The company has over 140,000 employees distributed across 50,000 drop-off points operating over 645 aircraft and about 42,000 motor vehicles across its network. The mission for FedEx is to “ produce superior financial returns for its shareowners by providing high value-added logistics, transportation and related business services” (FedEx, 2012). The philosophy of people-service-profit, PSP has been adopted to guide the company in achieving this. This philosophy rides on the postulation that establishing a culture that respects and rewards employees would cause a delivery of exceptional service to its esteemed customers who would, in turn, reward the organization with business and loyalty thus creating a profitable enterprise (Jackson, Schuler & Werner, 2012).
Since the inception of the corporation, the management has been keen to provide a suitable working environment for its employees that would enhance innovative solutions. This has been reciprocated by employees who have exhibited an exemplary commitment to their work evidenced by their willingness to use their personal assets during the period when the company faced serious financial troubles so as to meet its obligations to the customers (Jackson, Schuler & Werner, 2012).
Even at times when the employees did not receive their salaries on time, they still worked. Being a service organization, its founder, Smith believed that success would be heavily pegged on its employees, giving rise to the 1973 PSP philosophy. This philosophy considered the welfare of an employee as paramount to the provision of efficient service to customers who would, in turn, generate profits for the organization. This was the basis of all management decisions at FedEx henceforth, including formulation of its human resource practices. Recruitment refers to the human resource process where people needed to fill in particular vacancies would be discovered, developed, sought and attracted.
Selection, on the other hand, involves the use of personal information to determine who to hire (Adeleye, 2011).
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