSNmoney published the article, “6 reasons Amazon employees burn out so fast” which gives some insight to why so many employees leave this ever so growing company. The main reason would be because of the CEO, Jeff Bezos. According to the article, Bezos is very freighting to

In short, the firm must find a balance when planning the HR. It has to look at internal factors and projections such as future sales and costs which help them predict demand and consequently forecast the workforce needed. But at the same time it has to look at external factors to predict labor supply and the external factors are found in the environment around the company.

Unfortunately, Bezos autocratic style has had profound effects on Amazons culture. Perhaps most importantly, Bezos has created a culture of metrics. Consequently, it has led to a competitive atmosphere, which has created an uncomfortable working environment for many employees. For example, some employees have sabotaged their cohorts

The Board is currently proposing a new simplified guidance on the measurement of inventory. The Board suggests that inventory should be measured at the lower of cost and net realizable value, eliminating the old guidance of measuring inventories. The Board defined net realizable value in ASC paragraph 330-10-20 as “Estimated selling prices in the ordinary course of business, less reasonably predictable costs of completion, disposal, and transportation.” The new guidance should help companies to disclose the measurement of inventory more concisely and reduce the cost to account for them. In addition to that proposal, the Board are also aligning with the measurement of inventory with International Financial Reporting Standard. According to IFRS No. 2, inventories are required to be measured at the lower of cost and net realizable value. IAS No. 2 defined net realizable value as “the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.” This definition is aligning with the definition under

Amazon doesn't care about their workers. They are a capitalist company who only cares about being on the top. As mentioned in the Amazon Brutal Work Culture article “In this sense Amazon is the most dangerous, least trustworthy tech company… the workers are meaningless, and replaceable, and loyalty is both an excuse and a weakness.” In the article How People Who Work for Amazon Really Feel it says “Workers suffering from cancer, miscarriages or other personal issues are penalized or pushed out, as are any employees who don’t meet the company’s high standards.”

Low cost leadership is pursued by Amazon by differentiating itself primarily on the basis of price. Amazon’s goal is to become customer – centric, aiming to offer a wide range of products with lower prices and convenience to its customers. It can be seen that the company believes offering low prices and focusing on customers are fundamental to Amazon’s success. Over the time, Amazon seeks to mitigate the costs in order to lower the prices through achieving higher sales volumes. The company also finds many ways to negotiate to obtain better terms with their suppliers, and achieving better operating efficiencies. Amazon always ensures that they maintain

Since its incorporation in 1994, Amazon’s business model had expanded from offering a simple internet marketplace for books to providing web services to online retailers, storage solutions and a dramatically expanded product line. Nevertheless, despite massive sales the company failed to produce a profit for shareholders and Amazon was on the brink of bankruptcy at the beginning of 2001. If I were a shareholder who received the company’s 2000 annual report, I would have strongly agreed with CEO Jeff Bezos that the company must achieve profitability by year-end 2001. I would recommend that the company accomplish this by cutting costs related to fulfillment and inventory and by increasing revenue by capitalizing on the previous year’s investments in infrastructure.

As you requested I have reviewed our staffing forecasts and our future hiring needs. My analysis consists of methods that will help us meet our staffing and organizational goals. To do so, I have made comparisons to our forecast availabilities with our future/ projected workforce. This information will identify our potential gaps and how these gaps may be filled. STEP 1: THE FIVE STAGES OF THE PLANNING PROCESS A. Because we expect our forecast for labor requirements to be constant from the previous year, I have used

Amazon.com has come up with a new program that “pays associates to quit”. A few details about the turnover at Amazon.com have been briefly described. Bezos feels that this program is necessary to determine which employees are not happy at the company. He feels that no one should be where they are not happy, because it will affect the organization and its profit overall, while this is true most of the employees that leave, leave because, they feel that there isn’t much opportunity to advance and they fell that they are overworked.

Identify and explain the various techniques for forecasting labor supply and labor demand. What can organizations do in the

From the beginning, Amazon’s culture has been based on the personality of its founder and CEO, Jeff Bezos. Bezos’ ideas have created the $250 billion dollar business that Amazon is today. Bezos has pushed the idea of putting the customer first and is driven by a data-driven management philosophy. Like most corporations, Amazon has a code of business Conduct and Ethics that outlines how the company expects its employees to behave. According to the company website, employees are supposed to abide by the law, work in the best interest of Amazon, refrain from discrimination and harassment, and follow other basic guiding principles (Amazon.com). The code of ethics is vague in terms of how employees should be treated by the company and coworkers. Along with this code, Amazon has a list of 14 leadership principles that employees are expected to abide by in their day-to-day work. These leadership principles are supposed to guide employees in their decision making and are a statement of what the company values.

In addition to these general education requirements, a Lakeland College student must reach 120 credits in order to graduate, which can be composed of a mixture of credits within their field and other electives.

The corporate culture at Amazon can be described as a task culture according to Charles Handy’s theories of corporate culture, where the main focus is on getting results from the work done. Individuals and teams are empowered to take responsibility and make a contribution. As a result, formal job titles are of less importance, as the emphasis is put on their contribution and problem-solving abilities. (Hoang 194). Amazon has created a sense of belonging and unity within its’ workforce by installing the idea that anyone can contribute. This can be seen through the 14 leadership principles that Amazonians refer to as the “articles of faith”, outlining how employees should act. It is at the core of Amazon’s corporate culture; It’s used in daily rituals, in hiring, at meetings and are quoted in food-truck lines at lunchtime (Streitfeld). Most importantly, it applies to all Amazonians and they are told each one of them is a leader (Sanghani). For instance, the co-inventor of the delivery-by-drone project announced in 2013 was a junior level engineer (Streitfeld). Therefore, the task-oriented culture can be the source of the stressful work-environment stress despite fostering motivation and responsibility within the employees.

The main philosophy at Amazon is “to create shareholder value over the long term.” To work through this philosophy, Amazon focuses on customers continually and makes investment decisions in light of long-term

Planning means looking ahead and chalking out the future courses of actions to be followed. The ongoing process of systematic planning to achieve optimum use of an organization 's most valuable asset is human resources department. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply.