Assignment 2 Essay

833 Words Feb 15th, 2015 4 Pages
Abstract
The business environment have become more volatile due to economic crises and changing markets. Samsung, a leading conglomerate of Korea, is not an exception. Samsung is undergoing many issues related to human resources, and will not survive if it chooses to stay passive to the upcoming business environmental volatility. In this report, Samsung’s current policies and issues related to human resources are examined and discussed. The topics concerned are job retaining, job satisfaction, job security, global recruitment, job relevance, motivation, and employee rights. The purpose of this report is to focus on finding recommendations about what Samsung should do on each according situation, with ideas and concepts backed up from
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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. 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 behavior considered necessary for a competitive advantage require three aspects of managerial control to change: organizational design, culture, and HR policies and practice. Current managerial orthodoxy therefore argues the need for a restructuring towards 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.

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,

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