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HP, is used strategically to shape and reinforce a certain type of culture by reinforcing certain ideas, norms, and behavior and by discouraging others. Strong values are passed down by the management and then reinforced by procedures and rituals that emphasize and reward desired behaviors in tandem with a cultural network that is consisted of a system of communication that is used as a tool to disseminate values and create corporate heroes. (Barry 2000, p. 107)
This paper will explore the processes involved behind the HP HRM strategy, particularly the organizations rigorous selection and recruitment methods and the emphasis on employee training, compensation and performance evaluation.
It is important to underscore that HP, along with IBM, initiated the antecedents of HRM in its studies of non-unionized employee management. For HP, HRM has always been associated with the kind of people management that placed a great deal of emphasis on gaining the commitment of individual employees to organizational goals.
Confidence in and respect for our people as opposed to depending upon extensive rules, procedures and so on; which depends upon people to do their job right (individual freedom) without constant directives. (Gratton 1999, p. 109)
One needs to remember that HP is now known worldwide as a company that continually creates innovative products and processes. That is why HP wants to recruit not just the best people but those skilled and committed to work in an entrepreneurial team-based environment that breeds innovation. According to Dexter Dunphy (2002), the core approach that drives HP’s way in developing its human capital lie in the following strategies:
The above-mentioned strategies supposedly make it possible for HP to be able to quickly respond to the requirements of the market and the customers’ expectations. Such strategies are anchored on the development of enabling departmental structures like the utilization of smaller departments and
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However, it was not all success in the initial period and after some failed retail ventures; R H Macy’s continued hard work and grit paid off with the launch of R.H. Macy & Co. as per Fuhrmann (2011), sales at the end of first year were almost $ 90,000.
The author states that HP’s management was quite confident over the system and put all their efforts in the touchpad’s manufacturing. Nevertheless, they felt the heated competition from Apple who was about to launch the iPad 2. To be in the competitive race, Hp expanded its team members and put more pressure on their technical teams.
(Armstrong 2011). Human Resource Management works as a catalyst between the long as well as short term successes of the organization by not only individual employees but also as collective contributions as a team. Due to increasingly developing technology and globalization there are a lot of political, economic and social pressures businesses face these days.
Under systematic ideology, an ideology is considered the major motivating factor of human behavior. The conceptions in the ideology are depicted as coming in sets of characteristics and then these sequence forms a system. In system ideology studies people try to discover and understand the world without making changes to it.
It discusses the basic theory that assumes that all the factors of production are immobile and that both (all) countries have the capacity to produce both (or all) goods. Further more I have illustrated through theory example of labor matrix, besides those concepts like Opportunity costs, Demand and Trade impediments has also been discussed.
In fact, this is a core area where the organizations and the HR interests overlap. As expected, companies choose to avoid adverse selection or distortions, in order to allocate its prime resources and assets to their most productive uses.
On the other hand, Japanese companies are less accustomed to personal evaluations and differentiation because they focus more on achieving a scope of rigid rules and performance criteria as set in their manuals.
will be thoroughly identified and discussed: (1) HP’s organizational mission and vision; (2) products and brands; (3) organizational stakeholders; (4) CEO and executive team; (5) geographic locations; (6) market size; and (7) revenues.
The mission and vision statement of
With the advent of globalization, business has increased at a very fast pace and outpaced the ability of an organization to grow its business in outside countries. It has opened new opportunities for the organizations to enter into the world market. With increasing
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