WorkPlace
The author’s company of choice to discuss is Ericsson, the company that the author had worked for during the last 14 years and experienced many changes related to International Human Resources Management (IHRM) procedures. Ericsson is a leading provider of communications equipment, related professional services and multimedia solutions to operators of mobile and fixed networks worldwide. Over 1,000 networks in more than 175 countries utilise Ericsson equipment which serves over 1 billion customers telecommunications needs worldwide. Ericsson employs over 115000 people making Ericsson a truly large multi-national corporation. During the past years of the author’s employment, many changes transpired in terms of (IHRM). Pre 2000 the …show more content…
Along these lines, it can be unmistakably reasoned that Ericsson who appears to embrace such an ethnocentric methodology or method to dealing with its staff comprehensively, principally looks to incorporate its Human Resource Management (HRM) practices and approaches which are basically planned and actualised at the Head Quarter (HQ) of Ericsson in Sweden with the perspective to sustain absolute control over its subsidiaries. Ericsson had initially made a decision to centralise HRM away from Dublin and then moved the department to the Netherlands, eventually setting HRM in the HQ in …show more content…
Transformation in the technological structures: Technological changes at staffing levels can likewise impact the employee relations as selection of new advancements by the company can influence the HRM approaches and practices. Enhanced learning, aptitudes, training is needed in the workforce Fisher and Shaw (1992). Ericsson staff have seen these progressions as prior to 2001, in order to set up the software of a portable base station, this task required at least 1 week and 5 staff however with the current technological advancements of the latest 4G systems, it takes 1 employee at least 20 minutes to setup due to creative computerisation methods. In fact, this short time to setup is due to completely vanish as new mobile stations will be fully factory automated thereby not requiring any human intervention. This creates the risk of occupation frailty among the employees as it will be regarded as a risk for Ericsson HR to deal with and the solution will be to train people in other fields while preserving jobs and thereby negating the uncertainty that the employees
The author’s company of choice to discuss is Ericsson, the company that the author had worked for during the last 14 years and experienced many changes related to International Human Resources Management (IHRM) procedures. Ericsson is a leading provider of communications equipment, related professional services and multimedia solutions to operators of mobile and fixed networks worldwide. Over 1,000 networks in more than 175 countries utilise Ericsson equipment which serves over 1 billion customers telecommunications needs worldwide. Ericsson employs over 115000 people making Ericsson a truly large multi-national corporation. During the past years of the author’s employment, many changes transpired in terms of (IHRM). Pre 2000 the …show more content…
Along these lines, it can be unmistakably reasoned that Ericsson who appears to embrace such an ethnocentric methodology or method to dealing with its staff comprehensively, principally looks to incorporate its Human Resource Management (HRM) practices and approaches which are basically planned and actualised at the Head Quarter (HQ) of Ericsson in Sweden with the perspective to sustain absolute control over its subsidiaries. Ericsson had initially made a decision to centralise HRM away from Dublin and then moved the department to the Netherlands, eventually setting HRM in the HQ in …show more content…
Transformation in the technological structures: Technological changes at staffing levels can likewise impact the employee relations as selection of new advancements by the company can influence the HRM approaches and practices. Enhanced learning, aptitudes, training is needed in the workforce Fisher and Shaw (1992). Ericsson staff have seen these progressions as prior to 2001, in order to set up the software of a portable base station, this task required at least 1 week and 5 staff however with the current technological advancements of the latest 4G systems, it takes 1 employee at least 20 minutes to setup due to creative computerisation methods. In fact, this short time to setup is due to completely vanish as new mobile stations will be fully factory automated thereby not requiring any human intervention. This creates the risk of occupation frailty among the employees as it will be regarded as a risk for Ericsson HR to deal with and the solution will be to train people in other fields while preserving jobs and thereby negating the uncertainty that the employees