Essay on Organizational Behaviours at Nokia

2807 Words Oct 13th, 2014 12 Pages
Human Resource Sustainability & Organizational Behaviours at NOKIA
Case Study
Assignment 3

Human Resource Sustainability & Organizational Behaviours at NOKIA
Case Study
Assignment 3

Contents

History & Introduction to Nokia 2 Work- Life Balance (WLB) 3 Action Plan/Steps 4 Sustainability 5 Recruitment & Training 5 Action Plan/Steps 5 Sustainability 6 Retaining top talent by incentivising 6 Action Plan/Steps 7 Sustainability 7 Conclusion 8 REFRENCES 9 Extra Readings 11

“ It’s in the Hands of Humanity to make development sustainable, that is to say, seek to meet the needs and aspirations of the present without compromising the ability of the future generations to meet their own”
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Nokia employees more than 90,000 across 120 countries and has sales in more than 150 countries, due to the slowing down of sales Nokia partnered up with Microsoft in 2014, within 12 months Nokia had broken into the tablet market with brands such as the Lumina.

Nokia had experienced its fair share of problems as with all large corporations this included layoff’s re organizing of the corporate structure in 2003. To tackle some of these problems I am going to focus on the HR and focus on 3 organizational behaviours.

This Case study will look at 3 organizational behaviours within NOKIA including strategies that will initiate the change based on my action plan.

KEY WORDS: work- life balance, Recruitment & Training, Retaining top talent by incentivising

Work- Life Balance (WLB)

The definition of work-life balance is “The growing acknowledgment that individuals require an adequate balance between work and those of life” (Glynn et al. 2002:9). Although contrary to Freidman (Freidman, 2004) who believes that WLB make you trade-off between work, family, community and self.

There is a need to identify that employees at Nokia need a balance between work and home life for that perfect balance which in turn will create better performance and productivity in the work place also in the family environment (Glynn et al. 2002:9). It is also important that staff are accepted as individuals and that a corporate culture is

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