The paper "Strategic Human Resource Management: Case of Google" is a wonderful example of a case study on human resources. The case study is an analytic review of Google’ s human resource management practices. The case study begins with a review of the key features of Google’ s human resource management practices. The last part is an evaluation of the strengths and weaknesses of these practices. Google is an American knowledge-based company specializing in Internet search and online advertising. Although the company has been in the industry for slightly less than two decades, its business prospects have grown tremendously because of the company’ s superior and flexible HR policies, and today, Google is a global leader in the industry.
The company’ s products are consumed by millions of individuals and organizations across the world (Guest, Dewe, and Conway 85). A key factor that has helped Google grow at such a high rate is its philosophy of working through people. The company believes that investing in human resources is the key to strategic, rapid growth. Indeed, the development of human capital is an important determinant of success and growth in the knowledge-based industry.
In light of this consideration, Google has embarked on an aggressive human resource management program, as well as, innovative technological changes, which have given the company a leading edge in the industry (Guest, Dewe and Conway 86). Google’ s human resource practices take into account various issues affecting employee welfare ad productivity. Besides offering competitive salary packages, Google strives to make its work environment one of the most employee-friendly. The company has implemented work-life balance programs to allow employees to balance between career and personal life commitments.
This initiative is an important strategic move and has contributed to increased employee motivation, morale, and job satisfaction Earley & Peterson 15). The company recruits employees from all walks of life regardless of their experience and offers ongoing training and development programs for its employees. This has encouraged employees to be more creative and innovative.
Earley, C. & Peterson, R. The elusive cultural chamellion: Intelligence as a new approach to intercultural training for the global manager. Academy of Management Learning & Education, 3(1), 2004: 100-115.
Guest D. Dewe P and Conway N. Using sequential tree analysis to search for ‘bundles’ of HR practices. Human Resource Management Journal, 14(1), 2004: 79-96.
Huselid M: The impact of human resource management practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38(3), 1995: 635- 672.
Van Lerberghe W, Adams O, Ferrinho, P. Human resources impact assessment. Bulletin of the World Health Organization, 80(7), 2002: 525-530.