People, Cultural and Contemporary Leadership

People, Cultural and
Contemporary Leadership
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Table of Contents
Introduction.................................................................................................................................................2
Performance-related initiatives...................................................................................................................2
Culture-related initiatives............................................................................................................................3
Engagement-related initiatives....................................................................................................................4
Recommendations.......................................................................................................................................5
Conclusion...................................................................................................................................................6
Reference List..............................................................................................................................................7

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Introduction
Asus is a multinational electronics organization which was established in 1989 in the city of
Taipei in Taiwan and it operates all over the world. It was declared the 5th largest vendor of PC in
terms of unit sales in the year 2017. The report will evaluate the initiatives of Asus for improving
the performance of the employees of the company. It will assess the initiatives of Asus for
improving the culture of the company. It will also analyze the initiatives of Asus for improving
the employee engagement rates of Asus. Moreover, it will recommend three suggestions to
enhance the three HR strategies of Asus.
Performance-related initiatives
In Asus, people are the base of operations of business, and the characteristics features of the
people the traits of Asus shows the main Asus for which the company is famous all over the
world. The five principles of Asus are integrity, humility, agility, courage and diligence which
shape the business culture of Asus that is moral-based and which reflect the recruitment and
assessment of performance of the employees (Iqbal, Anwar and Haider, 2015). The staffs are
provided with a healthy and fair work environment motivating excellence and diversified
growth, competitive and reasonable salary, compensation and bonus and a comprehensive but
flexible employee safety portfolio by Asus. With workplace creativity which foster imagination
and motivation, staffs in Asus could balance among work, health and family. It accurately echoes
the business philosophy of Asus to motivate, encourage and support the staffs to find out their
maximum potentials (Nyberg, Pieper and Trevor, 2016).
The performance appraisals are controlled strategically by the HR managers in the organization.
Every departments of Asus has monthly and yearly targets. The targets of the departments are
used to make monthly and yearly goals of the each employee as well as the teams of that
department. Once the performance appraisals are finalized, the HR managers of Asus makes the
achieved targets a part of the performance appraisals and every increment in the salary and bonus
are associated with these achieved of targets of each employee as well as the teams (Gong et al.,
2017). The methods of feedback and monitoring are significant part of performance
management of Asus. HR managers properly use the methods of feedback and monitoring to
monitor the performances of each of the employees as well as the teams.