Essay on Strategic Human Resource Management at Apple Inc

Strategic Human Resource Management revolves around a constant pattern of well-defined Human Resource activities and deployments that are meant to enable a firm to realize its goals and objectives. In addition to that, strategic human resource management is also made up of many subcomponents which are inclusive of putting in line the use of human resources i.e. labor, together with the mission, values, values, and culture of the firm in question, as well as branding, organizational development, evidence-based human resource management, management of diversity, competitive advantage, organizational structure, and diversity management. Apple Inc. is mainly a mobile phone and computer manufacturer that has garnered a global reputation and sales ever since it set up base in Silicon Valley. The company has managed to realize all its successes because it recognizes the importance of treating employees appropriately through sound HRM stratagem; this motivates employees and makes them work towards organizational goals and in line with company culture. This paper is going to give invaluable insights with respect to Apple Incorporations Human Resource Management policies.

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The executives and the management at Apple Inc. realize that employees are human beings first before they are workers. With consideration to that fact, the company makes sure that all the employees are appropriately and duly rewarded so that they would perform their tasks in the best way possible (Shamim, Cang, Yu & Li, 2016). Apple is well aware of the fact that money is a strong motivator; as opposed to hoarding all the profits that the company makes a quarter on quarter, the company shares it with employees and the shareholders. These may come in the form of bonuses, raises, and shopping vouchers among other things. In essence, when money is not a problem, employees are mostly likely to be loyal and hardworking.

Apple Inc. is within a market where some of the competitors look to exploit workers by making them work about 18 hours a day without a break. Such bad working conditions take place in sweatshops such as the ones found in East Asia. For Apple Inc, the employees work in friendly conditions that are characteristic of a healthy work-life balance.

The organization believes in making employees achieve their goals and they will in turn help Apple to realize its own goals and objectives. For example, one way that Apple does this is to do all the promotions from within. It is also worth mentioning that Apple helps its employees gather more skills with initiatives revolving around on-the-job training, job rotation, and many other forms of career development. This computer maker works very hard to give all the employees a sense of security. The Human Resource Management at Apple recognizes that employees need leaves and vacation. In addition to that, the company is well aware of and respects the FMLA (Dess, Lumpkin & Eisner, 2014). The Family Medical Leave Act is a government requirement that requires employers to grant leave to workers whenever there is a newborn in the picture and whenever an individual worker has to take care of a sick nuclear family member.

Finally, another most basic of Apples HRM policy revolves around the safety of all employees. To ensure that all workers within the companys plants are safe, Apple does its best to fall in line with Occupational Safety and Health Act prerequisites of factory and plant working environments. Whats more, the companys SEED supplier training and compliance program require that all mining companies supplying g minerals to Apple work hard to ensure the safety of the miners. In a nutshell, Apple is a force to be reckoned with when it comes to matters of human resource management.

References

Dess, G. G., Lumpkin, G. T., & Eisner, A. B. (2014). Strategic management: Text and cases.

Shamim, S., Cang, S., Yu, H., & Li, Y. (2016, July). Management approaches for Industry 4.0: A human resource management perspective. In Evolutionary Computation (CEC), 2016 IEEE Congress on (pp. 5309-5316). IEEE.