Report on strategic human resource management (HRM)
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Added on 2020-05-28
Report on strategic human resource management (HRM)
Added on 2020-05-28
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Running head: HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENTName of the StudentName of the UniversityAuthor’s Note
1HUMAN RESOURCE MANAGEMENTTable of ContentsIntroduction......................................................................................................................................3Analysis of the case study and identifying the problem..................................................................3Samsung Reward management program.........................................................................................5Bonuses affecting employees work performance............................................................................6Strategic HRM aligning to performance and Reward.....................................................................8Conclusion.......................................................................................................................................9References......................................................................................................................................11
2HUMAN RESOURCE MANAGEMENTIntroductionThe report provides an analysis about the strategic human resource management (HRM)aligning to employee’s performance and reward. The analysis in this study has been done basedon the given case study that highlights on the Samsung rewarding mobile division despite theirpoor performance in the year 2015. An effective rewarding approach based on performance canbring about several benefits to the employees as well as organization. Employees reward systemis an efficient tool used by the organization to encourage the employees for focusing more ontheir work. Most of the organization pays bonuses to the employees as part of the reward andrecognition program. Performance and reward are interlinked as the employees working in aparticular organization likes to perform at high level if their work is being rewarded. Rewardmanagement is also considered as one of the vital components of HRM (Brauns, 2013). Thismanagement mainly encompasses strategy as well as practice of the remuneration system. Inaddition, efficient reward management system has beneficial impact on the financialperformance of the organization. Implementation of rewarding policies by the company alsoincreases their staff performance and enhances total output. The reward management program ofSamsung has been highlighted in this study. In the last section, strategic HRM aligning to theperformance and reward is also discussed in this report.Analysis of the case study and identifying the problemSamsung Company has been considered as one of the leading electronics brands in the globe.This company has gained huge popularity with the launch of the varied android smart phones.The management of the company applies traditional performance appraisal method that involvestarget vs achievement method. The workers performance of this organization is generally
3HUMAN RESOURCE MANAGEMENTevaluated on the basis of their achievement during the particular period. However, this companyrewards their employees based on whether they have the ability to meet the goal. The given casestudy reflects that this organization does not have higher payment system, thereby supplementstheir workers base salary with yearly bonuses (Jung, 2014). These bonuses are mainly capped at50% of the salary of the workers and are generally rewarded for exceeding the profit targetspecified to each division. In the year 2015, the mobile section of this company had lowperformance in respect of sales. Despite performing poorly, the management of Samsungcompany paid maximum bonus to their employees for their sincere contribution in keeping thismobile section running inspite of numerous challenges (Kehoe & Wright, 2013). The employeesof this mobile section were awarded with 50% bonus while the employees of other sections weregiven less bonus as compared to this section. The employees of the other division were of theview that the company did not treat them well because the workers in the mobile division werepaid higher bonus despite performing badly. The main problem that reflects from the above casestudy is that there was less cooperation between the managers and the employees whiledesigning the reward system (Chomal & Baruah 2014). As a result, it did not satisfy theemployees of other sections including consumers electronics , technology centre, digital mediaresearch lab, semiconductor division etc. Historically, this reward system did not function on theemployees side of the organization. It has been suggested by Cho & Perry (2012) that, bothparticipation as well as cooperation in the payment system design leads to proper understandingof the company’s operation and hence requires for introduction. Furthermore, the basic factorsthat are needed to be considered while designing the reward system includes-Equity and Comparability- The workers of the company desire to be financiallyrewarded in respect of their performance and to be treated fairly. In addition, they also
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