Essays on Human Resource Management and Development in Google Inc Case Study

Download full paperFile format: .doc, available for editing

The paper "Human Resource Management and Development in Google Inc" is a great example of a human resources case study.   Effective management of human resources has become crucial to businesses within the fast-paced and modern business environment (Dunphy et al. 2003). A strategic focus on employees’ management is vital, bearing in mind that innovations are brought by people. Innovations are thus only maximized if innovators are recruited and maintained in the organization (Freeman 2010). Furthermore, they must be provided with the right managers, as well as an environment that will support innovation.

Human resources specialists are therefore more significant in today’ s business strategies due to dynamic and changing markets (Dunphy et al. 2003). According to Dunphy et al. , 2003 techniques and methods employed in HRM and HRD assist an organization in distinguishing itself from its general competitors. One of the companies that have realized success through a well defined HRM and HRD is Google Inc. The amazing marketplace achievement of Google has made many businesses take notice and realize the importance of established techniques in HRM and HRD for corporate greatness (Mullaney 2004).

This essay explores linkages between HRD and HRM in Google Inc. The paper also outlines how these two entities have been amazingly utilized in the company, through great people management and development. Human resource management is the management of an organizations` human resource. It touches all aspects of HR, and takes care of employee’ s basic requirements such as staffing, recruiting and maintaining relations of employees (Bowin & Harvey 2001). HRM is also considered the organisational function dealing with issues that relate to employees such as hiring, organisational development, compensation, performance management, safety, communication, benefits, administrations, employee motivation and training.

What’ s more, HRM focuses on management of, recruitment of, and providing direction for individuals who work in the company. HRM can as well be executed by line managers (Freeman 2010). Human Resource Development on the hand, on the other hand, is more specific. It focuses on the development of the company`s human resources through training, organisational, and career development. HRD also focus on building and improving capabilities in various ways such as mentoring or training (Werner& DeSimone 2011). According to Torraco, 2005 HRD deals with the development of HR skills, capabilities and knowledge through learning, counseling and motivational activities and training, and so on. HRD is a framework set for helping HR develop their organisational and personal skills, abilities and knowledge.

Opportunities such as career development, training, key employee identification, succession planning, performance management, and development are attained through HRD. The focus of all facets of HRD revolves around developing the best workforce so that individual and organisational employees can accomplish their objectives in service to customers. HRD can be formal just like in-classroom training, planned organizational change effort or even a college course.

It can also be informal such as coaching by a manager (Torraco 2005). Dunphy et al. , 2003 asserts that HRM and HRD are essentially related in the view that, both deal with the human resources in any company. Thus, they are collectively termed as personnel management. The goals of HRD are valuable for enhancing organization productivity, whereas HRM is more vague and general. These two units are well tangled and engaged in Google Company (Mulley, 2004).


Amabile, T. A., & Khaire, M 2008, Creativity and the role of the leader. Harvard Business School Publishing.

Bowin, R. B., & Harvey, D 2001, Human resource management. Upper Saddle River: Prentice-Hall.

Budhwar, P. S 2000, Evaluating levels of strategic integration and devolvement of human resource management in the UK. Journal of Personnel Review, Vol. 29, No. 2, Pages: 141-161.

Caufield, J 2005, Where did Google get its value?. portal: Libraries and the Academy, Vol. 5 Issue. 4 Pages: 555-572.

Dunphy, D., Benn, S., & Griffiths, A 2003, Organizational change for corporate sustainability Pages: 695-698. London: Routledge.

Freeman, R. E 2010, Strategic management: A stakeholder approach. Cambridge University Press.

Gibb S 2003, Line manager involvement in learning and development: Small beer or big deal? Employee Relations, Vol. 25, Issue. 3, Pages: 281-293.

Josey, G 2005, "How Google searches for Talents". Business Week, Issue 3928 , Pages 51-52.

Lashinsky, A. & Volgestein, F 2004, "Is Google really worth it?". Fortune (Europe). Vol 150, Issue 9 , Pages: 99.

Levenson, E 2003, "Don`t trust me, Google me!". Journal of New Statesman. Vol 132, Issue 4652 , 10-15.

Lund, D. B 2003, Organizational culture and job satisfaction. Journal of Business & Industrial Marketing, Vol. 18 Issue. 3, Pages: 219-236.

Mankin, D. P 2003, Ambiguity and elusiveness: the principal characteristics of the relationship between HRM and HRD. Conference paper presented to the International HRM Conference, Nov., Enschede, The Netherlands.

McCarter, J 2003, "Make Google your business partner". Journal of National Public Accountant , Page 21.

Mullaney, T. J 2004, "A gaggle of reasons to love Google". Business Week. Vol 150, Issue 8 , Pages: 57-59.

Renwick D, 2003, Line manager involvement in HRM: an inside view? Journal of Employee Relations, Vol.25, No.3, Pages: 262-280.

Schoenberger, C. R 2004, "Out of Context". Forbes Vol 174, Issue 11 , Pages 64-68.

Torraco, R. J 2005, Human Resource Development. Human Resource Development Review, Vol. 4, Issue. 3, Pages: 356-367.

Werner, J. M., & DeSimone, R. L 2011, Human resource development. Cengage Learning.

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