Apple - Human Resources Management Problems - Case Study Example

Human Resource Problem Organizations are fighting the revolutionary trends with an aim of realigning the human resource managementwith technological changes and global competition. Organizations have to implement human resource strategies that are relevant to the information age. The human resource management of both the emerging and established organizations has to develop policies that are heavily influenced by the five factors framework. This paper aims at discussing the how Apple Inc. HR policy fits into the aspects of culture, work-force, technology and organizational strategy. Every organization must have a definite strategy in order to deliver positive results. The purpose of the strategy is to make sure the assets of the organization are used to improve the productivity of the organization. Apple employs effective and professional HRM techniques that aim at keeping the company both profitable and valuable. Some of the techniques include networking and teamwork. The company has embedded emerging and effective strategies in a systematic way. The strategies are embedded within wider program of the organizational targets and goals. The strategies involve regularly up-skilling the human resource managers (Chanda & Shen 2009). The company is also integrating a variety of HRM policies as well as practices. The specific business strategy of the company takes into consideration a wide collection of factors. The business strategy of Apple Inc. is shaped by the core values of the company. Conversely, the core values of the company were considered while developing HRM practices. Successful implementation of the HRM strategies depends on the ability to develop employees and managers who are willing to facilitate and acquire the necessary competencies and attitudes. Apple has invested in a self-disciplined workforce with the necessary skills. The central point in the HRM strategy is the development of working practices and motivation that leads to increased flexibility and quality of work (Holbeche 2009). The HRM strategy seeks to have commitment and mutuality from the principle organizational players. Human resource management in the Apple Company implies that the contribution of the personnel is crucial to organizational success (Chanda & Shen 2009). According to the company, people are the most important asset. The company has embedded the HR strategy into the company policy. The employment practice is driven by the commercial intentions. The company uses and incorporates the human resources to the extent that they are compatible with the organizational objectives. Human resource managers must strive towards achieving a sense of collective purpose among all the organizational stakeholders. HRM must develop real strategic approaches which factor in the aspects of the employee relations with an aim of transforming the employees’ mindset (Tyson & York 2000). This makes the employees congruent with the business objectives of the company (Holbeche 2009). The HRM of Apple Company is careful to ensure that the cost of rewarding different groups, hiring and training employees is matched by their anticipated levels of contribution and market availability. The core employees of the Apple Company must undergo intense indoctrination into the core values of the company (Kaplan & Norton 2001). It is expected that these values are to be seen in the behavior of these employees. This is not the case with the peripheral employees of the company. Research shows there are instances where the empowerment of the employees is seen as a threat by the HRM (Tyson & York 2000). The strategic roles of the human resource manager entail the flattening of hierarchies to accommodate the market driven reorganizations of the multinationals (Tyson & York 2000). Apple Company has business units that are functional and ensures that products to be delivered are both quality and excellent (OGrady 2009). HRM strategy calls for increased employee involvement and teamwork. Through HRM, groups within the organization must assume responsibilities and ensures that new structures are functional (Kaplan & Norton 2001). Apple Inc. believes that HRM strategy is crucial in responding to the external pressure by ensuring internal stability. Therefore, the HRM strategies of Apple Inc. are complementary to the business specific strategies. This ensures that the company remains competitive. The environmental factors that affect the human resource management in the Apple Company include competitors and customers. Competition plays a significant role in organizational human resource management strategy and function. Modern organizations must groom their employees through excellently managed human resource planning programs. This strategy is used to effectively deal with competition (Kaplan & Norton 2001). Apple deals with strong competitors like Samsung group. The human resource management strategy must develop enough skills among the employees to deal with the ever increasing competition. Among the environmental factors that influence the role of human resource management include the customers. Customers influence the personal functions of the company. The human resource department must empower the workforce to develop products that fully satisfy the customers. Apple has built a strong reputation upon the development of reputable products and innovation. Modern organizations are expanding the role of human resource manager to include the day to day running the organizational strategies (Shields 2007). Apple uses the human resource management to diagnose data touching on the behavior of the competitors and consumers (OGrady 2009). This makes the human resource manager better placed to deliver the expectations or targets set by the strategic team of the organization (Lashinsky 2012). It is the role of the human resource manager to develop personnel policies and procedures. The emerging trend of globalization has posed serious challenges to the human resource management. Apple uses the external factors to gage its relevance and achievements. The environment of the organization is greatly influenced by the global forces. Apple is developing a business strategy that is globally acceptable. Organizations that conduct global business are facing challenges in dealing with employees from different cultural backgrounds. Globalization has influenced the HRM strategies in a great extent. The organizational culture affects the overall performance of any competitive organization. Apple has a culture of excellence, a strong reputation, and is known to be global leader in many aspects. The shared values in the organization are core to the heart of the human resource management in the organization (Tyson & York 2000). Organizational culture refers to the values entrenched in the organizational policy, which are believed to be important in facilitating the achievement of the organizational targets (McGovern 2002). There is a way of doing things among the workers of Apple. This applies to every organization. The “generational influence” among the employees at the Apple is such that they have to deliver excellent products (OGrady 2009). The human resource management policy of Apple believes in giving the employees the space to enhance both creativity and productivity. When the company hires new staff, they learn these values almost unconsciously. The human resource management must ensure that the organizational culture is profitable and does not lead to stagnation. The human resource management strategy uses training and inspiration to ensure that the stuff embrace the positive aspects of the culture (Shields 2007). Apple believes that the integrity and credibility of the brand should be at the heart of the human resource management strategy. The organization has designed it culture in a way that it leaves room for future improvement. This has boosted the ability of the brand to remain a market leader and to become the world most valuable company (Shields 2007). When dealing with organizational culture, strict and stubborn systems are known to lock out new and ideas (Morley et al. 2006). This can lead to stagnation. Apple Inc. has developed a way of ensuring that the shared organizational values, upon which the organization was founded, are not entirely lost. The success of human resource management in the Apple Company has been defined by the faith in training that goes to encourage an inclusive and less bureaucratic working environment and culture. The workforce in any organization plays a significant role in the propagation of the goals of the organizations. Apple realizes that the workforce can become the image of the organization. The workforce or the staff must be given clear guidance on how to implement the shared values of the organization. For this to happen, the human resource management must play a leading role in terms of strategy and training. Human resource management must prepare the staff on how to meet the needs of the end users (Noe 2012). The system and style of leadership is influential in determining the productivity of the workforce. The flow of ideas from the human resource manager to the staff should effective, clear and swift (Shields 2007). This helps on ensuring that the workforce remains goal oriented. When the workforce is out of touch with the organizational leadership or system, the impact of the organization is greatly reduced. Apple Company ensures that the management is regularly in touch with the workforce. This minimizes the general misunderstanding that is likely to arise from communication breakdown. Apple human resource management department is careful to address the needs of the employees. This entails a vibrant talent-reward management system. The promotions in the company are based on merit. The employees of the company have standard remunerations. This is in addition to competitive allowances. This motivates the workforce to invest their best efforts in the wellbeing of the company. Research shows that the workforce, whether learned or not, implement organizational goals based on how they best understand them. The human resource management is keen to ensure the workforce fully understand the goals of the organization (Nankervis et al. 2005). The workforce happens to be one the pillars to the human resource management. There is always a difference between the actual, intended results, and the understanding of the workforce. The human resource management strategy must aim at ensuring the difference is very minimal. Apple has developed a strong evaluation ability to avoid such workforce misunderstanding and organizational loss. The purpose of the training is to reduce the negative impact if the workforce or staffs try to reinvent themselves. Such reinvention changes the organizational culture. Technological factors are the scientific advances that influence the competitive position of an organization. Apple Inc. is a technological giant. There has been tremendous progress in technological innovations. The HRM strategies have had a direct impact from increasing innovations. Apple Inc. has been at the heart to the technological innovations. Apple develops many products ranging from iPods and iPads to laptops among others (OGrady 2009). Apple Inc has a very interactive website. This has made it easy for the company to get direct opinions from consumers. The HRM is sensitive to the demands of the customers (Paauwe 2004). The company has developed mobile applications that increase the effectiveness of the company. The human resource management is sensitive to the designs and quality of products being released in to the market. Apple is a fully automated and technologically sound company. The HRM strategy is to hire employees who add value to the company through innovation (OGrady 2009). The company maintains awareness of new technologies. This reduces the probability of the company being obsolete (Paauwe 2004). Apple Inc is a market leader when it comes to innovation and advanced technological developments and designs. The Apple HRM strategy integrates technology with business to increase revenues and expand into new markets. The HRM ensures that vertical integration and business strategies encourage innovation and link with HR policies and practices. The HR ensures that horizontal integration optimizes the compatibility within the various organizational elements to remove ambiguity. Technology is at the heart of Apple Inc. the HR department ensures that the company’s think-tank is fully motivated and competent (OGrady 2009). In conclusion, Apple uses HRM strategies and the five point policy framework to ensure both horizontal and vertical integration. This has made the HR strategy to be fully effective. The company, being a global technology giant, has automated most of the procedures to ensure lean personnel which is fully effective and relevant. The company has many online stores which are extremely productive. The online stores generate more than US$ 12 million per month. The HRM strategy facilitates direct links between the workforce and the customers through working closely with the relevant departments. There is no doubt that technology is the lifeline of the Apple Inc. References Chanda, A., & Shen, J. 2009. HRM strategic integration and organizational performance. Los Angeles: Response Books. Holbeche, L. 2009. Aligning human resources and business strategy. Amsterdam: Butterworth-Heinemann. Kaplan, R. S., & Norton, D. P. 2001. The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Boston, Mass: Harvard Business School Press. Lashinsky, A. 2012. Inside Apple: How Americas most admired-and secretive-company really works. New York: Business Plus. McGovern, P. 2002. HRM, technical workers and the multinational corporation. London: Routledge. Morley, M., Gunnigle, P., OSullivan, M., & Collings, D. G. 2006. New directions in the HRM function. Bradford, England: Emerald Group Pub. Nankervis, A. R., Compton, R. L., & Baird, M. 2005. Human resource management: Strategies and processes. Southbank, Vic: Thomson Learning. Noe, R. A. 2012. Human resource management: Gaining a competitive advantage. New York: McGraw-Hill Irwin. OGrady, J. D. 2009. Apple Inc. 1st ed. Westport, Conn: Greenwood Press. Paauwe, J. 2004. HRM and performance: Achieving long-term viability. Oxford: Oxford University Press. Shields, J. 2007. Managing employee performance and reward: Concepts, practices, strategies. Cambridge: Cambridge University Press. Tyson, S., & York, A. 2000. Essentials of HRM. 1st ed. Oxford: Butterworth-Heinemann. Read More