netrashetty
Netra Shetty
Klipsch Audio Technologies (pronounced /ˈklɪpʃ/) is an American loudspeaker company based in Indianapolis, Indiana. Founded in Hope, Arkansas, in 1946 as 'Klipsch and Associates' by Paul Klipsch, the company produces loudspeaker drivers and enclosures, as well as complete loudspeakers for high end, high fidelity sound systems, public address applications, and personal computers.
HRM Strategies
Marks and Spencer’s has been known to have cared for their employees over the decades that they have been operating. Although this is so, they still face certain issues regarding their human resource management. In face of all these, Marks remains steadfast in their mission to bring quality products to consumers through maintaining a high-quality workforce who is contented with the environment in which they work in. In the 2005 count, there were 70,500 Marks employees around the globe (‘ 2006). The firm wanted the employee composition to be diverse in order to reflect the nature of the people that patronize them, exactly as diverse. They have written commitments to equal opportunities covering age, disability, race, marital status, political opinions, colour, gender, hours of work, national origin and religious beliefs. They also provide a mix of flexible working arrangements including leave for paternity, adoption and IVF treatment, as well as child breaks and career breaks that help encourage workforce diversity. They operate employee representation forums called Business Involvement Groups (BIGs) in every store and office area that encourage employees to share knowledge and promote debate about the business. Regarding the pay and benefits, the firm has reward packages that include elements of fixed pay, a wide range of benefits and variable performance related pay. As for the training and development of their employees, the trainings they offer are designed to develop individual talent and capability. In 2005/06, Marks provided over 102,000 days of training. The company also claims to operate a system to ensure workplace health & safety is safeguarded and we provide a range of occupational health services. To provide guidance on the behaviour of the members of the organization, they have developed a new consolidated Marks & Spencer Code of Ethics that sets out values and the responsibilities they have to their customers, employees, shareholders, suppliers, government, communities and the environment.
The various departments within the organization are driven to perform their individual responsibilities in contribution to the overall growth of the company. Marks & Spencer works closely with various external partners to ensure that the environment within the confines of the organization is at the optimum level conducive to high performance and harmonious working relationships. ‘Each business unit develops its own corporate social responsibility strategy based around the brand value of trust. The issues tackled in the strategies are identified from a combination of customer research, understanding within the business and by talking with other key stakeholders, NGOs, government etc. For each issue an action plan is developed which balances customer and stakeholder expectations and other commercial pressures’ (2005). To this end, it is evident that the organization places high value on their corporate social responsibility and takes it seriously. The corporate culture of Marks revolves on how they respond to the environment, the customers and their own employees.
Implications of the HRM Strategies
With the strategic challenges that they are facing, the human resources of Marks & Spencer should have a hand in attempting to surmount the obstacles that the business environment hurls at them. With this in mind, the Marks & Spencer organization is dedicated to providing products in ways that help protect the environment, their employees and the people who use them. The competitive advantages, the external and internal environment in which they operate show evidence that the firm is striving to maintain their dedication. Granted that there are critics to the company, as there is always the presence of groups who are not very satisfied with the business’ performance, available figures and statements from business experts give evidence to Marks & Spencer’s continuing commitment in making sure that they are will be the standard against which others are measured, which is the company’s stated vision. One of their greatest competitive advantages lies in their ability to maintain a high performance staff that contributes to the overall development of the company. The company’s strategy in providing their employees with an internal environment favourable to maximizing the individual’s potential and growth is one of the key factors why they are able to keep the types of people who are willing to do most anything to help the organization grow. ‘Marks & Spencer placed ergonomics at the heart of a major design program for new retail equipment, resulting in an innovative design which not only ensures the safety and comfort of customers and staff but also meets exacting business requirements (‘ 2003). Overall, the company displayed a keen interest in getting the most out their human resources through designing a management system in which the employees could, as a result, give impetus to Marks & Spencer’s progress.
Motivation Function & Maintenance Function:
Motivation for employees is as necessary as water for the plant. Motivation is a force that drives them to work more efficiently and effectively. So, employees should be motivated from time to time to get maximum out of them. And Maintenance function is necessary for correcting their mistakes and improving their skills to do the job.
At motivating employees is considered as very important part of the performance management. At customer service centre of Mobilink, they award shield to the best employee as C.S of the month. This not only motivates the person who is got shield but also create incentive for other employees to work harder and improve their performance. But in other departments it is done on an annual basis (from January 1st to December 31st).
No matter wherever you reach whatever you become there is always room for improvement. That’s why gives chance to its junior employees to evaluate their seniors by conducting 360 degree evaluation. The immediate supervisor prepares an annual report in December of each year of each employee
Increments are also given at the end of the year, increments are percentage of salaries. Promotions are given on good performance after completing two years in the current grade. Bonuses are given but the employee must have to complete 6 months in the company service.
At the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee.
Workers at are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposes:
• It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of.
• By asking the worker what he sees to be his own strengths and development areas often help to reduce negative responses and makes planning training needs/inputs activities easier if the person is able to express for himself the areas in which he feels he can improve.
Compensation and Benefits:
has a Department named as staffing and compensation. The role of this department is to perform the not only staffing function but also deals with compensation of employees. It pays attention on both extrinsic and intrinsic rewards. Rewards and benefits of the employees depend solely on merit.
has a set of financial rewards, medical, dental, vision and life insurance, retirement plan, educational refund assistance, paid vacation days, family and work life balance benefits and profit sharing plan, Annual bonus opportunities, company cars etc. In Mobilink, Employees get their salary at time and in case of any delay it does not exceed than 15 days. Managerial employees of the are also provided by Mobilink’s sim and sometimes with mobile set. Some high level managers are also provided Black Berry set. Employees also get leave when they need them. During Travel they are also provided with TA DA allowances.
Employee Relations:
In employee relations has been good. There are very few conflicts reported. That shows that employees of have maintained friendly environment. They enjoy their work and move as team and this is the best way to do the job. Female employees of do not have to face any gender discrimination.
Relation of bosses with their subordinates is also very good. They have respect for each other and also give space to each other. Young employees and experienced ones work together and that is the best combination for any organization.
Effects of Globalization on HR process of Mobilink:
Since last two or three decades the world has become the global village. And this globalization is affecting all the organization. Globalization has made for employees easy to move from one organization to another even though it is located in different country. It has increased the mobility of all factors of production specially labors. Multinational companies are targeting those areas of the world which has potential for them. In this way no organization can maintain its monopoly for longer period of time.
Similarly when came into the scene in 1994 there was no competitor for it. But now it has 3 multinational and one subsidiary of PTCL as competitors. So, that affects their employment planning to some extent.
Globalization is challenge for human resource department of because there is large number of brain drain occurring in Pakistan and cream of the students leave Pakistan and fly over other countries where they get more benefits. So, it’s a challenge for the HR department to recruit and select employees who are good enough and make strategies on how to attract employees towards their organization. Though employment turnover in is not very high but for the future should develop some strategies to retain their employees.
HRM Strategies
Marks and Spencer’s has been known to have cared for their employees over the decades that they have been operating. Although this is so, they still face certain issues regarding their human resource management. In face of all these, Marks remains steadfast in their mission to bring quality products to consumers through maintaining a high-quality workforce who is contented with the environment in which they work in. In the 2005 count, there were 70,500 Marks employees around the globe (‘ 2006). The firm wanted the employee composition to be diverse in order to reflect the nature of the people that patronize them, exactly as diverse. They have written commitments to equal opportunities covering age, disability, race, marital status, political opinions, colour, gender, hours of work, national origin and religious beliefs. They also provide a mix of flexible working arrangements including leave for paternity, adoption and IVF treatment, as well as child breaks and career breaks that help encourage workforce diversity. They operate employee representation forums called Business Involvement Groups (BIGs) in every store and office area that encourage employees to share knowledge and promote debate about the business. Regarding the pay and benefits, the firm has reward packages that include elements of fixed pay, a wide range of benefits and variable performance related pay. As for the training and development of their employees, the trainings they offer are designed to develop individual talent and capability. In 2005/06, Marks provided over 102,000 days of training. The company also claims to operate a system to ensure workplace health & safety is safeguarded and we provide a range of occupational health services. To provide guidance on the behaviour of the members of the organization, they have developed a new consolidated Marks & Spencer Code of Ethics that sets out values and the responsibilities they have to their customers, employees, shareholders, suppliers, government, communities and the environment.
The various departments within the organization are driven to perform their individual responsibilities in contribution to the overall growth of the company. Marks & Spencer works closely with various external partners to ensure that the environment within the confines of the organization is at the optimum level conducive to high performance and harmonious working relationships. ‘Each business unit develops its own corporate social responsibility strategy based around the brand value of trust. The issues tackled in the strategies are identified from a combination of customer research, understanding within the business and by talking with other key stakeholders, NGOs, government etc. For each issue an action plan is developed which balances customer and stakeholder expectations and other commercial pressures’ (2005). To this end, it is evident that the organization places high value on their corporate social responsibility and takes it seriously. The corporate culture of Marks revolves on how they respond to the environment, the customers and their own employees.
Implications of the HRM Strategies
With the strategic challenges that they are facing, the human resources of Marks & Spencer should have a hand in attempting to surmount the obstacles that the business environment hurls at them. With this in mind, the Marks & Spencer organization is dedicated to providing products in ways that help protect the environment, their employees and the people who use them. The competitive advantages, the external and internal environment in which they operate show evidence that the firm is striving to maintain their dedication. Granted that there are critics to the company, as there is always the presence of groups who are not very satisfied with the business’ performance, available figures and statements from business experts give evidence to Marks & Spencer’s continuing commitment in making sure that they are will be the standard against which others are measured, which is the company’s stated vision. One of their greatest competitive advantages lies in their ability to maintain a high performance staff that contributes to the overall development of the company. The company’s strategy in providing their employees with an internal environment favourable to maximizing the individual’s potential and growth is one of the key factors why they are able to keep the types of people who are willing to do most anything to help the organization grow. ‘Marks & Spencer placed ergonomics at the heart of a major design program for new retail equipment, resulting in an innovative design which not only ensures the safety and comfort of customers and staff but also meets exacting business requirements (‘ 2003). Overall, the company displayed a keen interest in getting the most out their human resources through designing a management system in which the employees could, as a result, give impetus to Marks & Spencer’s progress.
Motivation Function & Maintenance Function:
Motivation for employees is as necessary as water for the plant. Motivation is a force that drives them to work more efficiently and effectively. So, employees should be motivated from time to time to get maximum out of them. And Maintenance function is necessary for correcting their mistakes and improving their skills to do the job.
At motivating employees is considered as very important part of the performance management. At customer service centre of Mobilink, they award shield to the best employee as C.S of the month. This not only motivates the person who is got shield but also create incentive for other employees to work harder and improve their performance. But in other departments it is done on an annual basis (from January 1st to December 31st).
No matter wherever you reach whatever you become there is always room for improvement. That’s why gives chance to its junior employees to evaluate their seniors by conducting 360 degree evaluation. The immediate supervisor prepares an annual report in December of each year of each employee
Increments are also given at the end of the year, increments are percentage of salaries. Promotions are given on good performance after completing two years in the current grade. Bonuses are given but the employee must have to complete 6 months in the company service.
At the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee.
Workers at are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposes:
• It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of.
• By asking the worker what he sees to be his own strengths and development areas often help to reduce negative responses and makes planning training needs/inputs activities easier if the person is able to express for himself the areas in which he feels he can improve.
Compensation and Benefits:
has a Department named as staffing and compensation. The role of this department is to perform the not only staffing function but also deals with compensation of employees. It pays attention on both extrinsic and intrinsic rewards. Rewards and benefits of the employees depend solely on merit.
has a set of financial rewards, medical, dental, vision and life insurance, retirement plan, educational refund assistance, paid vacation days, family and work life balance benefits and profit sharing plan, Annual bonus opportunities, company cars etc. In Mobilink, Employees get their salary at time and in case of any delay it does not exceed than 15 days. Managerial employees of the are also provided by Mobilink’s sim and sometimes with mobile set. Some high level managers are also provided Black Berry set. Employees also get leave when they need them. During Travel they are also provided with TA DA allowances.
Employee Relations:
In employee relations has been good. There are very few conflicts reported. That shows that employees of have maintained friendly environment. They enjoy their work and move as team and this is the best way to do the job. Female employees of do not have to face any gender discrimination.
Relation of bosses with their subordinates is also very good. They have respect for each other and also give space to each other. Young employees and experienced ones work together and that is the best combination for any organization.
Effects of Globalization on HR process of Mobilink:
Since last two or three decades the world has become the global village. And this globalization is affecting all the organization. Globalization has made for employees easy to move from one organization to another even though it is located in different country. It has increased the mobility of all factors of production specially labors. Multinational companies are targeting those areas of the world which has potential for them. In this way no organization can maintain its monopoly for longer period of time.
Similarly when came into the scene in 1994 there was no competitor for it. But now it has 3 multinational and one subsidiary of PTCL as competitors. So, that affects their employment planning to some extent.
Globalization is challenge for human resource department of because there is large number of brain drain occurring in Pakistan and cream of the students leave Pakistan and fly over other countries where they get more benefits. So, it’s a challenge for the HR department to recruit and select employees who are good enough and make strategies on how to attract employees towards their organization. Though employment turnover in is not very high but for the future should develop some strategies to retain their employees.
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