Human Resource Management Challenges Dealt with by Kyocera Company - Case Study Example

Strategic HR Student’s Name: Course Code: Tutor’s Name: Date of Submission Human resource management challenges dealt with by KYOCERA Company Leadership development This should be taken as a critical strategic initiative in making sure that the right employees remain in the business. For amoeba case of management in Kyocera, all employees participate in making the business a success in their respective units which later contribute to the overall company success. Human resource effective measurement This is another challenge being dealt with by Kyocera. Employees are required to value the results of their business units in order to know their output. Their participation in management increases their output and the company’s profitability in the long run. Organizational effectiveness This gives the management a challenge while employees are not united. Teamwork in the management process will solve the challenge and make organization more effective due to workers participation. As the amoebas or the business units in Kyocera strive to succeed as a team, the competitive advantage of the company at large increases and viability becomes high. Learning and development of new employees Closer contact between employees in their respective units gives them motivation as they work to increase the company’s competitive advantage and profitability. The founder, Kazuo Inamori was aspiring to make employees as partners and this made them close as important stakeholders up to date. Importance of the challenges for the company’s goals and objectives Leadership development The work of providing important structures, tools and processes in the development of employees’ motivation is a duty of every employee in Kyocera. Development of future leaders of the company is done collectively with all the participation of all stakeholders in a unit. This helps to keep the company performance in attainment of their goals and implementation of strategies to achieve the set goals at per. Human resource effectiveness measurement The workforce in all Kyocera’s business units put the needs of the business first followed by their own. From the Japanese culture of working as well as in Inamori’s management philosophy, managers hold daily meetings with their employees to set their goals which they follow to implement. Organizational effectiveness The business units in Kyocera share strategic goals and objectives together. Guided by the company’s mission; to provide opportunities for the material and intellectual growth of all employees, and through our joint effort, contribute to the advancement of society and mankind, new employees and managers are trained an how to handle issues and work as a team. Professional characteristics of KYOCERA’s employees’ with regard to organizational culture and their importance Humility Organizational culture is a set of values and beliefs that people or workers in an organization take as their way of life. Employees’ selection process in Kyocera looks for humble workforce who will work with the amoeba’s interest at heart with good relationship with others as well as the management. Positive attitude towards work Japanese culture emphasizes on high collectivity and group loyalty. This helps in coming up with employees who will promote organizational integration rather than those who are guided with their personal interests in the business units of Kyocera. Workers with positive attitude on what they are meant to do will always help in the realization of the business goals and objectives like satisfying customers like in Kyocera. Readiness to work as a team In Kyocera, current employees play a big role to identify and recommend potential employees who they are familiar with and those they believe that will fit well with the company. This increases teamwork among the workers and the results are the continuous profit making in the business for a long time. Positive work ethics The management system of business units in Kyocera depend on strong leadership and effective implementation. There is always high demand for workers for people who can manage new amoebas. This is done through proper training as well as daily meetings to help the managers implement the business strategies. Need to recruit employees who fit Kyocera. Kyocera Company highly depends on the founder’s philosophy. For maximum satisfaction of customers, there is need to recruit workers with the business interest at heart. The stiff competition from other companies producing the same products as Kyocera, require workers with the knowhow of how the business works. Many young workers fear responsibilities and this makes Kyocera to recruit workers who fit their responsibilities. Workers in Kyocera have the challenge of taking responsibilities in their amoebas which is quite demanding and this bring the need to recruit responsible employees. Factors from the Configuration and their impact on the delivery of KYOCERA’s strategic goals History Since the inception of Kyocera, employees from different amoebas have been taking part in the business strategy of the company. Due to their inclusion in decision making, they help in production of high quality products as well being committed to price and timely delivery as fairness integrity and diligence is extended to them. This forms the culture of the company and part of history. Technology and workforce In order to increase market agility, customer service and employee empowerment, the company trains workers on their working philosophy even if they have management knowledge. This helps to increase Kyocera’s competitive advantage as well as make the company to extend corporate values. Factors from the HR strategy and practices structural components and their impact on the delivery of KYOCERA’s strategic goals Selection and recruitment Current employees in the amoebas help in orientation of new workers in the business. Formal interviews to new workers try to identify the best as well as well as daily meeting in the amoebas helping to keep employees on track. This increase the realization of the business goals and objectives in that all workers work on the same goal. Development Having been operating in a dynamic industry environment; with changing technologies and stiff competition, the employees of Kyocera constantly review the issues of price, quality and time to deliver as part of their development. This helps them to meet their customer expectations and compete favorably. Competitive Mechanisms and the Institutional Mechanisms Product and market factors Kyocera produce industrial ceramics, semiconductor components and other electronic devices. These products are also produced by other companies, hence the need to increase market agility in order to have a competitive advantage. Kyocera’s HRM strategic choices make all employees joint managers of the business units as well as the entire business. The strategy helps in making the employees identify themselves with the products and to increase their quality in order to increase the sales volume. Through the HRM strategy all the business units contribute significantly to the increased profitability of the Kyocera Company in the long run. Social and cultural factors The cultural background of Japanese workers in all amoebas contributes in making the business a success. This is due to their commitment to their work and the interests of the company at large. Interactions between employers and employees with the management bring positive consequences to the company which is reflected in the increased profits. Possible HR strategies Talent strategy Talent strategy can be of good help in the Kyocera. This is where the management identifies employees’ talent and capitalize with it for the well being of the business. High performance culture strategy The Kyocera can rank their employees in terms of their output and give them more responsibilities for the betterment of the business. This can increase the workforce motivation and productivity to the company. Read More