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Implementing high performance HR practices in Asia: HR practice consistency, employee roles, and performance. a number of studies have shown how HR practices.While other. organizations base their success on better manufacturing techniques, or. Microsoft’s success is based on the effectiveness of. Essentially, Microsoft value their staff and realize. This focus on employees may, in the. Microsoft then, is worth studying. This study will focus on Microsoft’s employee management methods. By looking. at how Microsoft operate, there is opportunity for other organizations. Firstly, the study will present information on the human resource. Microsoft. Secondly, the study will analyse these practices. HUMAN RESOURCE MANAGEMENT AT MICROSOFTRecruitment and Selection - In the Beginning. Bill Gates is the driving force for Microsoft and from the beginning of. Microsoft’s start- up days, when he and cofounder. Paul Allen recruited the brightest people they knew from school - their. Bartlett 1). From the beginning Gates realized that his employees were his greatest. I will tell you that Microsoft will become an unimportant. Bartlett 2). Microsoft’s recruitment strategies reflect their philosophy. They sought. the smartest and the most driven people and did so aggressively, as. Steve Ballmer says “whenever you meet a kick- ass guy, get him” (Bartlett. The recruitment strategies in the beginning included sourcing people from the elite educational facilities such as Harvard. Yale, MIT, Carnegie- Melon and Stanford. Microsoft recruiters would. Bartlett 2). Experience was not required and it was in fact. Once selected, these students had to undergo a thorough selection. The first stage was an interview “by at least 3, and sometimes. Microsoft employees” (Bartlett 2). These interviews were designed not to test knowledge, but to test. Bartlett 2). Technical interviews are described as being focused. To test the composure of the candidate and also their creative. Two. examples of these questions given are “how many times does the person. TV remote. control” (Bartlett 2). After the interview, interviewers would e- mail their decision on the. Hire’ or ‘No Hire’ and comments on the. Bartlett 3). This interviewing process was essentially a ‘make or. Microsoft working environment. After this series of interviews, if the majority of interviewers were. The very last step is. This person is meant as a. Microsoft person and also to. Bartlett 3). The importance of hiring the right people is also shown in Microsoft’s. This policy reinforces that hiring the right people is more. Recruitment and Selection - Later Stages. Microsoft retained the same basic principles as they expanded but had to. The recruiting practices continued to be active rather than passive. Microsoft ‘head hunting’ the best staff. These staff were found. Microsoft’s. euphemism for the kind of highly talented and driven people they sought - . Regular telephone calls at. Bartlett 9). Microsoft also took advantage of breaking opportunities such as company. AOL down size, “when we heard AOL was. Netscape’s operations in the valley, we assembled a team to. Bartlett 1. 0). Employee Satisfaction and Loyalty. Microsoft attempted to cater to the needs. Recognizing that the majority of. Microsoft company operated like a. The former director of human resources describes this saying. We wanted to keep the atmosphere at. Bartlett 4). This environment also. Bartlett 4). Employee satisfaction was also afforded by the opportunity for growth. Bartlett 6). It is noted that few employees leave the organization by dismissal, with. Bartlett 1. 0). Concern over high. One of the major changes was. This became known as ‘turning over the. Bartlett 1. 1). This is important because it allows people an. Also critical to the changes was a new. These changes. were all designed to increase employee satisfaction and commitment to. Employee Rewards. In the early days Gates was a firm believer that employee ownership was critical in raising motivation and employee retention. Bartlett 7). Once listed on the stock exchange, this continued, with the company. Critical to this is the link between individual performance and reward. Bartlett 7). Performance goals employees were. SMART: Specific, Measurable, Attainable. Results- based, and Time- bound (Bartlett 2). This formal review system. The system also included the process of employees. The employee and manager then. Bartlett 8). Stock options awards are based on whether the employee is considered a. This is an. important symbol of Microsoft’s commitment to retaining good employees. ANALYSIS OF HUMAN RESOURCE MANAGEMENT AT MICROSOFTRecruitment and Selection. It is reported that companies must be aware of where they are going in. Noe et al., Ch. 5). As we have seen, Microsoft employ different recruitment practices than. Microsoft actively recruit suitable employs and focus on the right type. In ‘Human Resource. Management: An Experiential Approach’ (Bernadin & Russell) human. Microsoft use human resources for competitive advantage, basing their. It is this that leads to Microsoft’s unique. Based on the importance placed on having the best. What is most crucial here is that Microsoft’s recruitment practices meet. It is an important sign of the focused. Microsoft, with their actions always leading towards their. Some important factors to be considered in recruiting staff include that. Noe et al., Ch. 5). The interview process at Microsoft reflects this. The recruitment. process also goes further than just informing the employee about the. This is an effective. Employee Motivation. Mc. Namara says that “the key to supporting the motivation of your. The important. thing about Microsoft is that they employ people who specifically will. They do not employ skilled. The fit between employee and. Microsoft. ensures. A recent study reported in the Journal of Applied Psychology reports. Kristof- Brown). Microsoft ensures that the goals of the organization. Motivation can be described as providing a work environment in which. Schermerhorn 3. 95). Microsoft achieves this by. The people recruited and the systems within the organization. Microsoft values. Employee motivation can also be related to Maslow’s hierarchy of needs. This theory has the top level of the needs theory as. It is described that the way to achieve this is to “provide people with. Daft 5. 30). This is exactly what Microsoft. One employee of Microsoft describes this. Every day try to do better. Work smarter. Work harder. Innovate. more. People are focused 1. Bartlett 5). The link can also be seen here between the. Microsoft hires. the very best people, for these people to achieve self- actualization. Employee Loyalty and Satisfaction. We have seen that empowering employees is one of the new approaches. Microsoft. It is noted that empowering employees. Billsberry 2. 92). In the Microsoft. Employee loyalty and satisfaction is also assisted by Microsoft’s. We saw that in the early days, the. This process. has continued, with Microsoft always attempting to cater for the needs. The latest attempt is by providing greater opportunity for younger employees, by having older employees coach them. Three aspects of tasks that affect job satisfaction are job complexity. Noe et al.. Ch. 1. Microsoft manages this by providing the high complexity high. This high value is communicated via the high- achieving culture the. This issue can also be looked at in terms of an employee’s role. There. are three factors associated with roles: role ambiguity, role conflict. Noe et al., Ch. 1. Role ambiguity is kept low by. Microsoft because of the consistency in the culture and in what is. Role overload is kept high. In most organizations this would. Microsoft’s awareness of this means that they. Employee Rewards. In ‘Ideas That Will Shape the Future of Management Practice’ (Bohl. Luthans, Hodgetts & Slocum) human resources is described as being. The change is described as giving. |
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