Strategic Human Resource Management

4089 Words Dec 9th, 2010 17 Pages
1. Introduction: 2
2. Strategic Human Resource Management Practices in Samsung: 2
2 a. Samsung overall introduce 3
2.b HRM challenge in Samsung 3
2 .c Samsung strategies 4
4. Career management and development 6
4.a HTP concept 7
5. Rewarding 8
7. Employee welfare 10
Employee wage and welfare 10
Support for housing 10
Children’s education 10
Medical support 11
Support for retirement 11
8. Contribution to the national economy and global communities 11
9. Recommendations 12
10. Conclusion 12
Referencing 13

1. Introduction:

In the recent time human resource management has assumed new importance because of continuing concerns about global contest, the
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Based on the closing price after the IPO, stocks owned by Lee were valued at $10.71 billion making him the country's richest man, according the, a specialist website that collates information on the country's family-owned conglomerates.” Available from Gihong Yi, Linsu Kim1998; International Studies of Management & Organization, Vol. 28, argued that not only has Samsung been a major medium for south Korea’s economic growth, but it has also been a pioneer among the enterprises in terms of the development of formal HRM systems. Samsung was the first chaebol (enterprises) to use a competitive recruiting system in the early 1960s. At that time, most firms relied on referrals based on connections when they recruited employees. The company is also well known for managing its people based on their performance and capabilities. In almost all enterprises, family members provide the core of management, but Samsung has the highest ratio of non-family-member executives. The effective management of employees at Samsung led to the use of the term “Samsung man” to denote competent, well-trained employees of the chaebol.
Samsung’s leadership in effective HRM, however, has been seriously challenged as the chaebol has begun to compete with the world’s most competitive firms in both
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