350- to 700-word response to the following after reading the case: Identify examples of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors for Siemens, based on the information in this case. Identify at least four strategically relevant HR policies and activities that Siemens has instituted to help human resource management contribute to achieving Siemens’ strategic goals. Discuss the following regarding Siemens' strategic goals: What overall goals does Siemens want to achieve? What must Siemens do operationally to achieve its goals? What employee attitudes and behaviors will produce these operational outcomes? Siemens is a 150-year-old German company, but it’s not the company it was even a few years ago.
Until recently, Siemens focused on producing electrical products. Today the firm has diversified into software, engineering, and services. It is also global, with more than 400,000 employees working in 190 countries. In other words, Siemens became a world leader by pursuing a corporate strategy that emphasized diversifying into high-tech products and services, and doing so on a global basis. With a corporate strategy like that, human resource management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalization requires delivering these services globally. Siemens sums up the basic themes of its HR strategy in several points. These include: A living company is a learning company. The high-tech nature of Siemens’ business means that employees must be able to learn on a continuing basis. Siemens uses its system of combined classroom and hands-on apprenticeship training around the world to help facilitate this. It also offers employees extensive continuing education and management development. Global teamwork is the key to developing and using all the potential of the firm’s human resources. Because it is so important for employees throughout Siemens to feel free to work together and interact, employees have to understand the whole Siemens process not just bits and pieces. To support this, Siemens provides extensive training and development. It also ensures that all employees feel they’re part of a strong, unifying corporate identity. For example, HR uses cross-border, cross-cultural experiences as prerequisites for career advances. A climate of mutual respect is the basis of all relationships—within the company and with society. Siemens contends that the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable assets. It therefore engages in numerous HR activities aimed at building openness, transparency, and fairness, and supporting diversity.
350- to 700-word response to the following after reading the case: Identify examples of at least...
respond positively to post below: The four strategic outcomes for Siemens strategy-oriented HR system are continuously learning, achieving team work globally, having respect for coworkers and having respect for society. This is a result of Siemens, "pursuing a corporate strategy that emphasized diversifying into high-tech products and services, and doing so on a global basis"(Dessler, 2017, pp.89). The four competencies and behaviors include ongoing training's, management development, ensuring employees feel that they are apart of the corporate identity and they...
QUESTION 34 Feel Good Inc. is a multinational sports goods manufacturer that uses a different strategy in each of its subsidiaries and operations. Moreover, all decision making is decentralized, which leaves the company open for the threat of opportunistic behavior. Since expatriate managers do not rely on headquarters expertise, there is also a great imbalance in transference of information and specialized knowledge. In the context of the four intemational strategies proposed by Bartlett and Goshal, Feel Good Inc. uses the...
what should be the focus of this evaluation? multiple choice the cost of the new programs evaluating staffing procedures employee surveys Whether revised practices can be implemented reviewing key indicators of success Evaluating HRM Effectiveness Creating and implementing a high-performance work system strategy can help contribute a company's overall success. However, human resource management (HRM) practices must support the high-performance work system. Evaluations of the effectiveness of HRM practices provide evidence that the function is meeting its objectives and delivering...
Only need help with question 5 2 CASE The Human Resource Function of Harrison Brothers Corporation COMPANY HISTORY Harrison Brothers Corporation n was founded in upstate New York on September 15, 1898, by Aubrey and William Harrison. Harrison Brothers is a multi-line traditional department store tha t cares mainly men's, wome expanded to include household furnishings and other items for the home. The long-term goal of the company is to become the leading chain of department stores in the Northeast,...
Read the case study below and answer the questions that follow. BPoland Sandeep Mirchandani was heading to his new office at BPOLAND Ltd, Gurgaon, India's business process outsourcing (BPO) capital. Sandy (Sandeep's preferred name at work) looked at the massive growth of technology parks that had sprung up in the National Capital Region and wondered where the next frontier of growth is going to come from. On his way to the escalator to his office, Sandy kept reflecting on what...
17) Organizational strategy is formulated at all of the following levels except at the A) business level B) functional level C) individual level D) corporate level 18) strategy is a plan to use and develop core competences so that the organization cannot only can protect and enlarge its domain but can also expand into new domains A) Business-level B) Functional level C) Global level D) Corporate-level 15 19) Which of the following activities can be a source of both a...
WESTJET AIRLINES Case Synopsis: WestJet Airlines was a "high-value, low-fare airline" that began in 1996 as a regional carrier serving five western Canadian cities from its home base in Calgary, Canada. By 2011, WestJet had over ninety aircraft in the air serving eighty-one destinations in North America, Mexico and the Caribbean. With nine thousand employees, the company had become the second-largest carrier in Canada and the ninth largest in North America. But a 2009 move by IT to the Sabre...
Group work #2 Case Study The "XYZ company decided to implement a new performance management system based on employees' performance and merit. During its 50 years of existence, the company practiced "paternalistic" HRM system with the following features: Jobs, not skills or performance, are the foundations of HR decisions Performance appraisal does not take into account the merit of the employees Compensation system is based on jobs rather than performance or skills . The new performance management system was decided...
Outsourcing Vendor, SaaS Client Optimizing the allocation of resources for IT services sometimes creates unexpected situations. This is a story of a leading vendor of IT outsourcing that decided to outsource one of its own IT functions. More accurately, it relies on software as a service. Siemens AG is a German-based global corporation and one of the world's largest firms. It specializes in electronics and engineering. It employs 475,000 people in 190 countries, and reported revenue of $107.4 billion in...
Case Study C & S Department Store is the second largest clothing and retail store chain in Jamaica. At present, they have 5 clothing and retail stores in all 14 parishes and are planning to expand to 7 stores per parish in the next 3 years. C & S Department Store has a centralized Human Resource Department located at its main office in Kingston. Unfortunately, although the HR processes are managed centrally, there are many HR tasks, policies and procedures...