Harman International Industries (NYSE: HAR) is an international audio and infotainment equipment company. The company designs, manufactures and markets audio and infotainment products for the car, the home, theatres and venues, as well as electronics for audio professionals. Harman International's consumer group makes loudspeakers, CD and DVD players, CD recorders, and amplifiers under several brand names such as Harman Kardon, JBL, and Infinity. Harman's automotive division sells branded audio systems through several car makers, including Mercedes-Benz, Toyota/Lexus, BMW, and General Motors. Its professional unit makes audio equipment, such as studio monitors, amplifiers, microphones, and mixing consoles for recording studios, cinemas, touring performers, and others. The company is headquartered in Stamford, Connecticut, and maintains major operations in the Americas, Europe, and Asia. Harman International includes many consumer and specialty brands targeting specific audio and electronics product categories.

To integrate HRM into the organization will mean to allow performing an integral and formative function while putting emphasis on investing in people with a long-term perspective and ensuring that external considerations are taken into account. Apart, HRM addresses individual issues rather than collectivists through HRM but not jeopardizing the entirety of the organization. David Guest (1987) retaliate the idea that the improved management of people is a mean of achieving competitive advantage while also emphasizing that the traditional role of personnel managers failed to exploit potential benefits of effective people management nor forming a central part of management activity. Moreover, the emergence of better educated workforces and higher individual expectations, the ever-changing technology and the need for more flexible jobs create an opportunity for HRM to incorporate it into central management policy. The ideology is that commitment and motivation are an outgrowth from organizational behaviour that place emphasis on management strategy connecting HRM with organizational behaviour and management strategy

However, there are also oppositions to this:

Anthony Gibbs claims that HRM is a major vehicle for continuous improvement and the management of change however HRM is just one of the corporate management responsibilities with its emphasis on devolved responsibility and accountability for service, quality standards and performance. Furthered by Bretton and Gold, HRM cannot be considered as such due to the fact that it does not quantify with the contribution of finance, marketing and production that are otherwise qualitative in nature (2001, p, 47).

Blyton and Turnbull maintain that HRM is highly-dependent on necessary preconditions such as corporate leadership, strategic vision, industrial relations feasibility, ability to get HRM in place and technological and production feasibility. Therefore, HRM is not applicable to all processes but just a strategy any organization can pursue (1992, p. 190). For Ingrid Brunstein, HRM is just a part of the value chain that may lead to competitive advantage. However, HRM is just a mean towards achieving this end. Within the value chain, there are primary and support activities and HRM is under support activities in which the practices are industry-specific. As a contributing factor, HRM in fact does not propose new model but review techniques available for utilization


To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise.
Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which particular hours shall be worked) of conditions of service are often more important than the basics. Hence there is scope for financial and other motivations to be used at local levels.
As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation.
Hence while the technicalities of payment and other systems may be the concern of others, the outcome of them is a matter of great concern to human resource management.
Increasingly the influence of behavioral science discoveries are becoming important not merely because of the widely-acknowledged limitations of money as a motivator, but because of the changing mix and nature of tasks (e.g. more service and professional jobs and far fewer unskilled and repetitive production jobs).
The former demand better-educated, mobile and multi-skilled employees much more likely to be influenced by things like job satisfaction, involvement, participation, etc. than the economically dependent employees of yesteryear.
Hence human resource management must act as a source of information about and a source of inspiration for the application of the findings of behavioral science. It may be a matter of drawing the attention of senior managers to what is being achieved elsewhere and the gradual education of middle managers to new points of view on job design, work organization and worker autonomy.
 

jamescord

MP Guru
Harman International Industries (NYSE: HAR) is an international audio and infotainment equipment company. The company designs, manufactures and markets audio and infotainment products for the car, the home, theatres and venues, as well as electronics for audio professionals. Harman International's consumer group makes loudspeakers, CD and DVD players, CD recorders, and amplifiers under several brand names such as Harman Kardon, JBL, and Infinity. Harman's automotive division sells branded audio systems through several car makers, including Mercedes-Benz, Toyota/Lexus, BMW, and General Motors. Its professional unit makes audio equipment, such as studio monitors, amplifiers, microphones, and mixing consoles for recording studios, cinemas, touring performers, and others. The company is headquartered in Stamford, Connecticut, and maintains major operations in the Americas, Europe, and Asia. Harman International includes many consumer and specialty brands targeting specific audio and electronics product categories.

To integrate HRM into the organization will mean to allow performing an integral and formative function while putting emphasis on investing in people with a long-term perspective and ensuring that external considerations are taken into account. Apart, HRM addresses individual issues rather than collectivists through HRM but not jeopardizing the entirety of the organization. David Guest (1987) retaliate the idea that the improved management of people is a mean of achieving competitive advantage while also emphasizing that the traditional role of personnel managers failed to exploit potential benefits of effective people management nor forming a central part of management activity. Moreover, the emergence of better educated workforces and higher individual expectations, the ever-changing technology and the need for more flexible jobs create an opportunity for HRM to incorporate it into central management policy. The ideology is that commitment and motivation are an outgrowth from organizational behaviour that place emphasis on management strategy connecting HRM with organizational behaviour and management strategy

However, there are also oppositions to this:

Anthony Gibbs claims that HRM is a major vehicle for continuous improvement and the management of change however HRM is just one of the corporate management responsibilities with its emphasis on devolved responsibility and accountability for service, quality standards and performance. Furthered by Bretton and Gold, HRM cannot be considered as such due to the fact that it does not quantify with the contribution of finance, marketing and production that are otherwise qualitative in nature (2001, p, 47).

Blyton and Turnbull maintain that HRM is highly-dependent on necessary preconditions such as corporate leadership, strategic vision, industrial relations feasibility, ability to get HRM in place and technological and production feasibility. Therefore, HRM is not applicable to all processes but just a strategy any organization can pursue (1992, p. 190). For Ingrid Brunstein, HRM is just a part of the value chain that may lead to competitive advantage. However, HRM is just a mean towards achieving this end. Within the value chain, there are primary and support activities and HRM is under support activities in which the practices are industry-specific. As a contributing factor, HRM in fact does not propose new model but review techniques available for utilization


To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise.
Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which particular hours shall be worked) of conditions of service are often more important than the basics. Hence there is scope for financial and other motivations to be used at local levels.
As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation.
Hence while the technicalities of payment and other systems may be the concern of others, the outcome of them is a matter of great concern to human resource management.
Increasingly the influence of behavioral science discoveries are becoming important not merely because of the widely-acknowledged limitations of money as a motivator, but because of the changing mix and nature of tasks (e.g. more service and professional jobs and far fewer unskilled and repetitive production jobs).
The former demand better-educated, mobile and multi-skilled employees much more likely to be influenced by things like job satisfaction, involvement, participation, etc. than the economically dependent employees of yesteryear.
Hence human resource management must act as a source of information about and a source of inspiration for the application of the findings of behavioral science. It may be a matter of drawing the attention of senior managers to what is being achieved elsewhere and the gradual education of middle managers to new points of view on job design, work organization and worker autonomy.

Nice work netra,

I am also uploading a document which will give more detailed explanation on PowerPoint Presentation on Harman International.
 

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