Organizational Overview and Background
Nowadays, there are many clothing brands, and Under Armor is one of the largest companies in the segment. The American brand of sportswear and equipment began its history in 1996 (Qermane & Mancha, 2021). It all commenced with a little business of Plank, who sold equipment to student teams. Over time, the scale of the brand has altered, but the philosophy has remained the same. It is to create the comfiest conditions for athletes, to follow the inventions, and translate them into reality.
In the manufacture of things using unique technology, the heart of the brand culture is its clients. The company is very large-scale and has assets of 4.991 billion dollars (Qermane & Mancha, 2021). At the same time, despite the apparent success, it has been in the shadow of Nike and Adidas for several years. Low competitiveness is the main problem of Under Armor, which requires a change of approach to human resources management.
Impact of the Challenge on Organizational Viability
In the era of globalization and internationalization of production, competitiveness is the only criterion for efficiency and the demand for its products. Its low level prevents the company from achieving its goals in the face of competition (Qermane & Mancha, 2021). Without changes in management policy, Under Armor risks being overshadowed by its competitors forever. In addition, product demand may fall, and customers may lose a niche market. One of the most critical components of a successful production is the clever use of available human resources (Stone et al., 2020).
The Role of Human Resources in Addressing the Challenge
It is not about the number of employees in the enterprise but the totality of their professional skills that can benefit the company. Competent management of human resources can contribute to more efficient use of labor to maximize economic benefits. The production and consumption of services are inextricably linked, and their quality depends on who performs the service (Stone et al., 2020).
Thus, the staff of a service enterprise directly impacts the competitiveness of the services offered and can be a source of competitive advantage through efficient work. Human resources can not only give advice but also influence the perception and reputation of the company (Stone et al., 2020). The competitiveness of an enterprise directly depends on the efficiency of human resources use, reflected in the creative activity of personnel and the ability to set and solve production tasks independently.
References
Qermane, K., & Mancha, R. (2021). WHOOP, Inc.: Digital entrepreneurship during the Covid-19 pandemic. Entrepreneurship Education and Pedagogy, 4(3), 500-514. Web.
Stone, R. J., Cox, A., & Gavin, M. (2020). Human resource management. John Wiley & Sons.