Study Guide

7621 Words Feb 26th, 2013 31 Pages
Analysis of Google HR strategy
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1

“Our employees, who call themselves Googlers, are everything. We hope to recruit many more in the future. We will reward and treat them well.” Larry Page and Sergey Brin, Founders of Google

1. Introduction Managing human resources effectively has become vital to

organizations within the modern and fast‐paced business environment (Caldwell, Chatman, & O'Reilly,1990). Human Resources specialists are

more important in business strategies today where market is dynamic and changeable.

1.1.

Objectives of the study

To analyze HRM technique and methods To analyze how employees help a
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Depending on his theory it seems that Google Inc. is the type Z US firms. Fig 1 Ouchi‟s framework
Cultural characteristics Commitment to employees Evaluation Careers Slow and qualitative Large and not based on specialty Control Decision making Implicit and informal Grouped and consensual Responsibility Concern for people Collective Holistic (firm and family) Individual Narrowed (individual tasks) Fast and quantitative Very narrowed and specialty based Explicit and formal Individual Slow and qualitative Moderately based on specialty Implicit and informal Grouped and consensual Individual Global (individual at work) Type J (Japanese model) Life contract Type A (typical American model Short term contract Type Z (credited American model) Long term contract

Source: Siehl, C. & Martin, J. (1998), Measuring Organizational Culture

Ouchi argues that the culture of the Type Z firms helps those to outperform typical American firms. The main reason it that firms like Google systematically invests in their people and operations over the long run and so obtain stead y and significant improvements in the long-term performance. Google tries to retain its employees and evaluate them in a quantitative but also qualitative manner. In fact, the company made its work environm ent colorful and vehicles the image of a fun place to work through what it proposes (Siehl & Martin, 1998). For

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