Hrm of Lenovo
Introduction:
Human resource management (HRM) is a way of employment management which can create sustainable competitive advantage and add value by integrating employment policies, programs and practices (Bratton and Gold, 2003). According to Storey, HRM consists of two approaches in term of style: ¡®hard¡¯ and ¡®soft¡¯ approaches. Compare with personal management, HRM not only identifies the ¡®hard¡¯, which roots in the manpower planning approach, but also considers the ¡®soft¡¯, which focuses on human relation and high commitment that is seen as the key factor in achieving competitive performance (Storey, 2002). As a strategy approach to HRM, strategy human resource (SHRM) has been proved to influence company performance and company strategy by recent empirical evidence. Furthermore, it can develop strategy to get the systemic change (Liao, 2005). Owning to the rapid environmental change, especially globalization, it is more reasonable and necessary to analyze international SHRM and comparative SHRM.
This essay will focus on analyzing the HRM of the company of Lenovo Group Limited. An assessment will first be made of the background of the firm, and then the overall HRM strategy and HR activities of the firm will be examined, and finally there will be a brief recommendation about the HRM of Lenovo.
Background :
Lenovo, which was established in 1988, is the largest information technology company in China. Its main businesses are the sale and manufacturing of personal computers, mobile telephone handsets, computer servers and printers. It has been the market leader for seven consecutive years, with a 27 per cent share of the domestic PC market in 2003. It is also the market leader in the Asia Pacific region (excluding Japan), having a market share of 12.6 per cent in 2003 (Fan, 2006). In 2003, because of the internationalization strategy, group changed its English brand name from Legend to Lenovo, which is intended to build an innovative image for the group
Human resource management (HRM) is a way of employment management which can create sustainable competitive advantage and add value by integrating employment policies, programs and practices (Bratton and Gold, 2003). According to Storey, HRM consists of two approaches in term of style: ¡®hard¡¯ and ¡®soft¡¯ approaches. Compare with personal management, HRM not only identifies the ¡®hard¡¯, which roots in the manpower planning approach, but also considers the ¡®soft¡¯, which focuses on human relation and high commitment that is seen as the key factor in achieving competitive performance (Storey, 2002). As a strategy approach to HRM, strategy human resource (SHRM) has been proved to influence company performance and company strategy by recent empirical evidence. Furthermore, it can develop strategy to get the systemic change (Liao, 2005). Owning to the rapid environmental change, especially globalization, it is more reasonable and necessary to analyze international SHRM and comparative SHRM.
This essay will focus on analyzing the HRM of the company of Lenovo Group Limited. An assessment will first be made of the background of the firm, and then the overall HRM strategy and HR activities of the firm will be examined, and finally there will be a brief recommendation about the HRM of Lenovo.
Background :
Lenovo, which was established in 1988, is the largest information technology company in China. Its main businesses are the sale and manufacturing of personal computers, mobile telephone handsets, computer servers and printers. It has been the market leader for seven consecutive years, with a 27 per cent share of the domestic PC market in 2003. It is also the market leader in the Asia Pacific region (excluding Japan), having a market share of 12.6 per cent in 2003 (Fan, 2006). In 2003, because of the internationalization strategy, group changed its English brand name from Legend to Lenovo, which is intended to build an innovative image for the group
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