Strategic Hr in Samsung
Samsung Strategic HRM Case
Introduction:
“In the recent time human resource management (HRM) has assumed new prominence because of continuing concerns about global competition, the internationalisation of technology and the productivity of labour. It is argued that these market imperatives require manager to change the way in which they manage the employment relationship in order to allow for the most effective utilization of human resources (HR). Managers and academics argue that the traditional approaches to managing workers are inappropriate and ‘can no longer deliver the goods’ (Betcherman et al., 1994, p. 2). Harnessing workers’ full potential and producing the attitudes and behaviour considered necessary for a competitive advantage require three aspects of managerial control to change: organisational design, culture, and HR policies and practice. Current managerial orthodoxy therefore argues the need for a restructuring towards ‘flat’ hierarchical structures, an enlargement of job tasks with greater employee autonomy and managerial leadership to shape the more intangible aspects of the workplace, for examples beliefs, norms and values.” (Bratton and Gold, 2003, p. 4)
In the first part of this paper, I will discusses strategic human resource management (SHRM) and its practice in the one of the world’s biggest company Samsung group. And evaluate how Samsung is practicing human resource management.
In the second part of the paper discuses HR functions and various models and how Samsung adopt vertical and horizontal integration in their human resource department and then give some recommendations for Samsung according to the discussion.
Part: I
Strategic Nature of HRM
Perhaps the most significant feature of HRM is the importance attached to strategic integration, which flows from top management’s vision and leadership, and which requires the full commitment of people to it. Guest (1987, 1989a, 1989b, 1991) believes that this is a key policy
Introduction:
“In the recent time human resource management (HRM) has assumed new prominence because of continuing concerns about global competition, the internationalisation of technology and the productivity of labour. It is argued that these market imperatives require manager to change the way in which they manage the employment relationship in order to allow for the most effective utilization of human resources (HR). Managers and academics argue that the traditional approaches to managing workers are inappropriate and ‘can no longer deliver the goods’ (Betcherman et al., 1994, p. 2). Harnessing workers’ full potential and producing the attitudes and behaviour considered necessary for a competitive advantage require three aspects of managerial control to change: organisational design, culture, and HR policies and practice. Current managerial orthodoxy therefore argues the need for a restructuring towards ‘flat’ hierarchical structures, an enlargement of job tasks with greater employee autonomy and managerial leadership to shape the more intangible aspects of the workplace, for examples beliefs, norms and values.” (Bratton and Gold, 2003, p. 4)
In the first part of this paper, I will discusses strategic human resource management (SHRM) and its practice in the one of the world’s biggest company Samsung group. And evaluate how Samsung is practicing human resource management.
In the second part of the paper discuses HR functions and various models and how Samsung adopt vertical and horizontal integration in their human resource department and then give some recommendations for Samsung according to the discussion.
Part: I
Strategic Nature of HRM
Perhaps the most significant feature of HRM is the importance attached to strategic integration, which flows from top management’s vision and leadership, and which requires the full commitment of people to it. Guest (1987, 1989a, 1989b, 1991) believes that this is a key policy