2 改后Report on 3M HR management.docx
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2 改后Report on 3M HR management.docx
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2改后Reporton3MHRmanagement
ReportontheHRManagementof3MCompany
Executivesummary1
1.0Introduction1
2.0Findings2
2.1.1Innovationgoals2
2.1.2ThreePrinciples3
2.1.3Leteverybodyfullydisplayhistalents3
2.1.4SixSigma3
2.1.5Globalizationandregionaldevelopment4
2.1.6Lawsuits4
2.2Analysisof3MCompanyHRpractices4
2.2.1MotivationTheories4
2.2.2HygieneTheory5
2.2.3StrategicHRM5
3.0Conclusions6
4.0Recommendations6
References7
Executivesummary
Strategichumanresourcemanagementisacomplicatedprocess,andacademicsandcommentatorsareevolving,studyinganddiscussingitconstantly(Luthans,2001).Staffwillbecomemoreloyal,committed,motivated,focused,respectful,sympathetic,andobjectiveifHRismanagedeffectively.Thisisimportantforproductivity,innovation,profits,efficiencyofacompany.3MCompanyiswellknownforinnovationandvariousproducts.ThereportwilldiscusstheHRstrategiesof3MCompanyinthefindingsection,andthenevaluatetheminthefollowing.Finally,therewouldbesomerecommendationsfor3MCompany.
1.0Introduction
Theaimofthisreportistoevaluatethedesign,implementationandmaintenanceof3MHRstrategies.Thesestrategiesareusedtomanagepeopleforoptimumbusinessperformancewhichincludestheimplementationofpoliciesandprocessestoencouragethesestrategiesandtheassessmentsofthecontributionofpeopletothebusiness.3MCompanyperformwellinthefieldofbusinessintheworld.TohaveaclearpictureofitssuccessinHRmanagementisextremelyappealingtothosesmallandmediumenterprises.Intheprocessofreportingit,wecangetabetterunderstandingofthesignificanceoftheHRmanagement.3MCompanyfoundedin1902,headquarteredintheAmericanStateofMinnesota,SaoPaulo,andistheworldfamousmultinationalenterpriseofscienceandtechnology.3MCompanyiswellknownforitsinnovationandvariousproducts(3M).Initshundredyearsofhistory,3MCompanyhasdevelopedmorethan60000highqualityproductsfromhouseholdtomedicalsuppliesfromtransportation,buildingtobusiness,educationandelectronics,communicationandotherareas.3Msetupsubsidiariesin65countriesandregions,theproductsgoasfarasmorethan200countriesandregion,withanannualturnoverofmorethan22.9billiondollars.Asoneoftheworld'stop500enterprises,3Min2003by"Newsweek"namedasoneofthe50world'sstrongestcompanies,in2005wasnamedastheworld'smostinnovativeoneofthe20companies,andfortwoconsecutiveyearswasselectedbythe"fortune"magazine,oneof"themostadmiredenterprisesinChina".
2.0Findings
2.1.1Innovationgoals
3MCompanyhasgotfamefromitsinnovationenvironmentofferedtostaff."Isthereanychangeofyourworkthisyearcomparedwiththatlastyear?
"Thisquestionisformorethanonehundredyearsthesoulof3Minnovationstrategy.Thegoalof3Minnovationstrategyistocreateaninternalinnovationenvironment,includingnotonlytherigidr&dinput.Fromthefirstdayemployeesenteringinto3M,theyareinsertedintotheinnovationidea.Inthefirsttwomonthstheymustfullyacceptthecompanyculturetraining--innovativeconceptisthecoreofthetraining(ICMR,2012).Thegeneralmanagernarrate3Mconceptofinnovation,thesuccessfulsupervisorsgiveanaccountofthesuccessoftheinnovationexperience.Eachthemeisconsistentwiththespiritofinnovation:
learningfromfailures,curiosity,patience,individualsubjectiveinitiative,cooperationgroup,etc.Theytrytoprovetothenewemployeesthatinthe3M,newideas,andcreatinganewindustryiscompletelypossibleandifyouaresuccessful,youwillgetrecognitionandreward(ICMR,2012).Staffcannotonlyexpresshisviewsfreely,andcangetthecompany'sencouragementandsupport.
2.1.2ThreePrinciples
Moreover3Msticksto15%principle.Theyalloweachtechnicalpersonneltouse15%oftheworkingtimetodosomeprivatethings-thatis,dosomeschemeappealingtothem,whethertheseprojectsarebeneficialto3MCompanydirectlyornot.”Turnablindeyeto“isthesecondmanagementprinciple.3Mcorporationmanagementpersonnelhavecertainbearability,becauseevenifyouoftenwanttocancelresearchplanorideathatareobviouslyimpractical,staffmayinsistit,"ifwanttorefuse,wemustthinkdeeply,andgivereasons”.Thethirdprincipleis"Authorization",inspecificinnovationoperation;staffsareauthorizedtostartworkingaftertheyarearmedwithinnovationidea.Employeesdevelopnewideasfromtheirmaininterests.Whiletheywereinventing,thecompanieswilloffertheirtimelyhelp.
2.1.3Leteverybodyfullydisplayhistalents
3Mhasstressedthateverybodyshouldfullydisplayhistalents.Attheendofeachyear,supervisorsandtheirsubordinatesgettogethertodiscuss,anddoannualperformanceevaluation.Thisincludestwoparts,oneistheannualperformancereview,andtheotheristheindividualdevelopmentplan,involvingtheshorttermandthelongtermcareerobjectives.Employeeswhohaveanythoughtsatthistimecanbringitup.Eveniftheywanttoconvertdepartment,theycantalkaboutit.Thecompanywillarrangerelatedtrainaccordingtotheirinterestandplanningandthenwaitingforamaturetimetodeveloptheirtalents.Infact,everyyearthecompanyinaplannedwayactivelyconductsomemovementofpersonnelbetweendepartments.Now,mostofthetopmanagershavehadworkedinmorethanthreedepartments.
2.1.4SixSigma
Inordertostrengthentheinnovationability,thecompanyadoptsthe"sixsigma"tosolvethecompany'sshortcominginmanagementandredesignthebudget,puttingthedevelopmentmoneyonhigh-techandmedicalandetc.Thecompanyhaschosenathirdofpeopletoacceptsixsigmatraining,throughthesixsigmatraining,3M'smanagementiscloser.Now,3Mmakesthespeciallytrained"blackbelt"dothesamework,andthenapplyittootherareas.Now,inthe3M,aquarterofthetrainedemployeeshavebeenpromotedtwolevelsorhigherlevel.
2.1.5Globalizationandregionaldevelopment
ThecompanymovesmoreresourcesandhumanresourcesfromAmericatoChinaandotherAsianhotspotwithaviewtosavethecost.3MemployeesinAsiaroseby5%to9900.In2003,capitalspendingintheUnitedStatesdroppedto$425millionbutin2003thecompany'scapitalexpenditureinAsiais$102million,anincreaseof25%.Inaddition,3Mwillnotonlymovetheiremployeestotheoverseas,butalsomovetheresearchanddevelopmentandproductdesigndepartmenttoChina.
2.1.6Lawsuits
Although,3Mprovideinnovationenvironmentforstaffs,therearestillsomeclassactionlawsuitfiledbycurrentandformerstaffs.Employeesof3MloggedaclassactionlawsuitinUSDistrictCourtinMay2009fortheNorthernDistrictofCaliforniaallegingagediscriminationagainsttheAgeDiscriminationinEmploymentAct.3MCompanyhasintentionstodiscriminatedagainstemployeeswhowere46yearsoroldersince2001.
2.2Analysisof3MCompanyHRpractices
2.2.1MotivationTheories
Ingeneral,HRMcanbedividedintohardandsoftsides.Softsideincludemotivationissues,staffsupport,relationshipissues.Motivationsarefrompersonalinterestsorfromexternalfactorssuchaspraiseandreward(Ryan,&Deci,2000).Itisimportantthatstaffhavegreatimpetustoworkandintendtofinishtheirworkquicklyandwithhighquality.Therearesomedifferenttheoriesusedformotivatingstaffs.Expectancytheorywascreatedwithaviewtopredictandexplainindividual'sattitudestowardobjectsandactions.Latter,FishbeinandAjzenexpandedthetheoryintothetheoryofreasonedaction,andAjzenpositedthetheoryofplannedbehavior.Thetheoryisdiverselyutilizedtoday(Eklof,2006;Ping,McBride,&Breune,2006).Beforetherecruitment,peopleknowthat3MCompanyprovideinnovationenvironment,andwhentheywereemployed,theyareinstilledtheinnovationidea.Inthefirsttwomonthstheymustfullyacceptthecompanyculturetraining.Thisisthefirstexpectancytheorythat3MCompanyusedtostrengthenstaff'spositiveattitudestowardthecompany.Payisaprimarymotivator.Asenseofachievement;appreciationofhardwork;responsibilityandempowerment;opportunityforadvancement;asenseofchallengeandenjoyment(Steers,&Sanchez-Runde2001)aresomeothermotivatingfactors.Insomeways3MCompanyhasdoneagreatjobonmotivatingitsemployees.In3M,Staffcanexpresstheirviewsfreely,anditstressesthateverybodyshouldfullydisplayhistalents.Theygetthecompany'sencouragementandsupport.Newideasareencouragedandifstaffsaresuccessful,theywillgetrecognitionandreward.Thisisanappreciationofstaff'shardworkandcanhelpstafftofosterasenseofachievement."15%principle","Turnablindeyeto”,"Authorization"-thethreeprincipleswillmotivatestafftoworkhardandhappily.Asalltheydoiswhattheywanttodo,theywilltrytheirutmosttoachieveit.
2.2.2HygieneTheory
Hygienefactorswon'tproducemoremotivationbutitisnecessarytoensurethatstaffsarenotdissatisfied(Mitchell,&Daniels2002).Withoutitemployeesmaygetasenseofdissatisfaction.Sometypicalhygienefactorscontainsalary,workingconditions,status,qualityofsupervision,safetyandsoon.Thecompanyadopts"sixsigma"inordertosolvethecompany'sshortcominginmanagement,andhaschosenathirdofpeopletoacceptsixsigmatraining.Thishasgreatlypromotedthequalityofsupervisionandmakesemployeesin3MCompanyfeelmoresatisfiedwiththemanagement.HardsideofHRMcontainsplanningforstaffnumbers,analysisofexistingworkforce.In3Msomestaf
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