CASE STUDY

Case Study: Managing Human Resources at NIKE



Case Study: Managing Human Resources at NIKE

Introduction

For NIKE, the plan would raise the morale of employees, reduce turnover and absenteeism, raise employee loyalty, and increase employee wellness. It would also facilitates employee recruitment and retention, increase productivity and lowers the unit labor cost, show the guidelines and purposes of NIKE to employees, reduce discomfort and complaints and promoting community public relations (Gomez-Mejia, 2008). For employees, the non-monetary advantages would be to offer assistance for personal problems, increase job satisfaction, contribution to personal development and individual well-being, offer ways to improve employee relations, reducing feelings of insecurity. It also offers additional opportunities to ensure social status, provides extra compensation, improve relationships with NIKE and reduce the causes of dissatisfaction.

Discussion

HRM (human resource management) function comprises a number of different activities and among all of these different activities; the most momentous one is human resources. Human resources are all about staffing need of NIKE: to hire employees permanently or on contract bases, engaging and educating the workers, ensuring they are outstanding performers (Dessler, 2000). HRM activities also include dealing with different approaches for providing employee benefits and compensations, managing records of employee and personnel policies. The literature promotes progression through the stages of internationalization and, the majority of companies believe they should reach the polycentrism or egocentrism. However, we see that, in reality, few large multinational companies have moved beyond ethnocentrism.

HRM aims to ensure that NIKE obtains and retains the skilled, committed, and well-motivated employees it needs. This means taking steps to assess and satisfy future people-needs, and to enhance and develop the capabilities of people. HRM aims to enhance motivation of people, resulting in higher effort being put willingly towards the fulfilment of their tasks (Herod, 2009). This is achieved, by introducing policies and processes that ensure that people are valued and rewarded for what they do, and achieve, and the levels of capability they reach. The planning is intended to provide the necessary workforce, meaning that NIKE skills needed in every time and place. The induction is measures to promote the installation and adaptation of new workers to their work group and, therefore, the culture of NIKE. The activity of the HR function becomes eminently directive, macro-organizational and constantly changing, increasingly linked to development and flexible work systems.

If the function of ARH wants to form a cadre of international managers capable of managing a multinational corporation, it must address several issues: deciding who to hire for key administrative positions in NIKE, managers who know how to make small differences in the ways of carrying doing business in different countries, how rewarding and how to evaluate the performance of managers in different countries. Administration of human resources should also try the expatriate managers. An expatriate manager is a citizen of a country working abroad, a subsidiary of NIKE. HRM must decide when to employ expatriates, who to send as an expatriate for the various posts, be very clear about the reason why it does, remunerate ...