The dynamics of rapid change, increased global competition, and advances in technology mean that success of any organisation will become increasingly dependent on learning and employee satisfaction. Recognition of the importance of learning in today's business reality is reflected in a recent explosion of interest in learning organisations and the emergence of corporate learning centres and universities. Although reports of new corporate initiatives appear daily, and rhetoric abounds, there has been little synthesis of the underlying logic of recent learning initiatives (Ashford, George, Blatt 2007 pp. 65-117). Using the example of Tupperware Brands, An Employee Development Plan and arguments for an effective EDP are presented.
Despite increased recognition by businesses that in order to attend the political, social and the resultant economic changes, they need to give preference to the human resources that make up the organisation, managing the increasing and diverse development needs of employees. This challenge is considered by many organisations as the greatest in the field of human resource management (Ashton 2004 pp. 13-22).
To answer this challenge, there have been a number of proposals and ideas, which have attempted to advance ways in which employee development can be better incorporated with the expansion of the organisation and form a component of the corporate strategy. For example, in the human resource development debates such as enhanced communication, involvement and participation, staff empowerment is a theme that has captured most of the attention (Berg, Wrezesniewski, Dutton 2010 pp 158-86).
Background of the Organisation
Tupperware Brands Corporation is a global organisation known as one of the top direct seller of products. An independent sales force manages this large volume of sales. This sales force is numbered to be around 2.4 million. Tupperware Brands' brands and categories are considered as design-centric (Clegg, Spencer 2007 pp. 321-39).
For more then 75 years, Tupperware has been developing products that are considered as life simplifying. These products are well known fir saving the time and money for the consumer. These containers retain the quality of food for a long time. This has been one of Tupperware's most important objectives. In 2009, total sales were $2.12 billion and net income of the organisation $175.1 million. (Butts, 1997)
Tupperware brand products were introduced in 1946. For over 60 years, Tupperware has been closely following rollercoaster trends. These trends include such diverse developments like the suburban movement to 60's feminist revolution to '90s "cocooning".
Immediately before the introduction in 1946, Earl Tupper's plastics materials of many businesses were committed to the war manufacturing. The ease and expediency of Tupper's products was a well-known factor in launching the plastics revolution. Tupper's first plastic products for customers were the Wonderlier Bowl and Bell Tumbler. These products introduced a one of its kind benefit over the more conventional food containers: they were lighter and less likely to break (Deci, Ryan 2000 ...