HRM & Dell

Arguments against

Arguments for

• HRM practices not effective
• HWPS -> negative impact on employee attitudes

• Training and development -> knowledge, skills and attitudes that are needed to achieve organizational goals

• Lower staff turnover, increased organizational effectiveness, productivity and lowers employees’ intent of leaving

• Rewards and bonuses motivated and encouraged employees’ creativity, variety and individual self esteem

• Monetary incentives, continuous training & development, open communication and positive work environment that motivates employees -> reduce absence

• HRM practices impacts on operational performance through their impact on employee commitment

• Rewards and bonuses do not result in positive outcomes

• Increased expectations and pressure on employees, which negatively impacts their performance

• Insufficient resources -> policies would be ineffective

Literature Review

-human resource management (HRM) influence the attitudes, behaviors and performances of employees

“the perceived, subjective influence of the formal systems, the informal, style of managers and other significant environmental factors on attitudes, belief, values and motivation of the people in a particular organization.” (Litwin & Stringer , 1968)

-HRM contributes to positive employee behaviors and attitudes that supports the organization’s strategy.

- Vertical fit & Horizontal fit (SHRM)

- High performance work system (HPWS) or a high involvement system (HIWS)

Core values : Diversity

- led to success in the marketplace - fostering a winning culture of highly talented and committed employees - recognized as their greatest strength

Strategic goal

-Top priority - 'look after' customers and retain them

Introduction

Connected Workplace

The program has multiple working options:

Mobile — Telework/Telecommute up to 4 days a workweek

Remote work — Work exclusively away from a formal office

Flextime — Vary start and end times of workdays

Part-time — Reduction of workload and hours to less than standard workweek

Job sharing — Two team members working part-time hours sharing a full-time position

Compressed workweek — Compression of schedule into fewer than five days a week (such as 4/10)

Customized — A hybrid of multiple options

Employee cohort

- special programs - training and development - to facilitate young employees - pursue a career that fulfils their ambition and potential

Open culture :

- employees encouraged to participate - to ensure that every employee's opinion is valuable

- Dell launched a strategic business initiative called Connected Workplace

"HRM refers to policies, practices and systems that influence employees' behaviour, attitudes and performance" (Kramar et. al., 2014)

Motivation :

- Ensure positive work environment

- Foster teamwork

- Creative rewards and incentives

- Learning and growth opportunities

Role of HRM in Dell:

- HR operations & HR management

- Dell's intranet

Case Study

HRM creates positive employee behaviour and attitudes.

Conclusion

Brief history :

- Michael Dell, 1984

- $1,000 starting capital

- Game-changing vision - how technology should be designed & manufactured

- Company growth increase -> public

- PC’s Limited -> Dell Computer Corporation

- Now a private company - accelerates its long-term growth strategy - focuses with a single-minded purpose on customers

Organisational culture and organisation strategy

• Strength and weaknesses

• HRM practices and the availability of resource to implement HRM policies

HRM & Dell