Maslow's Need Hierarchy Theory Of Google

303-324). Google meets the physiological, safety and social needs through a comfortable and safe workplace environment, with diverse offices that are designed to encourage interactions between employees and the use of small teams to achieve work in a more efficient manner, as well as job security. Google states that everyone is a “hands-on contributor and feels comfortable sharing ideas and opinions” (Google 2015), creating a sense of belongingness for individuals within the company. Google understood that employees responded to intrinsic motivation and therefore developed the 20 percent policy. “Google’s stated policy splits the work hours…Eighty percent of their time is dedicated to assigned projects…with the remaining 20 percent dedicated to personal research of their own choosing.” (Girad 2009, p. 66). This enables employees esteem needs to be meet as well as impacting on the self-actualisation needs, as employees are more able to use their abilities to their full potential. With this workplace environment, employees are able to fulfill the five levels of Maslow’s theory of human needs.

Maslow has identified that the need of self-esteem and confidence are very important for a person after obtaining the first three needs of its Hierarchy. One of the elements that builds up esteem is the recruitment process that Google executes. Due to this very unique process which includes several tough steps of selection procedures, people who have made it through felt a self fulfilling emotion of achievement. Finally, and probably one of the most important steps in the hierarchy is self-actualization. Google’s corporate culture enables its employees to be creative and independent, therefore allowing more flexibility which increases self-actualization.

In the fact of the intensely transitional business in the globe today, one of the challenges faced by the managers to maintain the competitive advantage is human resources. In others words, the globalisation, technology, and the economic integration of developed as well as emerging markets raise particular convenience and problems relating to human resources. To be more specific, on the one hand, the practice that the work force, the most valuable asset of any organisations (Cascio, Wayne F, 1991; Flamholtz, Eric, 1991), nowadays seem to be increasingly educated helps the employers make their best recruitment and guarantee the “sustainable cogwheel” (Glen Hashmi, Z., and Katrin Muff, 2014). However, in others hand, the well-informed and multinational human resources relating to the employees’ differing needs and expectations, compensation treatment, working environment, or corporate culture are also critical issues that required to be under control. This essay aims to define and analyse respectively three current and potential substantial challenges that HR managers cope with in meeting the miscellaneous requirements of the contemporary workforce including (key words) strategic partners, administrative experts, and employee champion.

Schuler (1992, pp. 21) states the philosophy of human resources, relates to the role that human resources, otherwise known as human capital, play in the overall success of a business. This leads to the overarching objective of human resources management being to first and foremost, maximise employee performance. Since the 1980s, a range of ideas indicating a shift of workplace practices to a post-bureaucratic standpoint has become more present. Barley & Kunda (1992) define the movement away from bureaucratic forms of control as a decrease of detailed rules, routines, and scripts guiding day-to-day work, that is, rational forms of control. On the other hand, post-bureaucratic practices carry humanistic values of autonomy, responsibility, flexibility, confidence, and trust that encourages people to be empowered and take on responsibilities (Bardon, Josserand & Villeseche 2012). The core ideals of managing human resources in the post bureaucratic era will stem from this values. Ultimately with Western developed nations

However, these human resource management practices, are complex and context specific. Due to this reason many global firms often find it difficult to replicate these practices among the subsidiaries that are culturally and geographically dispersed. Therefore, it is vital for human resource practitioners to transform their human resource management policies and practices into global core business processes that are changing constantly with the host country

The rapid growth of internationalisation and global competition in recent years has created a significant increase in the number of Multi-National Corporations (MNC’s), which in turn created the need for International Human Resource Management (IHRM) roles (Scullion, 2001). Human resource management is progressively becoming a major factor that can determine the success or failure of MNC’s. Scullion (2001) concluded that HR strategies play a vital role in implementation and control in MNC’s, and alignment between HR strategies and the organisational structure of MNC’s often results in superior outcomes. In order to strive, human resources must be managed effectively to gain a competitive edge in the global market place, and to overcome the seemingly inexorable challenges that globalization precipitates. This essay presents an overview of the challenges faced by HR managers in a global setting, and evidences that the current permutation of HRM is not adequate to meet the critical challenges of tomorrow. BRIEFLY OUTLINE BODIES OF TEXT

Businesses are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that businesses are undergoing, have led to increased importance of managing human resources (Devanna, Fombrum, & Tichy, 1981; Wright, 1998).

The rapid progress of globalisation in the past two to three decades has brought new and more complex challenges to the human resource management (HRM) of firms expanding their businesses abroad. In order to meet the demands of expatriated and foreign employees, firms had to adapt their usual HRM practices. This process gave rise to what is now known as International Human Resource Management (IRHM).

In the current global market, an organization has to consider various strategies and human resource policies in order to effectively manage its vital resources i.e. human resources. A human resource manager has to consider the international trends in managing the human resources in the organization in order to be successful in the international market. The success of the organization in the international market depends on the strategic and personnel considerations of the manager. The organization and the human resource manager has to consider the various differences in the policies, practices and cultures that arise by operating in various countries. This is a common problem that a human resource manager faces in a multinational

(Human resource management is more important in a changing environment than before. There are some challenges and changes, which have great impacts on organizations respective to human resource (HR) function behaviors. These impacts know as globalization, increasing customer’s expectations, transparent market, and human resource management (HRM) provides possibilities to make organizations more healthy and competitive. Where the firm may focus on cost for employee compensation and make conclusions on share services or outsourcings.

Human resource management (HRM) is universal in terms of strategies, policies and processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the

The importance of this assignment goes beyond the mere academic scope at hand. As future globalized managers, our role is not only to familiarize ourselves with a list of Human Resource Management (HRM) practices, but to develop a critical and rational mind-set to analyse how these practices and policies affect intrinsically the competitive advantage of firms (Huselid, 1995), and how they can foster performance, development and commitment of our most irreplaceable asset, human resources (Wright, et al, 2003).

Living in the 21st century, the world of human resource management is changing more rapidly than can be imagined. As such, HRM in many organizations are facing constant challenges as a result of constant environmental changes ahead of time.

The world is rapidly changing and to be a success, there must be maximum use of all resources (physical, financial, information, and human resources) whether for a nation, organization or individual. After huge investments in the physical, financial and information and knowledge resources, the human resources which comprises the workforce of an organisation remains the leverage point where significant differences can be made in the lives of the employees, their careers and the organisation.

The data for this analysis originated from both primary and secondary sources. Primary sources included conversations with professionals in the field of Human Resource. The organization and operations of major international corporations also featured in the sampling process. Books and other literature on the field formed a great portion of the literature analysis.