Mr K Naidoo
QUESTION: 1. critically discuss the extent to which Google’s Human Resource Management Practices support its growth and expansion strategy?
I will interrogate Google’s HR practices, specifically their expansion strategy and comment on the extent to which these practices are successful or not. Google is an international organisation with a well-developed and recognised brand. CNN makes this comment. (http://www.cnn.com/2013/08/14/tech/web/google-personal-search) “Google, the all-knowing search engine”
Strategic human resource management (SHRM), according to all my research material, can be generally described as the structured, planned and envisioned activities, which an organisation will use to achieve certain goals or plans.
Greer (2001:123) in defining SHRM states:
Strategic human resources management is largely about integration and adaption. Its concern is to ensure that: (1) human resource (HR) management is fully integrated with strategy and the strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work.
The impact of SHRM, and more specifically growth and expansion, has a great effect on the making of choices. Muller-Camen, M. Croucher, R. and Leigh, S. (2001:25) maintains that strategy should be implemented through practical plans or “tactics”. They go on to say that strategy must look at people management from an organisational or business point of view, and then secondly, about how the function will be structured. They have to decide what they will do and why, what they will not do and why, and how it will be implemented.
The organisation cannot just be content with the fact that they are competing in the market place. They have to know who their competitors are and how they will engage them, within the market place, so as to maintain a competitive edge. Noe, Hollenbeck, Gerhart and Wright
I will interrogate Google’s HR practices, specifically their expansion strategy and comment on the extent to which these practices are successful or not. Google is an international organisation with a well-developed and recognised brand. CNN makes this comment. (http://www.cnn.com/2013/08/14/tech/web/google-personal-search) “Google, the all-knowing search engine”
Strategic human resource management (SHRM), according to all my research material, can be generally described as the structured, planned and envisioned activities, which an organisation will use to achieve certain goals or plans.
Greer (2001:123) in defining SHRM states:
Strategic human resources management is largely about integration and adaption. Its concern is to ensure that: (1) human resource (HR) management is fully integrated with strategy and the strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work.
The impact of SHRM, and more specifically growth and expansion, has a great effect on the making of choices. Muller-Camen, M. Croucher, R. and Leigh, S. (2001:25) maintains that strategy should be implemented through practical plans or “tactics”. They go on to say that strategy must look at people management from an organisational or business point of view, and then secondly, about how the function will be structured. They have to decide what they will do and why, what they will not do and why, and how it will be implemented.
The organisation cannot just be content with the fact that they are competing in the market place. They have to know who their competitors are and how they will engage them, within the market place, so as to maintain a competitive edge. Noe, Hollenbeck, Gerhart and Wright
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