It is a matter of fact that Google as an organization maintains a unique workplace culture that is beyond expectations for the most of the employees working in various organizations. The work culture that Google maintains is not at all a typical corporate culture. The success of the organization can be attributed to this kind of unique workplace culture. It is seen hat the management of Google tries to keep their employees satisfied and happy within the office premises as it can be said that a general workforce is an asset of an organization, but a motivated and committed workforce towards the organization is a precious of that company (Hatch and Zilber 2012). It can be said that behind this unique workplace culture of Google, there is the man named Laszlo Bock, who is the head of People Operation Department of the organization, which department is widely known as Human Resources worldwide.
The organization offers various perks to the employees like free breakfast, free haircuts, free health checkups, gaming facilities, free transportation, nap pods, gym and swimming pools and many other benefits to keep the general workforce motivated and committed towards the organization for the betterment of productivity and profitability as well (Briody et al. 2012). Looking at the success of Google, recently various organizations are trying to create a friendly ambience within the organization like Google has. The same work culture is present in Google’s various branches in United States of America, China, Switzerland and Brazil. Statistically, it is found that, employees of some organizations those support healthy habits like Google does, generally have eight times more dedication towards the organization (Hatch and Zilber 2012). Organization like Google, believes that interacting with colleagues give huge boost to the creativity and confidence in the employees that increases the general productivity of the organization. it is seen that working under such friendly work culture, almost sixty percent of the employees come up with unique ideas that are beneficial for the organization.
Identical work culture can be seen in every branch office of Google and that allows the employees to give their best to the organization (Hillis, Petit and Jarrett 2012). The main motto of Google is to keep the employees of the organization happy and motivated to increase the productivity and profitability, as it is a matter of fact that, employees are the nucleus of an organization and ensuring their happiness and satisfaction level should be the primary concern of the managerial body of the organization (Lester et al. 2012).
Thus to conclude, it can be said that Google was established in the year of 1998, and the organization reached the height of success after the organization has taken up various policies to keep the employees of the organization happy and motivated towards the company. Thus, in short it can be said that, the huge profitability of Google is highly based on their policies of keeping the general workforce happy and satisfied by providing them with the best facilities that one can only imagine.
Zappos is a company that specializes in selling of shoes through online. The company tries on a constant manner to create a corporate culture so that the new employees can be attracted towards the job that is being offered by the company. The company tries to take better decisions regarding the culture of the organization so that it can keep the employees satisfied within their environment. For the ease of completing this structure, the company has a well managed Human Resources (HR) Department that helps in the hiring process of the employees within the organization (Warrick 2017).
The company at the time of hiring the employees provides them a proper description of the job along with an updated system of training so that it can help the employees in developing their skills in a proper manner. The company hires the employees based on the recruitment process that is traditional in nature, where the new employees get to interact with the experienced employees so that they can get better insights about the work culture within the organization.
The people who are responsible for conducting the interviews base their questions on the core values that the company has so that the interviewee can be well versed with those strategies before joining the company. This helps the company to access the skills of the interviewees through an appropriate manner (Warrick, Milliman and Ferguson 2016).
As the HR consultant of the company called propertyfinder. ae, which is a small and medium-sized enterprise (SME) based in UAE, I would take the initiative of making the work culture within the organization better. The new employees who will be hired within the company may interact with the experienced employees by organization a meeting or a program so that the employees can come in contact with each other. I will focus more on the employees who can fit in the company with respect to the culture that is existing within the organization. This may take some months but will help the company inn getting better quality of employees so that the level of production can be increased. The person who will be responsible for conducting the interview needs to provide quality feedback to me about the candidate so that it can help in choosing the best employees (Ng et al. 2016).
One of the policies that need to be restructured within the company is that the employees will be provided with $1000 up on completion of their training process after which the employee can leave the organization as well. To become a permanent employee of the company, the employees need to associate themselves with the culture and the goals of the organization so that the company can depend on the employees for increasing the level of productivity within the organization (Eremina and Puhakka 2017).
Shifting to UAE will be exciting as well as bring a major change in the life of the British family. UAE is a great place and is on the verge of becoming one of the most desirable cities in the world. The pre- departure training program involves the critical skills which are required to solve the issues regarding working in a cross- cultural environment. The training program will help in finding the meaning of the overseas assignment and have a proper mentality and self- awareness to adjust in another culture. The training will help the British family to adapt the culture of UAE and deliver effective results in the new environment (Bellini et al. 2013).
This training program will also help in evaluating the real and practical work issues that arrive for the emigrant and find out the approaches for resolving those issues. It will help in providing both the cross cultural knowledge and the necessary communication skills for developing a strong and reliable relationship with the colleague of UAE and set a practical team goal at the new position. The objectives for the program will include- a clear meaning of the overseas assignment for the benefit of the career of the British couple; develop an understanding of the challenges faced in inter- cultural situations at the new position; learning to save energy to increase the effectiveness of the new role; learning of a practical approach for getting acquainted with the diverse culture of the world; working on the development of communication skills to adjust with the members of different cultural backgrounds; learning the practical cue of leading effectively in a new position abroad (Goby, Nickerson and David 2015). Through the training program, it will be taught that the lifestyle in UAE is not at all similar to UK, it is much stricter. The cost of living is much lower than UK. The British family needs to embrace the local culture of UAE.
According to Geert Hofstede’s cultural dimension theory, it is the collective programming of the mind that differentiates the members of one group from the others. It has referred to the cultural dimensions based on the values of strategic practices and can be supervised by the organization’s management under the guidance of skillful consultants and coaches (Ozgen 2014). This guidance and coaching form the second activity of the Hofstede centre. The six dimensions of culture include- power distance index, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance index, pragmatic vs. normative and indulgence vs. restraint. In the given situation, the British families will have to abide by the workplace ethics of the new country, UAE. They cannot lead a carefree life as they used to do in their country because the lifestyle is more conservative in UAE. The local people of UAE prefer politeness and cannot take ‘no’ as a direct answer whereas the British are more straight forward and extrovert in their way of presentation. This training program will inculcate the new behavioral characteristics among the British family so that they do not face any hardship in adjusting to the new culture (Rees-Caldwell and Pinnington 2013).
International human resource management strategies are associated with the structural and cognitive differences of national individual culture. Mazda is a Japanese automotive manufacturing company and Chrysler is the American subsidiary of Fiat Chrysler Automobiles. Having been based on two different countries with different approaches all together, both the companies have undergone some significant changes depending on the cultural considerations of the employees in international level. In the year 2009, Mazda, the Japanese automotive company had summarized their seven rudimentary principles on the human resource protocol.
One Mazda – global initiative maintaining the same approach in all its country branches (Mazda.com 2017)
According to the administrative body of Mazda, it has been kept intact that in most of the cases the company’s basic disciplinary policy in human resource department would remain unchanged despite considering the cultural differences in various countries.
On the other hand, Chrysler’s human resource management policies depend on the home grown perspective of the eastern countries. During the crisis period it has been found that Chrysler’s manager focused on the job cut of the workforce whereas Mazda only carried out its decision to salary cut without going forward to employee redundancy (Ruybal et al. ). The Asian companies have always believed in retaining the employees because of their stern orientation with larger families where as the US society has individual entity thus making the companies believe in the fact that loss of job for the individuals would not affect the families in greater sense.
Though Japan is considered to be more Western in culture than its other Asian neighbors, the consideration of the American culture can be dealt way far from its Japanese counterpart. Japanese social culture is closely oriented with its organizational culture. The organizational culture and workforce considerations are highly impacted upon by the social values and disciplines (Aswathappa 2013). As a matter of fact, this has been taken into certain consideration pertaining to the fact that that in most of the cases the employees are highly family oriented and the head of the families are responsible and support for their financial excel of the families. On the contrary the American society is quite individual in nature thus giving value to the individual identity and entity.
In this case Mazda had looked forward to retaining the employees even in the crisis period because they were responsible to run the families of the large number of the employees (Brewster et al. 2016.). On the other hand, in USA the white collars are highly valued and they were not targeted for redundancy. However; the blue collars were not exempted from being asked for eradicated from the companies because there is an abundance of blue collar labors in the country (Sparrow, Brewster and Chung 2016).
References:
Aswathappa, K., 2013. Human resource management: Text and cases. Tata McGraw-Hill Education.
Bellini, E., Ottaviano, G.I., Pinelli, D. and Prarolo, G., 2013. Cultural diversity and economic performance: evidence from European regions. In Geography, institutions and regional economic performance (pp. 121-141). Springer Berlin Heidelberg.
Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human resource management. Kogan Page Publishers.
Briody, E., Meerwarth Pester, T. and Trotter, R., 2012. A story’s impact on organizational-culture change. Journal of Organizational Change Management, 25(1), pp.67-87.
Eremina, A. and Puhakka, V., 2017. Comparison of organizational structures–case Zappos. International Business Management.
Goby, V.P., Nickerson, C. and David, E., 2015. Interpersonal communication and diversity climate: promoting workforce localization in the UAE. International Journal of Organizational Analysis, 23(3), pp.364-377.
Hatch, M.J. and Zilber, T., 2012. Conversation at the border between organizational culture theory and institutional theory. Journal of Management Inquiry, 21(1), pp.94-97.
Hillis, K., Petit, M. and Jarrett, K., 2012. Google and the Culture of Search. Routledge.
Lester, S.W., Standifer, R.L., Schultz, N.J. and Windsor, J.M., 2012. Actual versus perceived generational differences at work: An empirical examination. Journal of Leadership & Organizational Studies, 19(3), pp.341-354.
Mazda.com. (2017). MAZDA:Basic Approach to Human Resources | Initiatives with Employees. [online] Available at: https://www.mazda.com/en/csr/csr_vision/employee/index/ [Accessed 6 Sep. 2017].
Ng, C., Ruybal, N., Gillyard, C., Nguyen, D. and Prentice, T., 2016. Zappos. com! Company Analysis.
Ozgen, C., Peters, C., Niebuhr, A., Nijkamp, P. and Poot, J., 2014. Does cultural diversity of migrant employees affect innovation?. International Migration Review, 48(s1).
Rees-Caldwell, K. and Pinnington, A.H., 2013. National culture differences in project management: Comparing British and Arab project managers’ perceptions of different planning areas. International Journal of Project Management, 31(2), pp.212-227.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management. Routledge.
Warrick, D.D., 2017. What leaders need to know about organizational culture. Business Horizons, 60(3), pp.395-404.
Warrick, D.D., Milliman, J.F. and Ferguson, J.M., 2016. Building high performance cultures. Organizational Dynamics, 45(1), pp.64-70.
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