Strategic HRM in Global Context: Microsoft vs. Samsung Electronics

This presentation delves into the strategic human resource management (SHRM) practices of Microsoft and Samsung Electronics, examining the complexities of managing organizations in a diverse, global environment. It analyzes the impact of these practices on the HR function and strategic planning, comparing their approaches to recruitment, training, and employee relations. The presentation highlights contemporary issues and challenges faced by both companies, including cultural differences, legal compliance, and employee motivation. It also explores the differences between hard and soft HRM approaches and their effects on organizational objectives, competitive advantages, and employee performance. Through a comparative analysis, the presentation offers insights into how these international companies navigate the challenges of SHRM to achieve organizational success.

Strategic
Human
Resource
Management
a sung le troni s and Mi rosoftS m E c c c

Introduction
– T e ai of t is resentation is to dis uss t e onte orar issuesh m h p c h c mp y ,
allenges and o le ities of anaging organisations in a di erse andch c mp x m v
ulti ultural global en iron ent and t eir i a t on t e fun tionm -c v m h mp c h HR c
and strategi lanningc p .
– T e anaging attern of t e or ra ti es in t e internationalh m p h w k p c c h
organisations a e andated to ange t e oli ies guiding M andh v m ch h p c HR
t eir o erations in t e o anh p h c mp y.
– Co anies t at ill be o ared in t is assign ent are Mi rosoft andmp h w c mp h m - c
a sung le troni sS m E c c

Strategic HRM
– trategi u an resour e anage ent an be definedS c h m c m m c
as t e align ent of t e strategi business goals of t eh m h c h
o anies it t e ost aluable resour es t at isc mp w h h m v c h
u an resour eh m c .
– T is enables t e o anies to foster inno ation andh h c mp v
i ro e t e le el of oti ation of t e e lo eesmp v h v m v h mp y
onrad ang and Maurer(K , Y 2016)

Contd.
– u an resour e is o li ated enoug ile anaging t e lo al tea along it t eH m c c mp c h wh m h c m w h h
international e lo eesmp y .
– T is is t e reason t e need ofh h why h strategi u an resour e anage ent an be seen in allc h m c m m c
t es of o anies es e iall in t e international oneyp c mp p c y h (Martin et al, . 2016).
– Main M t eories areHR h
– Moti ation T eorv h y
– o ial ange T eorS c Exch h y
– ta e older T eorS k h h y
– u an Ca ital T eorH m p h y

Changing patterns of work
practices
– n t e urrent global s enario t e or orate organi ations areI h c c h c p z
anging t e sel es ra idl and in ontradi tor ach h m v p y c c y w y.
– T e anges are seen in t e u an resour es to a e t e oreh ch h h m c m k h m m
o etiti ec mp v .
– T e ne anges in ludeh w ch c -
– o nsi ingD w z
– utsour ing of su ort a ti itiesO c pp c v
– is osal of eri eral a ti ities eler and ou iD p p ph c v (D y R mp 2017).

Changing patterns of work
practices
– long it t ese t es of fle ible e lo ees in an organi ation t eA w h h yp x mp y z , h
ortfolio or ing and tele or ing ro ess a e been added torep w k w k p c h v (S y,
lri and rig tU ch W h 2019).
– no o erating it t ese loosel fit u an resour e o do not isitw p w h h y h m c wh v
t eir or la e regularl an be a allenge for t e M of t eh w kp c y c ch h HR h
o aniesc mp .
– n bot t e o anies li e a sung and Mi rosoftI h h c mp k S m c , Meeting t e urrenth c
de ands are not onl lear but t e are essential for t e o an sm y c h y h c mp y’
gro t in e er aw h v y w y.

Hard and soft HRM
– T e u an resour e anage ent as been des ribed as t e on e ts of t oh h m c m m h c h c c p w
distin t for s bot ard and softc m h h .
– ard M refers e lo ees to be i ortant resour esH HR mp y mp c
– T e are used to a ie e o etiti e ad antageh y ch v c mp v v .
– oft M treats e lo ees as alued assetsS HR mp y v
– T e are a no ledged as t e sour e of o etiti e ad antageh y ck w h c c mp v v ( oon et alB .
2018).
– T e erfor an e eters of t e e lo ees are boost t roug t is Mh p m c m h mp y h h h HR
s stey m
– Most of t e re uted o anies a e oft M in t eir o eration s steh p c mp h v S HR h p y m.

HRM issues and challenges
– T ere are t ree ain fa tors t at lead t e globalh h m c h h
o anies to fa e allenges i in ludec mp c ch wh ch c
– ultural differen es ausing rofessionalc c c p
isunderstandingm
– diffi ult to reate u an onne tion in t ec y c h m c c h
international o anies li e a sung andc mp k S m
Mi rosoftc
– a idental brea of lo al la s li e e lo eecc k c w k mp y
rig tsh ( aile et alB y . 2018).

HRM issues and challenges
– T e first and fore ost roble is t e understanding of language andh m p m h
t e ro ess reading bet een linesh p c w .
– T e ulture of Mi rosofth c c allo s t is t e of o uni ation ro essw h yp c mm c p c
but ot ers do noth .
– T ese dire tl onne t t e e lo ees to ut ressure on t e o erallh c y c c h mp y p p h v
stru ture of t e organi ationc h z .
– T e ultural do ination in ost of t e ti e ani ulate t e largeh c m m h m m p h
nu ber of e lo ees to feel de oti atedm mp y m v .

HRM issues and challenges
– T e national ulture of an ar et dire tl onne ts itself it t eh c y m k c y c c w h h
organi ational ulturez c .
– T ese ani ulate t e organi ational ulture ofh m p h z c a sung andS m
Mi rosoftc
– T e de ide t e rea tions of t e e lo ees t eir entalit ofh y c h c h mp y , h m y
tea or ing and no ledge s aringm w k k w h .
– rofessional o uni ation s ste are isinter reted a ross t eP c mm c y m m p c h
di erse language and ulture aile et alv c (B y . 2018).

HRM issues and challenges
– T e onfli ting or ing st le of t e e lo ees are issues forh c c w k y h mp y c
t e Mh HR .
– T ese are aried in arious ar ets and t ese o aniesh v v m k h c mp
andle t ese roble s arefullh h p m c y
– T ese are losel onne ted it t e ulture of t eh c y c c w h h c h
organi ation and o t e stru ture of t e organi ation isz h w h c h z
o eratingp .
– n ase t e organi ation feelsI c , h z li e a sungk S m t at t e need toh h y
a e flat organi ational ulture but enters a stri t ierar i alh v z c c h ch c
so iet t en onfli t e ergesc y, h c c m .

HRM issues and challenges
– Moti ating t e e lo ees a ing different ultural ba ground tov h mp y h v c ck
or toget er is t e allenge for t e anager in anw k h h ch h HR m
international o anc mp y li ek a sung and Mi rosoftS m c
– T erefore on in ing t e e lo ees inh c v c h mp y
– tea or ingm w k
– Contributing t eir s illsh k
– erfor ollaborati elP m c v y
– oi ing against t e e loitation are o le ities t at t e M ofV c h xp c mp x h h HR
both a sung and Mi rosoftS m c no a da s feelw y .