1. Introduction to Apple Company
Steve Jobs alongside Steve Wozniak and Ronald Wayne founded Apple Inc. under the objective of nurturing innovation in the computer business. Like any other company, the starting of Apple Inc. involved challenges of dealing with competition, winning the market share, unfavorable response from customers, lack of innovation, and lack of recognition by potential clients. With all these challenges acting against the ability of Apple to thrive in the computer business, strategic decisions of management were needed to overturn the trend Apple was resulting to – incurring loss after release of new products or not meeting its expectations. Some of the strategies involved a total overhaul of the management and the scrutiny of new employees in terms of innovation and level of creativity. As an objective, Apple looked forward to combining the needs of the customers into its lines of computers to capture their business interests as well as personal preferences. After the year 2000, Apple’s strategies to meeting the above objective included the hiring of competent developers as well as training some of its own. It was easy for Apple to train developers and designers for company than hiring those who already worked for other organizations (Hoerl and Snee, 2002). The importance of developing innovational behavior in Apple was to nurture talent, develop a corporate culture, and promote integration of skill and mind with the duties an individual performed. As one of the leading gadget dealers in the market, Apple has transformed the employee platform from the employer-employee attitude to passion-for-duty type of attitude. In the 21st century, most of the organizations that venture into the computer and handheld gadget platform are technology driven. They tend to focus more on the capabilities of their devices more than their designs. As an operational model, Apple integrated design and capability to its line of products to capture personal needs of potential customers – a move that has worked for Apple since the launch of iPhone in 2009. In Apple’s quest to be different, the use of innovation and thorough product research has helped the company to attain worldwide recognition to beat its competitors. With more than 60,400 employees working for Apple, a small percentage of less than 5 percent of this total is active in terms of designs and implementing customer needs in the products. However, as much as developers and designers play an important role in Apple’s worldwide recognition and heightened generation of revenue, the entire workforce trades Apple’s image to the masses interested in Apple’s products. Through sales, marketing, and distribution of Apple products and services, the workforce of Apple Inc. maintains the positive image of Apple. It is through the involvement of the Apple’s workforce that the human resource department is recognized as organized and goal-oriented.
2. Introduction to HRM
Human resource management (HRM or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will also serve as the company's primary liaison with the employees' representatives (usually a labor union). HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and...
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