This report delves into the human resource management (HRM) practices of Volkswagen, examining how the company creates value through its HR strategies. It explores the concepts of strategic HRM, emphasizing the alignment of HR activities with business objectives, the use of data to measure impact, and the importance of employee satisfaction and motivation. The report analyzes the impact of regional and national cultures on Volkswagen's HRM practices, particularly in its expansion into Africa, and discusses the influence of employment laws in international HRM. It then identifies the organizational levers used by Volkswagen to create value, including source of value, measurement, platform, culture, data, and trust, and examines the company's employment models. The report benchmarks Volkswagen's practices against Storey's 27 points of difference between HRM and Personnel Management, assessing whether HRM policies or Personnel Management is being practiced. It highlights the significance of local culture in HRM, especially in transnational subsidiaries, and concludes with recommendations for employers to ensure high organizational performance. The report also discusses employment models and the importance of local culture in hiring and firing processes, emphasizing the need for a culturally diverse workforce and a strong value fit within the organization.
![[object Object]](/_next/static/media/star-bottom.7253800d.svg)
