Report on People, Culture, and Contemporary Leadership at Asus

This report examines Asus's human resource practices, focusing on performance, culture, and employee engagement. It analyzes performance-related initiatives, such as performance appraisals tied to departmental and individual goals, and culture-related initiatives, including the promotion of diversity and inclusion. The report further assesses engagement-related initiatives, like providing a safe and supportive work environment and offering training programs. The report also provides recommendations, such as adopting a multicultural work atmosphere, improving employee relations through training, and applying performance appraisal with rating scales and 360-degree feedback. The conclusion summarizes the findings, highlighting the HR department's role in recognizing employee performance and managing engagement effectively.

People, Cultural and
Contemporary Leadership
Student’s Name:
Student’s ID:

1
Table of Contents
Introduction.................................................................................................................................................2
Performance-related initiatives...................................................................................................................2
Culture-related initiatives............................................................................................................................3
Engagement-related initiatives....................................................................................................................4
Recommendations.......................................................................................................................................5
Conclusion...................................................................................................................................................6
Reference List..............................................................................................................................................7

2
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.

3
Asus treasure and care for their staffs, so they provide a combination of well-being and
compensations and more rewards, subsidies and benefits for their employees more than their
competitors. Besides the salary, Asus also provides performance bonuses, employee of the year
bonuses, and holiday bonuses to their employees (Alagaraja and Shuck, 2015). The
remunerations, compensations, benefits and annual performance appraisals are all provided to
the employees of the Asus based on their annual performances.
Culture-related initiatives
The five principles of Asus are integrity, humility, agility, courage and diligence which shape the
business culture of Asus. Asus supports cultural diversity within the organization for creating a
cultural environment in the workplace (Kangas et al., 2017). The company give special
preferences to female employees with 33.2% of the total employees are female. 19.6% of total
management employees are female staffs. The organisation does not discriminate its employees
as well as its customers on the basis of race, religion, status, sex, political affiliation and age.
Asus also supports gender equality and does not discriminate and treat unfairly against any
gender. The company take care of female staffs as mothers and provides a friendly work
atmosphere.
Male and female staffs from different cultures and qualifications and of different ages and
experiences help Asus to gain more experiences and offer services to its users all around the
world. Asus has a strategy of inclusion and diversity within its workplace where the HR
managers make sure that the staffs of the organization emphasize on different base of clients
(Girma, 2016). It also make sure that inclusive environment is maintained in the company to
hold the advantages brought by the cultural diversity. The HR of Asus also follows a working
culture that respect the differences among the colleagues and encourages them to contribute for
company in an inclusive and fair work atmosphere (Chitrakar, 2017).
The HR make sure that the employees behave respectfully and with integrity to their team
members and customers. HR managers are committed to support the skilled staffs from diverse
culture so that the company can make use of their potentials (Naranjo-Valencia, Jiménez-
Jiménez and Sanz-Valle, 2016). The HR managers also give efforts in order to develop the
gender diversity at the firm as part of inclusion and diversity strategy of Asus. All these are
cultural initiatives of Asus.

4
Engagement-related initiatives
The HR managers of Asus manages the employee engagement effectively by various methods
such as recruiting, reviewing, retaining, and providing training and motivating to the staffs.
These methods helps Asus to keep the staffs engaged and obtain the desired outcomes from
them. These methods also helps the HR managers to concentrate on the major areas of the
organization and gives opportunities to the company to develop (Conway et al., 2016). The HR
managers keep the staffs engaged by motivating them for high quality productivity and
managing the turnover of the staffs. The employees are engaged in Asus by building trust among
the staffs and the company by the HR managers to fight against the adverse circumstances
(Davidson et al., 2016). The motivated and engaged staffs provide high quality output and
enhance the performances of Asus through their works. Asus has improved its efforts on the
engagements and communications of the staffs to improve the experiences of the employees.
Asus provides friendly and safe working environment along with basic protection to its staffs to
keep its workforce engaged. Asus aims to set up a better work environment to make sure that the
employees are safe both physically and mentally in its workplace (Bailey et al., 2017). The
company provides appropriate training to its staffs to make sure of their safety during emergency
and decrease the risks of injures with the help of simulation. All these makes the employees of
Asus engaged and provide benefits to the company.
The employee engagement initiatives of Asus also has some other measures. The company not
only values the growth and benefits of the staffs to keep them engaged, but also provide them
relief from the stress of workplace. Asus maintains a happy work atmosphere to allow its staffs
to accomplish a balance in their work-life and also take care of their health and family as well as
make best use of their potentials (Albrecht et al., 2015). The organization also provides annual
free healthcare checkups to its staffs and creates a joint contracts with the hospitals to evaluate
the reasons of deformities, offer medical advices and support for more monitoring.

5
Recommendations
 The HR managers of Asus have to adopt a multicultural work atmosphere. As the
organization has staffs and subsidiaries from various cultures, it can include the work
atmosphere and policies of the company in such a manner that Asus could bring changes in
their policies with changes in international laws. The policies of HR need to be improved so
that the policies might be executed sooner and planned for retaining the current staffs and
encourage new staffs from diverse cultures in the firm
 The relations among the staffs of firm indicates employee relations in Asus. The HR
managers of Asus can organize for regular training where the engaged employees might be
able to train and develop their personal skills through training. This development might
demonstrate better relationship between the employees of Asus’s different departments and
reduce the concerns of the customers which occurs most of the time owing to the conflicts
among the Asus’s different departments
 The HR managers of Asus have to apply the performance appraisal when the employees will
expect for their rewards for their performances of the whole year. Asus can utilize rating
scales to rate the performance of its employees of various department on the basis of scale
from poor to excellent. The rating scales evaluates the different traits of the staffs such as
communication skills, teamwork, creativity, work skills, competence and punctuality. These
scales can easily be used and interpreted. The HR managers might also utilize 360-degree
feedback approach for the performance appraisal of the staffs. The HR managers can set the
rules to assess the performances of each of the staffs and then observe the performance
appraisals of the juniors analyzed by the seniors. After the appraisals, the HR managers of
Asus might manage the unsatisfactory problems from the staffs, who need to be listened and
justified appropriately by the HR managers. HR managers need to maintain records and
feedbacks of the employees’ the performance appraisals for future purpose.


6
Conclusion
The report concludes that Asus was undertaken for evaluating and accessing the HR-related
practices of the organization. It had analyzed the initiatives of Asus for improving the
performance of the employees of the company. The paper also evaluated the initiatives of Asus
for improving the culture of the company. It had also assessed the initiatives of Asus for
improving the employee engagement rates of Asus. Moreover, it had suggested three
recommendations for improving the three HR strategies of Asus. The HR department of HR
recognize and reward the performance of the employees through incentives. The HR department
manages the engagement of the staffs efficiently through various ways.

7
Reference List
Alagaraja, M. and Shuck, B., 2015. Exploring organizational alignment-employee engagement
linkages and impact on individual performance: A conceptual model. Human Resource
Development Review, 14(1), pp.17-37.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An integrated
approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Bailey, C., Madden, A., Alfes, K. and Fletcher, L., 2017. The meaning, antecedents and
outcomes of employee engagement: A narrative synthesis. International Journal of Management
Reviews, 19(1), pp.31-53.
Chitrakar, R., 2017. Organization Culture and Learned Helplessness. Journal of HR,
Organizational Behaviour & Entrepreneurship Development, 1(1), pp.17-20.
Conway, E., Fu, N., Monks, K., Alfes, K. and Bailey, C., 2016. Demands or resources? The
relationship between HR practices, employee engagement, and emotional exhaustion within a
hybrid model of employment relations. Human Resource Management, 55(5), pp.901-917.
Davidson, C., Heyman, F., Matusz, S., Sjöholm, F. and Chun Zhu, S., 2016. Global engagement,
complex tasks and the distribution of occupational employment. Review of International
Economics, 24(4), pp.717-736.
Girma, S., 2016. The relationship between leadership style, job satisfaction and culture of the
organization. International Journal of Applied Research, 2(4), pp.35-45.
Gong, Y., Wang, M., Huang, J.C. and Cheung, S.Y., 2017. Toward a goal orientation–based
feedback-seeking typology: Implications for employee performance outcomes. Journal of
Management, 43(4), pp.1234-1260.
Iqbal, N., Anwar, S. and Haider, N., 2015. Effect of leadership style on employee
performance. Arabian Journal of Business and Management Review, 5(5), pp.1-6.

8
Kangas, M., Muotka, J., Huhtala, M., Mäkikangas, A. and Feldt, T., 2017. Is the ethical culture
of the organization associated with sickness absence? A multilevel analysis in a public sector
organization. Journal of Business Ethics, 140(1), pp.131-145.
Naranjo-Valencia, J.C., Jiménez-Jiménez, D. and Sanz-Valle, R., 2016. Studying the links
between organizational culture, innovation, and performance in Spanish companies. Revista
Latinoamericana de Psicología, 48(1), pp.30-41.
Nyberg, A.J., Pieper, J.R. and Trevor, C.O., 2016. Pay-for-performance’s effect on future
employee performance: Integrating psychological and economic principles toward a contingency
perspective. Journal of Management, 42(7), pp.1753-1783.