Discuss about the Human Resource Management Theory.
Human resource is undeniably one of the most important resources within an organization. Thus, the development of above-board human resource management strategies is crucial within the contemporary business environment. Human resource management refers to the use of human resource practices to attain and (or) maintain a competitive advantage (Mathis & Jackson, 2010, p. 40). Some of the relevant strategies include talent acquisition, talent deployment, and rewarding talent among many others. To maintain a competitive advantage against rival companies, organizations need to offer unique packages that attract the interest of potential employees. Therefore, management needs to understand the needs of the workforce and provide opportunities that offer the highest level of job satisfaction.
As a marketing tool, Google has sought to create exposure about their organization’s resourcefulness and upscale working environment through online videos. One such video is titled the Google Recruitment Video. To create awareness about what it is really like to work at Google, the video interviews various professionals talking about different including the decision making process; job satisfaction derived from observable impact, workplace interaction, compensations and benefits, among several others. This essay will analyze some of the key messages brought out about Google as an employer, effectiveness of the employment offer according to human resource management theory, and finally some of the challenges that Google could face during their recruitment process.
Key Messages about Google as an organization and as an employer
Google is one of the most successful companies in the world. According to Burma (2014, p. 85-86), companies such as Google come by such success by understanding the importance of human resource management practices within the workplace. Effective HRM practices result in employees fitting well into their job space and team work within the institution (Burma, 2014, p. 85).The company’s success can be attributed to some of the main points brought out in their recruitment video. First, Google has an open and interactive communication system that ensures ideas flow freely up and down the command chain. This prevents the traditional bureaucratic structure that slows down communication channels and hinders timely action on employee feedback. In essence, what takes years to do in other organizations happens in weeks or days in Google. Second, the level of job satisfaction achieved by employees is tremendous. Google’s products are practical and widely used; therefore, employees get to interact with people who use the very products they have worked on. Consequently, the big impact of their input in the organization and society is apparent and directly witnessed by most Google employees.
Third, as an organization, Google has created policies that uphold the ideal of balancing life and work. For instance, the company takes good care of employees with children by not only giving them substantial time before and after the births of their children, but also giving them paid leaves for better support. Furthermore, the company has developed a wonderful working environment that supports physical nourishment through free healthy food, as well as top notch facilities to ensure employees keep fit. Provision of convenient living spaces makes it easier for Google employees to balance their life and work. This approach goes hand in hand with the JD-R model which states that work performance is influenced by job and resource intervention. Employees with enough resources are empowered to better impact their job and personal environments (Van Wingerden, Derks, & Bakker, 2015). Finally, the interactive nature encouraged through the 20% Google rule and Tech talks makes it easier for employees to pick each other’s minds. According to the company’s policy, employees are encouraged to use 20% of their work time to develop something that is work related but also interests them personally. This is bound to foster a feeling of entitlement and passion in Google employees; therefore leading to higher productivity levels. Through the above-mentioned points, there is an overall outline of the nature of the Google Company as an organization and as an employer.
Apply HRM theory on the effectiveness of the video to attract the right candidates
Human resource management has been subject to studies in the past. Several theories have contributed to the subject’s understanding. This segment will utilize the resource based view model and the motivation theory to determine the video’s ability to attract the right candidates.
The resource based view model states that an organization’s competitiveness stems from the nature of its resources. According to the theory, a company’s resources have to exhibit the VRIO traits. This means they have to be valuable, rare, and non-imitable and organization in terms of ability to exploit for the resource’s potential (Nothnagel, 2008, p. 27). This applies to the human resource management sector as well because Google’s success depends upon the company’s ability to match opportunities with the appropriate resources. The company therefore strives to develop an unmatched workforce that cannot be copied by other organizations. According to the resource based view approach, investment in people is a value adding tactic to the firm (Nothnagel, 2008, pp. 27-28).
On the other hand, the motivation theory looks into the various factors that affect goal-oriented behavior; therefore investigating the various human resource strategies that influence employees to work. According to the theory, intrinsic motivation comes from within the employee based on the role and design of their job (Armstrong, 2010, p. 10). Previous studies have shown that traditional compliance laws in companies have not been as productive as desired. Compliance driven by legal provisions and cost-benefit concepts has failed to inspire pro-active conduct within organizations. Rather, the use of intrinsic motivation methods is more influential on behavior of employees within corporations (Hofeditz, Nienaber, Dysvik, & Schewe, 2015). Thus, organizations such as Google provide job opportunities that inspire employees to attain higher goals both in their jobs and their personal lives. Such can be evidenced by factors such as project allocation based on one’s passion, freedom of association and movement within the organization, and effective communication channels.
In consideration of both theories, the video is highly likely to attract the right set of potential employees because it emphasizes on the uniqueness of the company and the workforce. People with interests that align with the company’s structure are likely to learn of the company culture, demands and expectations from the video. On the other hand, the uniqueness of how the company treats its employees is quite clear. Therefore, the level of motivation inspired by the company is highly attractive to potential employees of Google.
Challenges Google faces in their recruitment process
One of the most notable characteristics of Google is its size; the vastness of its products and services. The complexity of the job roles within the organization cannot be undermined. For instance, some of the most troublesome issues the company has faced include the various language problems that arise when dealing with people of different nationalities. Similarly, system problems also arise based on the various projects underway at any particular time. This dynamic nature of the organization translates to difficulties during the recruitment stages. It is rare to find people with the kind of stamina that is required to overcome some of the job demands that come with working at Google. The company also requires people with a unique mind that is naturally innovative and easily rises to the challenges of new inventions. Therefore, finding the rare technical mind that aligns with the company’s product and service line could be problematic for the organization.
According to the human capital theory, the attainment of high levels of education or investment is directly related to the potential success of a person in future (Kaba, 2013, p. 5). In essence, this theory suggests that the value of an employee is directly related to their level of education. Despite this being the main ideology in recruitment in contemporary society, Google identifies passion as one of the most important prerequisite of employment. Therefore, finding educated people fit to fill positions within the company may not be a challenge; however, finding passionate people who have the education may not be as easy. Finally, Google and many other companies of their caliber outshine start-ups and small businesses. This also means that such companies are the most desired in the market. Consequently, the number of applications that Google receives from all over the world is enormous. Sifting through millions of applications from qualified and unqualified applicants could be a major setback in the recruitment process.
In conclusion, Google is one of the best employers in the current business environment. The company has proven its commendable organizational culture through development of good communication channels. Employees feel valued because their ideas and concerns are acted upon in a timely fashion. The company also maintains a close knit atmosphere. Constructive interaction enables employees to know each other’s strengths and contributions to the operation of the company’s strategies. This gives the vast company a start-up fill despite its size. The company also assists in balancing personal life and work life. Google’s policies support healthy lifestyles and offer great leave packages for people who need them. The facilities also accommodate family setups for better productivity.
Armstrong, M. (2010). Armstrong's Essential Human Resource Management Practice: A Guide to People Management. Philadelphia, PA: Kogan Page Publishers.
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Hofeditz, M., Nienaber, A.-M., Dysvik, A., & Schewe, G. (2015). “Want to” Versus “Have to”: Intrinsic and Extrinsic Motivators as Predictors of Compliance Behavior Intention. Human Resource Management, 56(1), 25-49.
Kaba, A. (2013). Profile of Contributors to the American Economic Review, 2010: Human Capital Theory, Gender and Race. USA: Scientific Research Publishing.
Mathis, R. L., & Jackson, J. H. (2010). Human Resource Management (13th ed.). Mason, OH: Cengage Learning.
Meditatta, B., & Bick, J. (2007, October 21). The Google Way: Give Engineers Room. Retrieved from The New York Times : https://www.nytimes.com/2007/10/21/jobs/21pre.html
Nothnagel, K. (2008). Empirical Research within Resource-Based Theory: A Meta-Analysis of the Central Propositions. Frankfurt : Springer Science & Business Media.
Van Wingerden, J., Derks, D., & Bakker, A. B. (2015). The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance. Human Resource Management, 56(1), 51-67.