Human Resources Management Assignment 2022

Running Head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Student’s Name
University Name
Student’s Name

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Table of Contents
Assignment 1...................................................................................................................................4
1. Organizational analysis.........................................................................................................4
1.1 company background....................................................................................................4
1.2 Industrial background....................................................................................................4
1.3 Strategic approach.........................................................................................................5
1.4 Human resource practices.............................................................................................6
2. VRIN Analysis......................................................................................................................8
2.1 Value.............................................................................................................................8
2.2 Rarity...........................................................................................................................10
2.3 Imitability....................................................................................................................11
2.4 Organisation................................................................................................................11
3. Environmental analysis.......................................................................................................12
3.1 hard and soft changes in environment.........................................................................12
3.2 Harvard model of change analysis..............................................................................14
3.3 Impact of new major changes......................................................................................17
4. Evaluation of new HR practices............................................................................................19
4.1 life cycle model analysis.............................................................................................19
5. Conclusion.................................................................................................................................20

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Reference List................................................................................................................................22

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Assignment 1
1. Organizational analysis
1.1 company background
The International Business Machines Corporation or IBM is an multinational organisation from
America. The headquarters of the company situated in, Armonk New York and their operations
are speed across 170 countries around the world. The foundation of the company happened in
1911 in the Endicott town of New York. Initially the company appeared in the market as a
computing tabulating recording company and the name was later changed to international
business machines in the year 1924 (Hansen, Güttel and Swart 2019).
The current business operations of IBM include production and sales of computer hardware,
software as well as middleware. The organisation also provides hosting services as well as
consultancy services in several domains including mainframe computers, nanotechnology and so
on. They are also a major Research Organisation that has accumulated maximum number of us
patents held by any IT company as in the year 2019. They have been holding this record for 26
years, consecutively. The inventions done by IBM include automated teller machine, floppy disk
hard disk drive, magnetic strip card, SQL programming language, UPC barcode dynamic
Random Access Memory or DRAM (Thit 2019). As exemplified by the system 360, the IBM
mainframe had been the dominant computing platform from 1950 to 1990.
1.2 Industrial background
IBM is ranked among the largest information technology companies of the world which provides
wide spectrum of hardware, software as well as other service offerings. The continuous

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advancements and discoveries of IT technologies has led to the naming of IBM company as big
blue. Since a considerable period of time the organisation has remained the top supplier of
Mainframe computers and later after finding considerable success in this domain they shifted
their industrial focus from hardware to software as well as services. In the year 2010, IBM head
modified their business mix in order to emphasize on other service fields like cloud based
services as well as cognitive computing. While I am still remains a major player in the IT
industry, they have lost their unique dominance and now enjoys competitive rivalry (Kloeckner
et al. 2018). In the year 2016 18 consecutive quarters of revenue had declined. However, Rapid
organisational changes and HR management strategies implemented by the organisation help
them to support this loss and transition into new technologies as well as new business lines help
them to diversify their business. This is why after a sharp drop in business value in the year
2016, IBM could recover their business significantly in the year 2017 when the revenue
accumulated was $81.7 billion US dollars.
Competitors Map of IBM
1.3 Strategic approach

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The main strategic approach that needs discussion here is the transition of the organization when
they decided to transform their business into software and other services from mainframe
computing. During this transition phase the CEO had observed that analysis of the behavior of
the employees as well as customers of the organization would be necessary for interpretation of
the inherent strength of the company. However in doing so, the company accounted for severe
losses. The huge strategic debate that IBM phased was whether to keep the company on board or
in order to save it from eventual bankruptcy and massive disaster, break it into smaller
organisations with manageable units (Azeem and Yasmin, 2018). Nevertheless, both the former
and the current CEO had favoured not to make the business conversation by dividing it into
various units and considering from the customers perspective, it was also highlight it that we
preferred a one stop shop for all sorts of services. Most of the essential clients of IBM are the big
business forms required several kind of IT services. It would have been impossible for the
smaller companies, had IBM been split, to Cater to the business needs of potential clients.
1.4 Human resource practices
Human resource Strategies and practices are closely associated with the organisational culture.
The sustenance of IBM over hundred years has been accountable to several cultural and
organisational changes that help the organisation to which time the internal and external
pressure. Dramatic technological as well as economic changes were suffered by the organisation
to remain relevant amidst the several IT companies existing today. Nevertheless, as highlighted
by Hull and Nezhad (2016), one of the biggest changes that the organisation went through is not
regarding the computing Technology changed, but it is about the cultural change that IBM had
implemented from time to time. Speaking about the last decade it has been realised that IBM is
realigning their agent practices as well as strategies so that they can substantially change from

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their analogue ways in the past to impress some of the various significant 21st century
approaches which includes some of very unconventional HR strategies also. The HR
management strategy of badging in was becoming difficult for the organistaion. At a point of
time, lack of resources became eminent and it became difficult to maintain the facilities.
Speaking about changes it can be highlighted that the prompt change in HR profile happened in
the year 1991 the famous dress code change of the organisation came about. The previous restore
requirement of appearance in dark suit with Tie was changed in favour of business casuals.
However, most of the researchers including the likes of Kirsch and Connell (2018), perceive that
the biggest change has according the company in the 21st century when the early 20th century
practice of badging in was got rid of. This was a change that started to work for the company. It
ensured cost saving, flexible working and also empowered the employees.
In case if IBM had segregated in multiple small new organizations, then they would have
received the projectile as shown in the curve. However the organization decided to keep their

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units associated and work as a single unit. In order to ensure that they could get over the decline
phase, the organization resorted to the strategy of dissolution of their working spaces and the
policy of badging in was taken off. The HR management gave liberty to the employees to utilize
teir working hours in a flexible way and up to their discretion.
Speaking in a strategic way, the whole operating environment was developed in a modified way.
A substantial portion of the workforce felt relieved on the production of this practice and
currently about 40% of the 400000 Global employees of the organisation are working remotely.
This is how the organisation was able to make their pay structure flexible, bring about flexibility
in the working shifts, accommodate more employees in lesser workspaces and also extend the
range of services that they could offered to organisations or individual customers through the
vast base of employees ready to work on a remote basis also.
2. VRIN Analysis
2.1 Value
After dynamic change implementation in the organisational structures in the 21st century IBM
has flourished by acquisition of successful organisation around the world which also included
sales of the internal divisions that were not thriving (Nezhad et al. 2018). However, this Business
expansion also brought about a big challenge for the organisation since more than 60% of the
organisational workforce had been less than of 5 years of experience and more than 65% of the
workforce has now been operating as well as residing outside United States. Not only did the
residence, but their ethnicity, original as well as cultural preferences also not pertain to the
United States. In the situation is very difficult for the organisation to maintain work and moral,
productivity as well as loyalty considering such diverse as well as changing business conditions.

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Nevertheless, the strategic change of Human Resource Management implemented in IBM had
the intention of changing this atmosphere into a resource will business opportunity through the
introduction of 4 directive components in human resources management.
In the first place, the organisation emphasize on providing equitable benefits of all employees, in
all countries, regardless of their race, sexual preference, ethnicity or gender. The organisation
also extended the same-sex partner benefits to the Employees which help the organisation to
100% rating from the human rights campaigns and the international women labour groups also
provided similarly high ratings to the organisation. This also help to develop the brand
Awareness of the organisation in various countries because of which it becomes easier for them
to get hold of high potential candidates which was needed for massive recruitment of IBM in
several countries
Secondly, the annual Global pulse survey had gadget data from more than 40% of the employees
of IBM, every year in the last decade in order to analyse on the workplace conditions as well as
issues. In fact data survey was carried on to analyse the community conditions of the IBM
workers. It was found that the company had been emphasizing and rewarding volunteer work in
the communities emphasize at ensuring that the employees of the company are living in dignified
standards and communities (Lengnick-Hall, Lengnick-Hall and McIver 2019).
The third change in the organisation was a massive one where the management decided that not
only the executive but also the employees of the lower hierarchical order would be eligible for
getting the performance based bonus and the program that was initiated by the organisation for
conveyance of the performance based bonus included employees of all the hierarchical orders.

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At last, comes perhaps the most indicative change that highlights the depth of HR management at
IBM. Training had been of Paramount importance in the organisations since the company was
flourishing at such a massive rate and in such diverse business domains. Considering this fact it
can be highlighted that the approximate investment of IBM amounting to about 1700 US dollars
in Behind every employee for training them in the new areas of skill required for further
operations, including the interactive as well as interpersonal skills helped in the foundation of a
very strong base of skilled as well as reputed and experienced employees. Organisation did not
drop of the currently existing base of workers in order to incorporate and employ casual workers
based on their business project. It was rather indicated that the organisation should be retaining
the current employees alongside making new inclusions and recruitment thereby developing an
employee culture of coherence and inclusion. The company could have easily followed the later
business model as it is done by currently emerging Organizations (Anya, Moore and Nezhad,
2017). It was the far reaching approach of the CEO of the organisation, which help the
organisation to realise that a sustainable basis of employees would be very essential in
developing a futuristic workforce who would be able to significantly reflects the organisational
culture and carry forward the business in equal shape and hope.
2.2 Rarity
The rarity in the business of IBM is insured by the fact that the four steps strategies, each of
which are highly unconventional are being followedorganisation, as represented by the unique
HR managerial heads. In consideration to the approaches undertaken in photo contests, it can be
highlighted that it is not possible for all businesses to emphasize equitable benefits for all the
employees irrespective of didi diversification factor, if they do not have a flight planning and
implementation structure as big as IBM. The survey results that helped IBM to understand the

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importance of rewards and volunteering inorganisational communities, is not possible for other
organisations to be achieved. This context it needs mention that if the aspect of limitation of
workplace policy and human resource management structure is concerned you should be
mentioned in that relation that is the small and emerging companies that would Limited the
business structure of big companies like IBM. Companies like apple what consent would not
follow the organisational human resource managerial structure that IBM would be following
(Escamilla-Fajardo et al. 2019). Organisations like a global forest survey do not survey
workplace conditions for employee model and other similar factors for smaller organisations.
Third live performance based bonus program needs a large and significant volume of stock
capital. Without the presence of that, it is impossible to imitate the 3rd HR measure. In the last
context, it should be highlighted that the aspect of sufficient stock capital again comes into
contact to win the question of capability of spending 700 US dollars on each employee for
training skill development as well as interpersonal skill development comes into question. It is
not possible for any random organisation to to liquefy the break-even of their organisational
budget to extract search major volumes of money for investment in order to imitate the HR
model implemented by IBM.
2.3 Imitability
In the context of rarity of this model, we have already discussed why employment of this model
is difficult for other organisations. Hence, stressing on the above mentioned factors we can also
argue that the chances of imitability of this human resource management model is very low.
2.4 Organisation

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Organisation of resources and strategic planning for implementation of this four step model is a
very intrinsic factor. Regarding the first major it can be highlight that that the efficient HR
development team had taken considerable times in order to develop the blueprint of how they are
going to manage the conveyance of equitable benefits for all employees across the world (Vokić,
Kohont and Slavić 2017). The aspects that have been considered for developing equitable
benefitting employees, thought of a quite widely and very clearly represents the Global
characteristics of IBM workforce. This reason why they have received hydrating from Human
Rights campaigns as well as international Women’s labour groups. In the second place IBM has
taken extra initiative to collect the survey feedback returns from several organisations Around
the World So that they can get a clear third party perspective of how their strategic HR
implementations have been working. The company needs to reward volunteer work in their
communities also (Khudeir 2016). Evident that it is an organised effort that helps IBM to impact
the communities of their workers.
3. Environmental analysis
3.1 hard and soft changes in environment
The organisation has executed elements of both hard HRM and soft HRM.
The elements of hard teacher and emplies only as resources in business like machineries or
buildings. Although the strong link with the corporate business planning is regarded former they
are simply evaluated as resources and how much would it cost for the company and how much
benefit they will yield for the company. In this regard, the strategic hard HRM initiatives that had
been undertaken by the organisation was purely face attitude towards identification of the
workforce means of their business as well as a recruiter and manage accordingly. IBM, in this

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context emphasized that the workplace and operational means of every employee is satisfied just
like all machineries and other resources need appropriate fuel for providing the best output for
the organisations. In this regards it needs to be mentioned that the aspects of Human Resource
Management that where considered by the organisation under the context of hard HRM are
hiring moving as well as firing. The first change implemented in the human resource structure by
the company in this regard to was a short-term change which was have work and sudden rise in
the number of employees. This was not about by a mixture of recruitment and redundancy.
Departments that not needed anymore where not able to accumulate enough revenue for the
organisations were discarded. The organization moved on to third party operational strategy
through recruitment of new employees under third party payroll. In order to achieve this they
made acquisition of smaller companies and incorporated them under the business structure of
IBM in order to develop a global workforce. The model of minimal communication from a top
down approach at been followed since the headquarters of IBM communicated with these
subsidiary organisational heads and left the aspects like people management, project
management and work force building on their own (Nezhad 2015). Nevertheless, one important
aspect of hard HR in which is little empowerment of subsidiaries has been violated by the
organisation. Speaking of the next aspect that is appraisal system it can be highlighted that all
good and bad about their staff has been kept into mind. Although the organisation implemented a
policy of equitable benefit for all stakeholders, they put into account their progress and
development. There were specific parameters which were spontaneously ruled out Binder
organisation in order to highlight the policy for compensation and rewarding.
After the immediate expansion of the organisation they were having a taller organisational
structure which is a foundational component of hard HRM.

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REGARDING THE LEADERSHIP STYLE IMPLEMENTED BY THE COMPANY, strongly
emphasized that it was a mixture of autocratic, transformational as well as servant leadership that
provide them the necessary success in the current competitive environment of the IT industry.
In this section the aspects of soft HRM that has been followed by the organisation would be
considered. The strategic focus while developing short term HR goals was actually on
developing longer-term workforce capabilities. That is why small changes were included in the
organisation in order to make the workforce competent for the future. Communication was
minimal in the organisation, however it was always two way communication that let the
organisation To smoothen operations. Undoubtedly the payment structure of IBM is very
competitive considering the industrial standards and so is there performance related rewards
structure like profit sharing and other sharing options. Employee empowerment took on a lower
scale (Vučur 2017). Rather, the company emphasize on empowering the people posted in
executive positions, who had a very well developed local knowledge about working styles and
where acquainted with the approaches adopted by organisations to get success in the respective
industries.
3.2 Harvard model of change analysis
The first aspect that needs to be considered under the Harvard framework of HRM is the
stakeholder interest. The model highlights that this group of stakeholders is constituted by
shareholders, managers, employee groups, government, employee unions and so on. The
interests of these groups define the nature HRM policies. Regard, it needs to be mentioned that
the shareholders as well as the new stakeholders like the business leads of third party
organizations were ready to experiment with bold and new methods of Human Resource

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Management. The Organisational Management model professe less communication with the
simplified hierarchical structure, where management and discretion is not left on to the business
heads of the acquired companies, actually helps the organisation to experiment with the newer
HR strategies. In the first place the company developed innovative training procedures which
involve interaction as well as collaboration. This leads to the development of IBM hallmarks like
Global Training mask elaboration, Endeavour based work, crowdsourcing and so on. All of these
strategies supports the movement of employees on the basis of the short time period needs of the
organisation so that they can contribute to particular projects and learn particular skills from
every such projects as it is done by the movie crew.
Aspect considered the situation influences on the human resource management of IBM. After
Hamilton was positioned as the strategy leader of IBM, the organisation developed an
unconventional attitude of dealing with talents in their work force. The first strategy of the
organisation was employment of the Senior Business leaders to get acquainted with the Global
workforce. Hence, the strategic leaders of the organisation where having unscheduled working
policy where one day holding a session with hundred years in China and getting to know about
the Beijing traffic or difficulties like walking with desktops, on the other day conventional video
conference with the employees in Mexico learning about the ineffective icebreaker with their
immediate managers. This analysis of the situational factors help the organisation to to determine
specific workplace policies in collaboration with the directly employed working units for third
party working units of other acquired organizations (Hansen, Güttel and Swart 2019). It is
context it should be mentioned that in the later phase of implementation of the human resource
change model in the company, the organisation partnered with local HR solution providing
companies in order to overcome differences in cultural traditions, work ethics political systems

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as languages. Thereafter a new policy of inclusion of an HR personnel was introduced and the
HR personnel was tour company all project teams.
In this context, Hamilton had once spoken that:
“ Playing in a band, I learnt that you need to leave spaces for others to fill,”
This implies that talent management in the team is established through connection, commingling
and co-creation.
The third aspect of this human resource management model considered as the changes that have
been adopted by the organisation after analysing the situational factors. Although there were
some negligible changes made by the organisation it should be mentioned that in this context one
major change that the company made was implementation and drafting of a policy Framework
which all the business units of the organisation should be following. The four step recharge
change model that has been highlighted about, inter V R I N analysis is a part of this
implementation and change policy. In order to implement this Framework, localised changes
were needed to be implemented in some business context. For evidence one search change was
taking over the recruitment activity of China directly by HRM headquarters. Again in majority of
the African Nations, one HR representative was sent from the headquarters and so on (Yanadori
2017).
As highlighted in the model the fourth step is calculation of the positive integer in outcomes as
an account of the the above mentioned change implementation in HR strategies. Specified in this
context in terms of commitment and competence The Organisation was difference. For evidence
one major change that introduced by the organisation was the removal of the punch clock
because of which the employees were greatly motivated. The outcome understood through the

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the extensive Global connection, data flow as well as interactive human network that was
established in a very small amount of time after this implementation of change.
The last step of the Harvard model of HRM considered the long-term consequences of the
changes implemented in the organisation. Consider this aspect, it can be highlighted that the best
outcome of the HR changes implemented by the organisationwhat's the formation of virtual
working environment. This environment help to develop the communication process of the
organisation thereby facilitating exchange of information between the seniors and juniors and
also helped in implementation of a steep learning curve that was not possible when effective
icebreaker from the keyboard function in professional to a travelling and remote professional did
not take place. Then please now need instant communication in order to make instantaneous
decision making which is why they needed to communicate with the clients as well as the seniors
more often (Kloeckner et al. 2018). As such, the seniors had better data points of the projects
going on and they were able to help the employees in a better way in order to fulfill the demands
of the clients.
3.3 Impact of new major changes
3.3.1 Turnover rate
The AI software used by IBM would be able to success fully predict the chances of attrition of
every individual candidates. However, the organisation never forces the employees to stay on
with the Organization. They are able to ascertain the chances of attrition in case of 95% of their
employee. This is why they take special care in analyzing the factors of attrition that might have
played their role in this context. In this context it can be communicated that within a span of 5 to
7 years that Organisation would be able to reduce their rate of attrition by a significant

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percentage. As observed by Kirsch and Connell (2018), one of the primary policies of the HR
team of the company is to provide the best advantages as well as amenities for the employees so
that they are able to provide the best organisational outcome also. That is why the HR team of
the company is convinced that the attrition and turnover rate of the organization would be
reduced by a significant percentage in the upcoming few years.
3.3.2 Retention
The rate of retention is rather poor among the American workers. They have always displayed
high propensity for machine learning and as an outcome they are still inclined to the same claim.
However the other countries are exhibiting a higher level of manual efficiency which is reducing
the cost for them in production. It can also be reflected here that the company is in a position of
constant observations and has not yet decided in favor or against the implementation of machine
learning in workplaces.
3.3.3 Business decision
The most impactful business decision that had been undertaken by the company includes the
strategic investment plan of providing a support of $1700 behind every employee so that they are
able to learn interpersonal skills, work and work management skills. As an Outcome of those
rigorous training procedures, it can be highlighted that the decision server events have been
helpful for the Organization. In the first place, the level of effort needed to design, develop, test,
deploy, maintain as well as monitor application. Based on this monitoring method, the business
monitor had been planned (Nezhad et al. 2018). It has the capability of generating events for
processing by decision server events and it can collect actions from the decision server events for
updating the information that is displayed by it.

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3.3.4 Strategic sustainability
Strategic sustainability in theOrganisation is ensured by the level of employee management and
engagement that is implemented. More than 75% of the millennial generation of employees in
the Organisation prefer to take a flexible pay on the basis of rotational employment policies of
the organization (Lengnick-Hall, Lengnick-Hall and McIver 2018).
4. Evaluation of new HR practices
4.1 life cycle model analysis
4.1.1 Recruitment and onboarding
The first strategy that has been followed by the changed HRM structure of the organization is to
source their employees horizontally so that they are able to build prepared talent pipelines. In this
regard, Anya et al. (2017), observes that the level of competition has changed. Several of the
business lines have been competing against the same companies only. There is no more
reservation of skills that can be reserved for business units. The employees are viewed vertically
so as to be able to support various verticals, as the distinct lines of business tend to develop skills
like agility, cognition, as well as cloud. At IBM, the HR management team has moved away
from requisition based sourcing in order to facilitate on commonality of the horizontal across all
sorts of skills within different businesses, business domains as well as industries.
4.1.2 Orientation and career planning
The organization has been able to develop a recruitment first culture which implies that the
organization has been treating every candidate like the company would be treating their
employees. it is in this stage that IBM implements the necessary change in order to diversify the

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working atmosphere. Therefore each employee becomes a talent ambassador. The employees are
leaned on to spread personalized digital messages as well as engaging assets for the employment
process of the organization that eventually becomes a major part of their talent management.
Thereby the employees are best suited for the organization and are actually possessing the true
talents needed for flourishing in IBM would get entry to the organization. Nevertheless, this is
supposed to be best ascertained by the employees who know what it takes to be an employee of
that organization.
4.1.3 Termination or transmission
The organization rarely implements a largely spread termination strategy. Rather they are
emphasized at reducing the rate of attrition by becoming more selective in their recruitment
process that could be helping them in developing the most proficient employee bases. It has
already been communicated before, that the organization is providing a budget of $1700 for
every employee so that they are able to develop exclusively talented employees who would be
able to extend their influence to deliver the best possible organizational outcomes in all respects.
5. Financial trends after introduction of business and HR strategy changes

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After the introduction of the strategic imperatives in their global business, IBM garnered
$32 billion of annual revenue. This change in the financial status of IBM marked a 40% hike in
the overall annual revenue. After the retrieval of the Hr policy of badging-in, the market sphere
of the Cloud service sector of the organization rose by 42%, amounting to $3.4 billion, annually
(Shields 2019).
After the implementation of the organizational changes, IBM’s expense capital enhanced
and only in the year 2016, IBM was able to spend $5 billion for acquisitions (Shields 2019). The
market sentiment of IBM enhanced in the year 2016 and the approximate stock growth of the
organization was ~22% in the same year.
The market reputation graph of IBM has been escalating. IBM has increased its dividend
payments for 21 straight years. Fiscal 3Q16 marked the 18th quarter of no revenue growth for
IBM (Shields 2019). However, its fiscal 3Q16 revenue of $19.2 billion was almost flat on a YoY
(year-over-year) basis.
6. Conclusion
The current business operations of IBM include production and sales of computer hardware,
software as well as middleware. The organisation also provides hosting services as well as
consultancy services in several domains including mainframe computers, nanotechnology and so
on. They are also a major Research Organisation that has accumulated maximum number of us
patents held by any IT company as in the year 2019. They have been holding this record for 26
years, consecutively. During this transition phase the CEO had observed that analysis of the
behavior of the employees as well as customers of the organization would be necessary for
interpretation of the inherent strength of the company. However in doing so, the company

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accounted for severe losses. The huge strategic debate that IBM phased was whether to keep the
company on board or in order to save it from eventual bankruptcy and massive disaster, break it
into smaller organisations with manageable units. Nevertheless, both the former and the current
CEO had favoured not to make the business conversation by dividing it into various units and
considering from the customers perspective, it was also highlight it that we preferred a one stop
shop for all sorts of services. Most of the essential clients of IBM are the big business forms
required several kind of IT services. It would have been impossible for the smaller companies,
had IBM been split, to Cater to the business needs of potential clients. In case if IBM had
segregated in multiple small new organizations, then they would have received the projectile as
shown in the curve. However the organization decided to keep their units associated and work as
a single unit. In order to ensure that they could get over the decline phase, the organization
resorted to the strategy of dissolution of their working spaces and the policy of badging in was
taken off. The HR management gave liberty to the employees to utilize their working hours in a
flexible way and up to their discretion.

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