Essays on Evaluation of Human Resources: Flextronics Case Study

Download full paperFile format: .doc, available for editing

The paper "Evaluation of Human Resources: Flextronics" is a wonderful example of a case study on human resources. In organizational human resource management, managers and human resource personnel are tasked with the job of managing and organizing the people and the processes in the organization for effective performance and favorable outcomes that advance the organization’ s bottom line (Bratton and Gold, 2012). This paper is an in-depth evaluation of human resource and the related concepts that underlie the practice based on the case study of an organization. Consideration of the case study will help in the comprehensive understanding of various concepts in human resources that include diversity management and culture, international performance management, training, and development.

Through the case study, these aspects of human resource management will be analyzed and evaluated for a better understanding of the positives and the limitations that may arise from the process of managing and organization’ s human resources. The Case Study Flextronics is a top organization dealing with the provision of Electronics Manufacturing Services. The company has operations in 30 countries in three continents and an estimated workforce comprising of 162, 000 employees.

Most of the organization’ s manufacturing capacity is situated in low-cost countries like China, India, Brazil, and Mexico among others. The company operations encompass seven distinct markets and they include; infrastructure, consumer digital services, computing, medical services, industrial, semiconductor, and white goods. The company designs develop and transport complete and packaged products for their clients in addition to providing after-sales support services. The company’ s Central and Eastern operations, which were headquartered in Austria in 2000 encompassed Austria and Hungary with expansion plans to venture in to Ukraine. The sites in Austria were made up of experienced personnel with exceptionally functioning processes.

However, the recently instituted Hungarian section had start-up difficulties including inadequately experienced personnel, high rates of fluctuation, and an unstable market among other aspects that necessitated the need to adjust the capacity of production to the demands of consumers.

References

Aguinis, H., 2009. Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.

Armstrong, M. and Baron, A., 2005. Managing performance: performance management in action. CIPD publishing.

Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.

Collings, D.G., Scullion, H. and Morley, M.J., 2007. Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2), pp.198-213.

Dowling, P., 2008. International human resource management: Managing people in a multinational context. Cengage Learning.

Harzing, A.W. and Pinnington, A. eds., 2010. International human resource management. Sage.

Herrmann, N. and Herrmann-Nehdi, A., 2015. The Whole Brain Business Book: Unlocking the Power of Whole Brain Thinking in Organizations, Teams, and Individuals. McGraw Hill Professional.

Jabbour, C.J.C. and Santos, F.C.A., 2008. The central role of human resource management in the search for sustainable organizations. The International Journal of Human Resource Management, 19(12), pp.2133-2154.

Johnson, J.P., Lenartowicz, T. and Apud, S., 2006. Cross-cultural competence in international business: Toward a definition and a model. Journal of International Business Studies, 37(4), pp.525-543.

Kossek, E.E., Lobel, S.A. and Brown, J., 2006. Human resource strategies to manage workforce diversity. Handbook of workplace diversity, pp.53-74.

Kreitz, P.A., 2008. Best practices for managing organizational diversity. The Journal of Academic Librarianship, 34(2), pp.101-120.

Noe, R.A., 2010. Employee training and development. McGraw-Hill/Irwin.

Paauwe, J. and Boselie, P., 2005. HRM and performance: what next?. Human Resource Management Journal, 15(4), pp.68-83.

Shen, J., Chanda, A., D'netto, B. and Monga, M., 2009. Managing diversity through human resource management: An international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), pp.235-251.

Stone, D. and Stone-Romero, E. eds., 2012. The influence of culture on human resource management processes and practices. Psychology Press.

Stone, D.L., Stone-Romero, E.F. and Lukaszewski, K.M., 2007. The impact of cultural values on the acceptance and effectiveness of human resource management policies and practices. Human resource management review, 17(2), pp.152-165.

Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA.

Tayeb, M.H., 2005. International human resource management: A multinational company perspective. Oxford University Press, USA.

Download full paperFile format: .doc, available for editing
Contact Us