netrashetty
Netra Shetty
Human Resource Management of eBay : eBay Inc. is an American Internet company that manages eBay.com, an online auction and shopping website in which people and businesses buy and sell a broad variety of goods and services worldwide. Founded in 1995, eBay is one of the notable success stories of the dot-com bubble; it is now a multi-billion dollar business with operations localized in over thirty countries.[3][not in citation given] eBay expanded from its original "set-time" auction format to include "Buy It Now" standard shopping; shopping by UPC, ISBN, or other kind of SKU (via Half.com); online classified advertisements (via Kijiji or eBay Classifieds); online event ticket trading (via StubHub); online money transfers (via PayPal[4]) and other services
The biggest conflict in organizations is between what management Guru Peter Drucker calls the administrators and the lunatics. Administrators are sensing types who like to make things happen on time, budget, and schedule, according to the rules which can be attached to the personality of Dancer. On the other hand, lunatics are the intuitives who do not want to play by any rules—they just want to play the game which is clearly seen in the description of Cottingham.
Another common clash is between a participatory management style and a command-control style. Both Dancer and Cottingham possess a leadership style as a command-control style or authoritarian style. In this manner the authority have the right to do the decision making without asking the opinion of the followers. The leader is this type of leadership tends to tell the followers what must be done in order to achieve the goals or objectives of the organization.
Furthermore, conflict is present at TVN because of the role competition that happens between the groups of Nellie Cottingham and Tony Dancer. Role conflicts arise when there is dispute, about who is performing what functions, in what manner and with what other members of an organization and this is illustrated in the case. Every organization, even those structured around work teams, has to specify how work will be done—who has authority, what is the appropriate amount or type of work for a group to take on, what exactly is a group supposed to do to contribute to the overall effort, how that contribution is to be integrated with others' efforts, how resources are to be divided up. Conflicts with roles generally stem from four problems: overload, ambiguity, overlap, and competition. In this case, it can be concluded that conflict are present because of the role competition.
Alignment has already occurred in other key administrative functions. When Congress devel-oped
a statutory framework to introduce performance-based management into the Federal Government,
it initiated financial, information technology, and procurement reforms through such mandates as
the Chief Financial Officer Act and Information Technology Management Reform Act. Human
resources management is the administrative missing link to this comprehensive package.3
The private sector has recognized that it is not just financial and technological capital that provide
companies with the competitive edge, but people, or human capital. Without attracting and
retaining the right people, in the right jobs, with the right skills and training, an organization
cannot succeed. Therefore, people have been recognized as companies’ most important asset. As
the Federal Government moves toward a performance-based management approach, we, too,
need to realize the importance of our human resources. A huge percentage of agencies’ budgets
Organizational Structure
Human Resource Department
The company has formalised world class HR policies and applies employee friendly measures.
There are 3200 employees out of which 75% are women and remaining 25% are men.
The selection of an employee is done with great care so that only the truly hardworking and dedicated ones are shortlisted, owing to this rigorous selection procedure the job turnover rate is less than 2%.
Every employee is trained to inculcate the “WE CAN” attitude.
The employees are sub divided into 4 groups as per their shifts. Each group consist of 220- 250 employees working in a single shift.
The does not recognize the concept of over-time and does not entertain any reasons for the same.
Employees get a weekly off and can take 12 paid leaves in a year.
If an employee wish to discontinue his/her services, he has to serve a notice period of one month and is paid his/her entire salaryat the time of leaving.
The provident fund is credited to the employees’ account within 6 months.
Employees are not discriminated against according to their designation and may go see the chairman directly if the need arise.
The biggest conflict in organizations is between what management Guru Peter Drucker calls the administrators and the lunatics. Administrators are sensing types who like to make things happen on time, budget, and schedule, according to the rules which can be attached to the personality of Dancer. On the other hand, lunatics are the intuitives who do not want to play by any rules—they just want to play the game which is clearly seen in the description of Cottingham.
Another common clash is between a participatory management style and a command-control style. Both Dancer and Cottingham possess a leadership style as a command-control style or authoritarian style. In this manner the authority have the right to do the decision making without asking the opinion of the followers. The leader is this type of leadership tends to tell the followers what must be done in order to achieve the goals or objectives of the organization.
Furthermore, conflict is present at TVN because of the role competition that happens between the groups of Nellie Cottingham and Tony Dancer. Role conflicts arise when there is dispute, about who is performing what functions, in what manner and with what other members of an organization and this is illustrated in the case. Every organization, even those structured around work teams, has to specify how work will be done—who has authority, what is the appropriate amount or type of work for a group to take on, what exactly is a group supposed to do to contribute to the overall effort, how that contribution is to be integrated with others' efforts, how resources are to be divided up. Conflicts with roles generally stem from four problems: overload, ambiguity, overlap, and competition. In this case, it can be concluded that conflict are present because of the role competition.
Alignment has already occurred in other key administrative functions. When Congress devel-oped
a statutory framework to introduce performance-based management into the Federal Government,
it initiated financial, information technology, and procurement reforms through such mandates as
the Chief Financial Officer Act and Information Technology Management Reform Act. Human
resources management is the administrative missing link to this comprehensive package.3
The private sector has recognized that it is not just financial and technological capital that provide
companies with the competitive edge, but people, or human capital. Without attracting and
retaining the right people, in the right jobs, with the right skills and training, an organization
cannot succeed. Therefore, people have been recognized as companies’ most important asset. As
the Federal Government moves toward a performance-based management approach, we, too,
need to realize the importance of our human resources. A huge percentage of agencies’ budgets
Organizational Structure
Human Resource Department
The company has formalised world class HR policies and applies employee friendly measures.
There are 3200 employees out of which 75% are women and remaining 25% are men.
The selection of an employee is done with great care so that only the truly hardworking and dedicated ones are shortlisted, owing to this rigorous selection procedure the job turnover rate is less than 2%.
Every employee is trained to inculcate the “WE CAN” attitude.
The employees are sub divided into 4 groups as per their shifts. Each group consist of 220- 250 employees working in a single shift.
The does not recognize the concept of over-time and does not entertain any reasons for the same.
Employees get a weekly off and can take 12 paid leaves in a year.
If an employee wish to discontinue his/her services, he has to serve a notice period of one month and is paid his/her entire salaryat the time of leaving.
The provident fund is credited to the employees’ account within 6 months.
Employees are not discriminated against according to their designation and may go see the chairman directly if the need arise.
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