Question:
Describe about the Samsung Electronics?
Samsung Electronics is a multinational organisation, mainly known for its production of consumer electronic products. Samsung industries were established in 1969, in South Korea, where its earlier products included of refrigerators, televisions, air conditions, calculators and washing machines. By the 1980s, the organisation indulged in research and development which eventually rose into an international corporation by the 1990s. Currently, with its production of innovative & reliable products and services along with its highly responsible approach to business, Samsung is leading the world to unimaginative possibilities. Additionally, Samsung is known for its recruitment of highly potential and skilled employees, where it regards “its people” as the most valuable assets, further encouraging them to give their best. For this reason, it has become highly essential for Samsung to ensure that its workforce reflects the diversity of the global markets that it serves in.
One of the major visions intended to be achieved by the year 2020, of Samsung, is their objective to create a future through the development of an inclusive and diverse culture that simply attracts and nurtures the world’s top most talent. Workforce diversity can be defined as the similarities and differences existing within the elements of a cultural diverse workforce; it seeks competitive advantage for an organisation in the global market. Similarly, diversity management can be seen as the practice of supporting and addressing multiple personalities and lifestyles within a group. Workforce diversity takes into consideration characteristics such as gender, race, age, ethnicity, sexual orientation and ability. Any organisation with a diverse workforce is capable of becoming more innovative & competitive and allows the organisation to expand its skill base (Avery, 2007). However, having a diverse workforce brings along several challenges and issues.
Discrimination within the workforce is one issue that becomes undeniably difficult to neglect and avoid when an organisation supports a group of diverse employees. Discrimination is the act of denying one of growth opportunities simply on the basis of their personal characteristics that may not necessarily affect their job performance. Such tensions are considered “natural” for such diverse workforces, hence making it essential for organisations to implement policies regarding diversity management that works towards achieving and building a positive work environment by creating awareness and understanding among its employees. Some of the critical issues that may rise include of the challenges posed by the differences in customs & perspectives of racial and ethnic minorities. Similarly, women employees are often subjected to discrimination and sexual harassment, making it difficult for them to work. Additionally, age discrimination is often prevalent within a workforce that reflects generational divergence; due to the difference between ability and age, employees tend to discriminate on such basis.
The discrimination and fairness paradigm is one effective way of dealing with the challenges posed by a diverse workforce. This paradigm is simply based on the logic that managerial processes that ensure equal treatment of employees are required. This paradigm emphasises the need of promoting equal and fair treatment, further increasing the demographic diversity of an organisation. This paradigm is insistent on the fair treatment of employees from different ethnic and cultural backgrounds; it is based on the assumption that “all individuals are the same and aspire to become the same.” Organisations operating this paradigm think of all their members as being the same gender, race and nationality. Similarly, the organisations emphasize the need of equal treatment especially for female and racial & ethnic minorities. Furthermore, this paradigm encourages building of organisational thinking in several powerful ways. However, one should recognize that this paradigm is also capable of undermining an organisation’s ability to improve and develop its processes, strategies and practices (Catwright, 2006). Additionally, it may also prevent individual employee from identifying personally with their work i.e. a crucial source of self regulation and motivation for individuals in a business environment.
In order to make a paradigm shift, it is essential for the leader to realize that recruiting a diverse workforce to bring along a variety of perspective and opinions to work. For this reason, the leader must understand that the learning challenges and opportunities presented are a result of the difference in perspectives; due to this reason, the organisational culture within an organisation must have great expectations of performance from its employees along with stimulating personal development & encouraging openness. In addition to this, the culture within an organisation must make their employees feel valued and appreciated for their work by maintain a widely understood and well-articulated mission. And finally, for a paradigm shift to occur, the organisation should support a non bureaucratic structure that is egalitarian in nature. It is highly for the organisation to promote the exchange of constructive ideas and challenges, further enhancing the experience of their employees. bureaucratic organisations require forward thinking leaders that allow implementation and promotion of control systems and chains of command.
Samsung strongly believes that it is highly essential for an organisation like theirs to employ a workforce that reflects diversity. Research tells us that Samsung encourages employment of female workers; an increase of 4% was seen in the recruitment of female workers between 2002 & 2011, while recruitment of non-Korean workers increased from 8% to 54%. Samsung Electronics has introduced several programs that prevent any interruption in the career of child bearing women who may face obligations. For this reason, the organisation provides the employees with an opportunity to full commit themselves to work and home at the same time. Additionally, the organisation is flexible towards providing female employees with parental leaves, especially for employees with children under the age of 12. Similarly, Samsung also encourages employment of disabled workers; an approximate number of 1100 disabled workers are found working at their headquarters. Samsung Electronics, so far has been successful at hiring disabled workers and providing them with job opportunities and building their careers. As per research, the organisation has come up with a new recruitment program that allows for employment of disabled graduate students where at first they are interned for two months. These interns are entitled to receive employment wages along with insurances.
As previously mentioned, diversity management can be seen as the practice of supporting and addressing multiple personalities and lifestyles within a group. We know that workforce diversity takes into consideration characteristics such as gender, race, age, ethnicity, sexual orientation and ability. Any organisation with a diverse workforce is capable of becoming more innovative & competitive and allows the organisation to expand its skill base. Samsung’s diversity management strategy takes several active measures that allow them to build such an inclusive culture. Some of the activities that their organisation encourages include of making a conscious effort when ensuring the diversity of members in a team; the company ensures recruitment of employees across all nationalities and generations. They believe that employees from different cultural or race backgrounds, provides the organisation with difference attributes and strengths that they can utilize for their purpose of their own development. Such diversity within a team allows its employees from different cultures to leave from each other (Harrison, 2007). Additionally, while the organisation to emphasize its culture and values as a part of the orientation programmes of the newly appointed. Similarly, the organisation provides its employees with the “open door” policy that encourages them to raise challenges and concerns that they may face during work.
The diversity management program supported by Samsung has its own benefits; the implementation of this management system resulted in improved participation of employees within the system which in turn affected the number of staff absentees by dropping it. For proper and affective implementation of the diversity management system, the organisation also has come up with a diversity management assessment that assesses whether if the organisation has affectively placed its diversity management practices in areas such as staff recruitment, performance and development management. Other areas such as leadership commitment, practicing harmony within workplace and monitoring & tracking its effectiveness etc. are also considered when affectively placing diversity management.
Conclusion
The organisation of Samsun Electronics has been known to for its constant and effort full encouragement of employment that is directed towards betterment of performance and creativity by investing their time and efforts in building new infrastructure, enhancing diversity and creating awareness with collective working. In context of hiring a global workforce, Samsung electronics has introduced a scheme that is of reverse deploy employment due to which foreign employees are send to Korea so as for them to experience the corporate culture at Samsung along with alleviating any cultural differences. Similarly, Samsung aligns its Human resources system with that works towards standardizing the current evaluation system so as to enhance their efficiency while managing their global workforce. Furthermore, the organisation provides its non-Korean speaking employees with a global help desk that provides them with essential information and services that will be required for living the lifestyle of Korea; for instance, supporting employees with VISA applications to everyday life requirements in Korea.
References
Avery, D. R., McKay, P. F., & Wilson, D. C. (2007). Engaging the aging workforce: the relationship between perceived age similarity, satisfaction with coworkers, and employee engagement. Journal of Applied Psychology.
Cartwright, S., & Schoenberg, R. (2006). Thirty years of mergers and acquisitions research: recent advances and future opportunities. British Journal of Management,
Harrison, D. A., & Klein, K. J. (2007). What’s the difference?: diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review
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