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Human Resource Management of Kingston Technology

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Netra Shetty
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Human Resource Management of Kingston Technology - January 27th, 2011

Kingston Technology Company is an American privately held, multinational computer technology corporation that develops, manufactures, sells and supports flash memory products and other computer-related memory products. Headquartered in Fountain Valley, California, USA, Kingston Technology employs more than 4,000 people worldwide as of 2008. The company has manufacturing and logistics facilities in the United States, United Kingdom, Ireland, Taiwan, and China.

It is the largest independent producer of DRAM memory modules, currently owning 45.8% of the third-party worldwide DRAM module market share, according to iSuppli.[1] Kingston is arguably the second largest supplier of flash memory. Gartner ranks Kingston as the world's #1 supplier of USB drives and #3 in flash cards.

In 2009, Kingston generated revenues of US $4.1 billion. Forbes lists Kingston as #77 on its list of "The 500 Largest Private Companies in the U.S." and Inc. ranks Kingston as the #6 Private Company By Revenue, #1 in the Computer Hardware category.

Kingston serves an international network of distributors, resellers, retailers and OEM customers on six continents. The company also provides contract manufacturing and supply chain management services for semiconductor manufacturers and system OEMs.

Through its ownership of Kingston Technology Company Inc. and Advanced Validation Labs Inc. (AVL), Kingston Technology Corporation is one of the world’s leading memory module manufacturing, module validation, semiconductor packaging and test companies in the world


The major problem of human resource management in Marks, as (1986) claimed about human resource management in general, it has developed under assumptions of bureaucracy. With the developments and expansion that the organization has witnessed in the past few years that they have been operating, it is but inevitable that they develop a bureaucratic system within which to operate. The large number of M&S stores operating without the reach of the top management is such that the bureaucracy surfaced, much to the dissatisfaction of their employees. Without fully knowing the lines of authority to report to and to follow, employees, especially those in the trans-national branches, are having a hard time dealing with situations which need the direct supervision of those in the top. The assumptions, including the consistency of job roles and descriptions, the clarity of cause and effect relations concerning the actions employees take and their outcomes, and the centrality of individual performance as opposed to group performance, come
under attack when the environment is fast-changing (. 1990;
1992). In an era of increasingly intense competition, global markets, changing technology, and regulatory reform, there has been a good deal of attention given to how firms act in times of fast-changing environmental conditions ( 1991; 1990). Especially in the retail industry in which Marks & Spencer operates, it is imperative to adapt to the fast and continuous changes that are happening in order for them to survive the rat race involved in doing business in a contemporary setting.

The human resource planning, recruitment and selection practices of Marks & Spencer is affected by the internal and the external environments in which they operate in that all factors involved in that the two environments need to be taken into consideration in the process of formulating the strategies. For instance, in the context of the economy, practices which cuts cost and at the same time brings the most out of the human resources such as outsourcing is currently being applied in Marks & Spencer. However, there is the need to constantly review such practices, as changing times may indicate a need to improve current business practices to adapt to such changes. The extensive use of the information technology (IT) is being utilized by most retail competitors in the United Kingdom, and it would do the business well if they, too, capitalize on the benefits gained from the use of IT. As stated by (2003), IT can help the company in its human resource management through record keeping, human resource transactions, deliver expert advice to managers and employees in areas such as selection, career development, and compensation and many other tasks, thus enabling HR managers to spend more time on strategic business support. As a whole, the human resource practices of the company is admirable, as there are only few other trans-national corporations who can compare with how they take care of their employees in line with the realization of their ultimate goal, which is business growth.

Orientation and Socialization:

For new employees loneliness and a feeling of isolation are not unusual, they need special attention to put them at ease. That is the reason why most organization used orienting their employees. Orientation means, “Introduction of a new employee to his/her job and the organization.” And when we talk about socialization we are talking about the process of adaptation. In the context of the organization socialization is, “A program designed to help employees fit smoothly into an organization, also called socialization” Both orientation and socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. In new employee is also welcomed warmly with proper orientation and the new comer receives both work unit orientation and organization orientation and normally the time frame of orientation is 10 to 15 days or depending upon the job requirements. Its basic objective is to inform all new employees with the basic structure and rules of Mobilink.

Human resource Department is responsible for the orientation of new employees. Orientation CD regarding PMCL, and Organizational charts is provided to the new employee. With the first week of the employment employee go through Department orientation. All new employees attend a formal orientation program which includes:

1. Nature of business.
2. History-philosophy and structure of company.
3. Structure chain command within the company.
4. Company benefit plans.
5. Layout and facilities offered by the company.



Training and Development:

Training is a process designed to maintain or improve current job performance. Most training is directed at upgrading and improving an employee’s abilities or skills. While development is “A process designed to develop skills necessary for future work activities.” Training is for the current improvement in the job while developmental program is for improving the skill which will be used in the future. Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs. In special attention is paid on the training and development of the employees. The purpose of training is to upgrade the capabilities and efficiency of all those employees and prepare them for more responsible positions in future. Mobilink’s management thinks that it is essential to strengthen management and professional teams at all organizational levels. Construct training programs and provides employees a variety of Job skills, Technical, Clerical and Supervisory and Managerial courses.

also pays attention on the development of their employees. In some cases employees are given amount up to 300,000 to get MBA degree from any HEC recognized University. Both on the job and off the job training is in practice in Mobilink. In Mobilink, the human resource department conducts a meeting with department heads at the end of the training program. The purpose of this meting is to focus on the individual discipline and performance during the training program. Then on the basis of their performance they give them advance jobs. They fill every position vacancy with the best qualified person obtained.
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Re: Human Resource Management of Kingston Technology
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James Cord
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Re: Human Resource Management of Kingston Technology - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
Kingston Technology Company is an American privately held, multinational computer technology corporation that develops, manufactures, sells and supports flash memory products and other computer-related memory products. Headquartered in Fountain Valley, California, USA, Kingston Technology employs more than 4,000 people worldwide as of 2008. The company has manufacturing and logistics facilities in the United States, United Kingdom, Ireland, Taiwan, and China.

It is the largest independent producer of DRAM memory modules, currently owning 45.8% of the third-party worldwide DRAM module market share, according to iSuppli.[1] Kingston is arguably the second largest supplier of flash memory. Gartner ranks Kingston as the world's #1 supplier of USB drives and #3 in flash cards.

In 2009, Kingston generated revenues of US $4.1 billion. Forbes lists Kingston as #77 on its list of "The 500 Largest Private Companies in the U.S." and Inc. ranks Kingston as the #6 Private Company By Revenue, #1 in the Computer Hardware category.

Kingston serves an international network of distributors, resellers, retailers and OEM customers on six continents. The company also provides contract manufacturing and supply chain management services for semiconductor manufacturers and system OEMs.

Through its ownership of Kingston Technology Company Inc. and Advanced Validation Labs Inc. (AVL), Kingston Technology Corporation is one of the world’s leading memory module manufacturing, module validation, semiconductor packaging and test companies in the world


The major problem of human resource management in Marks, as (1986) claimed about human resource management in general, it has developed under assumptions of bureaucracy. With the developments and expansion that the organization has witnessed in the past few years that they have been operating, it is but inevitable that they develop a bureaucratic system within which to operate. The large number of M&S stores operating without the reach of the top management is such that the bureaucracy surfaced, much to the dissatisfaction of their employees. Without fully knowing the lines of authority to report to and to follow, employees, especially those in the trans-national branches, are having a hard time dealing with situations which need the direct supervision of those in the top. The assumptions, including the consistency of job roles and descriptions, the clarity of cause and effect relations concerning the actions employees take and their outcomes, and the centrality of individual performance as opposed to group performance, come
under attack when the environment is fast-changing (. 1990;
1992). In an era of increasingly intense competition, global markets, changing technology, and regulatory reform, there has been a good deal of attention given to how firms act in times of fast-changing environmental conditions ( 1991; 1990). Especially in the retail industry in which Marks & Spencer operates, it is imperative to adapt to the fast and continuous changes that are happening in order for them to survive the rat race involved in doing business in a contemporary setting.

The human resource planning, recruitment and selection practices of Marks & Spencer is affected by the internal and the external environments in which they operate in that all factors involved in that the two environments need to be taken into consideration in the process of formulating the strategies. For instance, in the context of the economy, practices which cuts cost and at the same time brings the most out of the human resources such as outsourcing is currently being applied in Marks & Spencer. However, there is the need to constantly review such practices, as changing times may indicate a need to improve current business practices to adapt to such changes. The extensive use of the information technology (IT) is being utilized by most retail competitors in the United Kingdom, and it would do the business well if they, too, capitalize on the benefits gained from the use of IT. As stated by (2003), IT can help the company in its human resource management through record keeping, human resource transactions, deliver expert advice to managers and employees in areas such as selection, career development, and compensation and many other tasks, thus enabling HR managers to spend more time on strategic business support. As a whole, the human resource practices of the company is admirable, as there are only few other trans-national corporations who can compare with how they take care of their employees in line with the realization of their ultimate goal, which is business growth.

Orientation and Socialization:

For new employees loneliness and a feeling of isolation are not unusual, they need special attention to put them at ease. That is the reason why most organization used orienting their employees. Orientation means, “Introduction of a new employee to his/her job and the organization.” And when we talk about socialization we are talking about the process of adaptation. In the context of the organization socialization is, “A program designed to help employees fit smoothly into an organization, also called socialization” Both orientation and socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. In new employee is also welcomed warmly with proper orientation and the new comer receives both work unit orientation and organization orientation and normally the time frame of orientation is 10 to 15 days or depending upon the job requirements. Its basic objective is to inform all new employees with the basic structure and rules of Mobilink.

Human resource Department is responsible for the orientation of new employees. Orientation CD regarding PMCL, and Organizational charts is provided to the new employee. With the first week of the employment employee go through Department orientation. All new employees attend a formal orientation program which includes:

1. Nature of business.
2. History-philosophy and structure of company.
3. Structure chain command within the company.
4. Company benefit plans.
5. Layout and facilities offered by the company.



Training and Development:

Training is a process designed to maintain or improve current job performance. Most training is directed at upgrading and improving an employee’s abilities or skills. While development is “A process designed to develop skills necessary for future work activities.” Training is for the current improvement in the job while developmental program is for improving the skill which will be used in the future. Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs. In special attention is paid on the training and development of the employees. The purpose of training is to upgrade the capabilities and efficiency of all those employees and prepare them for more responsible positions in future. Mobilink’s management thinks that it is essential to strengthen management and professional teams at all organizational levels. Construct training programs and provides employees a variety of Job skills, Technical, Clerical and Supervisory and Managerial courses.

also pays attention on the development of their employees. In some cases employees are given amount up to 300,000 to get MBA degree from any HEC recognized University. Both on the job and off the job training is in practice in Mobilink. In Mobilink, the human resource department conducts a meeting with department heads at the end of the training program. The purpose of this meting is to focus on the individual discipline and performance during the training program. Then on the basis of their performance they give them advance jobs. They fill every position vacancy with the best qualified person obtained.
Hello friend,

Here i am uploading Performance and capacity redefined - Kingston Technology, so please download and check it.
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