The Role of Human Resource
In Management of Business
Spirit to Serve Culture @ The Marriott
Focus on executing fundamental ideas of service to their associates, customers and the community.
1. Unshakeable conviction that their people are their most important asset.
2. A home environment with friendly workplace relationships.
3. A performance reward system that recognizes the important contributions of hourly and management associates.
4. A associate growth and personal development environment.
5. Caring reputation for employing dependable, ethical and trustworthy associates.
6. Openness to innovation and creativity.
The following video is a portion of how The Marriott President/CEO Arne Sorenson
You Have Permission to Innovate @ Marriott International
Market Value of Companies that utilize HRM Best Practices
3. Employment Security
The Market Value of Companies that use HRM best practice are 50% higher than organizations that do not.
Why Is Organizational Culture Important? 4 Broad Types of Organizational Culture:
Below a Video Example of IDEO Innovation
2. Bureaucratic - Formal structures and precise implementation of organizational procedures, norms and rules.
3. Consensual - Stresses loyalty, tradition and encourages employee longevity.
Law Firms and The Military are great examples of this wonderful culture.
4. Competitive - Focuses on competitive advantage and market superiority.
AFLAC Culture Video
Nokia’s New Chief Faces Culture of Complacency By KEVIN J. O’BRIENSEPT. 26, 2010
Credit Minh Uong/The New York Times
A few years before Apple introduced the iPhone, research engineers at Nokia prepared a prototype of an Internet-ready, touch-screen handset with a large display, which they thought could give the company a powerful advantage in the fast-growing smartphone market.
The prototype was demonstrated to business customers at Nokia’s headquarters in Finland as an example of what was in the company’s pipeline, according to a former employee who made the 2004 presentation in Espoo.
But management worried that the product could be a costly flop, said the former employee, Ari Hakkarainen, a manager responsible for marketing on the development team for the Nokia Series 60, then the company’s premium line of smartphones. Nokia did not pursue development, he said.
“It was very early days, and no one really knew anything about the touch screen’s potential,” Mr. Hakkarainen explained. “And it was an expensive device to produce, so there was more risk involved for Nokia. So management did the usual. They killed it.”Photo
As chief, Stephen Elop must regain Nokia’s lost ground in smartphones. Credit Tomi Setala/Bloomberg News
As Nokia’s new chief executive, Stephen Elop, takes over this month, he faces a formidable task: to regain the company’s lost ground in the smartphone segment of the global phone market, especially in the United States, while maintaining its worldwide dominance as the largest maker of mobile phones.
His biggest obstacle, according to Mr. Hakkarainen, as well as two other former employees and industry analysts, may well be Nokia’s stifling bureaucratic culture. In interviews, Mr. Hakkarainen and the other former employees depicted an organization so swollen by its early success that it grew complacent, slow and removed from consumer desires. As a result, they said, Nokia lost the lead in several crucial areas by failing to fast-track its designs for touch screens, software applications and 3-D interfaces.
In 2004, one said, the company rejected an early design for a Nokia online applications store — an innovation that Apple, Nokia and other handset makers adopted three years later. Nokia also did not improve its Symbian operating system, needed to support a more sophisticated smartphone. And though it introduced the industry’s first touch-screen devices in 2003 — the 6108 and 3108 phones, which worked with a stylus — it did not perfect the technology to fingertip precision before Apple did.
Nokia still lacks a convincing response to the iPhone. Last week it announced that software errors would delay shipments of its long-awaited N8 touch-screen phone.
A Nokia spokeswoman, Arja Suominen, declined to address any specific criticisms by the three former employees, playing down their roles. They were, she said, “managers with individual roles or leaders of small teams.”
She also said that Mr. Elop, 46, a Canadian who had run Microsoft’s business software division, and the first non-Finnish chief executive, would not give interviews yet. He began work on Sept. 21, and is spending his first weeks meeting with Nokia employees, suppliers, phone operators and software developers.
Continue reading the main story
“I am sure there are things we could have done better and innovations we missed,” Ms. Suominen added. “But that happens to all companies. We have been very successful with some other innovations.”
She cited Nokia’s large patent portfolio and its 770 Internet Tablet, a compact, flat-screen device without a phone, released in 2005. It worked with a pen stylus and was made for Internet browsing but is no longer sold.
Henry Tirri, who leads Nokia’s long-term research unit, mentioned the development of Chinese character recognition, a social networking service for India and software that makes panoramic photos from a series of images. None have been matched by rivals, he said. But none have been game changers, as the iPhone was.
Mr. Tirri, whose unit has about 600 employees at 12 sites worldwide, said the company was trying to change its culture. “We have made a real effort to transform and open the research channels” since 2004, he said.
As of June, Nokia controlled 40.3 percent of the worldwide market for mobile phones, down from 40.7 percent a year earlier, according to Strategy Analytics, a research firm. That global share has remained relatively constant over the last decade.
But in the United States, its share has slipped from 35 percent in March 2002 to 8.1 percent in April, according to comScore, a provider of digital market intelligence based in Reston, Va. It has offset the decline in the United States, with growth in China, Asia and elsewhere.
The decline in the United States is mostly because of the rise of the smartphone competitors, like Apple, Research in Motion and Samsung. And the biggest profits are attributable to the most advanced devices.
Apple delivers consistently higher profit margins than Nokia.
Still, Nokia is on track this year to sell more than 70 million smartphones worldwide; Apple sold 33 million iPhones in the year through June 26.Photo
What is the Role of HRM in High Performance Work Systems
Employees are responsible to complete the task, but also improve work methods and procedures, problem solving and coordination of job responsibilities. Also, employees must be self sufficient and have the capabilities of working alone.
The Book - Human Equation - Author Jeffrey Pfeffer
1. Employment security
2. Selective new talent hiring
3. Self managed teams
4. Comparable high compensation
5. Thorough training
6. Reduced status distinctions/barriers - dress, language, office arrangements wage differences
7. Extensive sharing of financial/performance information throughout the company
Review chart at the top of page 41.
The Role of HRM in Corporate Ethics and Social Responsibility
5 types of ethical standards:
1. Utilitarian Standard - ethical action best balances good over harm - the most good or the less harm.
2, Rights Standard - one that best respects and protects the moral rights of everyone involved.
3. Fairness Standard - all people are treated equally, or at least fairly based upon defensible standards.
4. Common Good Standard - showing respect and compassion for everyone, especially the most vulnerable.
5. Virtue Standard - being consistent with certain ideal virtues including civility, compassion and benevolence.
Review the chart at the top of page 42 - A Formula for Ethical Behavior
1. Each group research a company with historical unethical behavior.
2. Each group research a company with good ethical standards.
Three types of systematic errors organizations make which undermines ethic efforts.
2. Remission errors- Pressure to make unethical choices
3. Commission errors - Failure to follow sound, established operational and ethical practices.
Review Survey at the top of page 43 - Why Employees Act Unethically
Benefits from Managing Corporate Ethics
2. Substantially improving society
3. Managing change
4. Cultivating teamwork/productivity
5. Supporting employee growth
6. Ensure policies are legal
7. Avoid criminal acts on the behalf of employees
8. Manage employee values - associated with quality, strategic planning, diversity
Review Chart at the top of page 44 - Common Ethical Issues in HRM
Code of Conduct
Code of Ethics
Review Chart on top of page 45 - How HRM Can Support Corporate Ethics
In-Class Assignment - Deepwater Horizon Explosion - Page 45
Corporate Social Responsibility
International Organization for Standardization - ISO
Review chart at the bottome of page 47 - Examples of Socially Responsible HRM Practices
7 Ways HRM Can Support Organizational Change
2. Installment of new employee behaviors
3. New production process
4. Grand opening of new location
5. Rolling out new benefit programs
6. Implementing new HRIS system or upgrade current system
7. Expand international operations.
HRM during Mergers/Acquisitions
Culture differences - Daimler/Chrysler Merger
In-Class Group Assignment - Research Daimler/Chrysler Merger
Effective talent planning is important to success of a merger/acquisition.
Review chart on top of page 53 - Common HRM Metrics