Affordable Health Insurance Corpus Christi TX

CASE STUDY: STRATEGIC HR, HR STRATEGY, AND HR ORGANIZATION AT AMOCO

Amoco, a large, diversified oil firm, operates in three primary areas: upstream (exploration and production of old and gas), downstream (refining, distribution, and marketing), and chemicals (products related to oil). One of the world’s largest fully integrated Affordable Health Insurance Corpus Christi TX, it has operations around the world.

Amoco’s HR function was traditionally divided into three parts: corporate HR, operating company HR, and business unit HR. Affordable Health Insurance Corpus Christi TX had a strong voice in setting policies, defining the corporate HR agenda, ensuring dissemination of management philosophy and practice throughout the firm, and delivering centralized services. Operating company HR created HR practices and agendas for the company and oversaw implementation of corporate Affordable Health Insurance Corpus Christi TX efforts. Business unit HR implemented policies, supported unit business strategies, and provided HR service to the business unit.

In the late 1980s, Amoco executives, under the direction of Larry Fuller, the president (and now chairman), and Wayne Anderson, senior vice president of human resources, felt that the firm needed to change Affordable Health Insurance Corpus Christi TX mindset to become more competitive. With other line executives, they embarked on a renewal process throughout the company. This process began in earnest in 1988 at a senior management conference at which top executives gathered for four days to talk about people-related issues. Participants agreed that optimizing the productivity and creativity of Amoco’s people was critical to the organization’s long-term competitive success. As a result of this meeting, a number of Affordable Health Insurance Corpus Christi TX initiatives, including the following, were instituted.

• Redesign of the existing performance appraisal system into Amoco Performance Management (APM), a more comprehensive process for setting standards, establishing development activities, giving feedback, and allocating rewards based on performance.
• Development of a recognition and reward process (R&R), which highlighted and rewarded employees and teams for extraordinary performance.
• Reengineering of the recruiting process to focus selection on a combination of defined skills and behavioral values.
• Development of employee surveys to monitor and assess attitudes about the organization’s values, performance, and effectiveness.