SHR018-2 Human Resource Management Assignment Sample 2024
Introduction
Human resource management is an effective approach to recruiting, training, and managing employees in any organization. HRM is also responsible for governing policies that can help in building relationships between employees and the organization. With different roles and practices, HRM encourages its employees to achieve the company’s goals and mission so that the organization’s revenue is increased annually (Agnihotri and Bhattacharya, 2021).
HR managers play an integral role in selecting and hiring talented staff that can meet the objectives in the provided time frame. Employees are an important part of any company that maintains its healthy working culture. Among other entertainment services, Netflix is the world’s most recognized entertainment service running across 190 countries in the world.
The key purpose of this report is to discuss the evolving human resource management (HRM) practices of Netflix. In this way, the hiring and firing HRM policy in Netflix has been successfully evaluated. In addition to this, it has also been expected that this report has also aimed to depict the transparent pay policy of Netflix, which has also been highly prioritized in the field of international business segment extensively (Hbr.org, 2016).
Regarding this matter, the need for employee motivation in Netflix’s workplace has also been justified in favor of further business expansion in foreign market segments.
In this report, it has been expected to ensure comprehensive and coherent HRM policies in the context of Netflix’s business. The hiring and firing HRM policy of this company has been highlighted the most (Agnihotri and Bhattacharya, 2021). Apart from that, how Netflix’s transparent pay policy helps and motivates its foreign market employees has also been discussed at the same place.
Analysis
Question 1
In this specific segment of current study, it has mainly been depicted how Netflix’s HR philosophical aspects have helped a lot to shape its employee attraction, retention, as well as firing policy with practices. As stated by Agnihotri and Bhattacharya (2021), it has been seen that Netflix’s hiring policy in HRM has centered on only hiring skilled and knowledgeable workers.
However, this does not mean that Netflix should have over 16, but also it has mainly hired adult workers, who have acquired the ability to act in the company’s best interests along with the actual support of desire for induction in a high-performing workplace thereafter.
Now, in the context of the United States, Netflix has mainly enacted its HR policy related to the ‘hiring and firing’ practices, which is also unclear if these same HRM practices will be generally accepted in other countries like in Asia. As mentioned by Michael, (2019), in the US, it has also been seen that Netflix has become unable in terms of formulate a rich work culture.
That is why a range of Japanese workers have been facing some kinds of difficulties due to such ambiguous and non-cooperative culture at the workplace. In this context, as per its existing HR policies, Netflix has mainly hired and recruited only experienced candidates or fresh workers from college without having any formal leave policy. Even if they are paid a sufficient amount, if their performance and skills become below standard, they have been fired instantly.
Now, through successful application of a motivation theory named Theory X and Theory Y, the HR practices and policies of Netflix can be understood to attract, retain, and fire employees. As per McGregor’s key principle, Theory X has denoted that all employees of the company might become unmotivated and disliked in working, which is mainly due to authoritarian leadership and management aspects.
As reported by Boon et. al. (2019), some negative factors have also been identified in Netflix that determine this theory properly. Those factors have consisted of disfavor working, abstained responsibilities, forced attitude at work, high demand in every work step, and others.
On the other hand, Theory Y has mainly represented that with the help of a participative management style, a distributive work nature can be implemented in an organization. In this way, Netflix’s employees can become happy and satisfied to work with high levels of self-motivation, creativity, entertainment, diversified workplace culture, and other benefits.
According to Prottas and Nummelin (2018), it can also be realized that within Netflix’s HR policy, some key positive factors like high responsibility at work, available business resources, improved work-life balance, and flexibility have played pivotal roles to engage employees embodied with high levels of decision-making abilities with problem-solving attitudes altogether.
From another point of view, in the field of global business sales, it has been seen that apart from hiring and firing HRM policy, Netflix has also tended to enact transparent pay policy as of 2019. In this way, with the help derived from this prominent HRM sense of approach, this business organization has also been able to attract and retain employees in the foreign market segments.
Apart from that, it has also been found that Netflix has also focused on successful development of diversified and rich culture in the workplace and standardized HRM mechanisms, which have also been highly supported at the same point (Daneshfard and Rad, 2020).
As per Netflix’s HR manual, its ‘culture deck’ aspect must shape its HR policies and culture with effectiveness and efficiency. In its global HR policies, Netflix has also emphasized work-benefit policies embodied with a standard paid-time-off policy, which must attract people to make a fruitful balance between work and their life seamlessly.
Question 2
This specific segment of the current report has mainly discussed how Netflix has been able to maintain its exquisite and unique talent hire as well as reward practices in the global business environmental scenario. As suggested by Macke and Genari (2019), in this same situation, the complexities and challenges due to different kinds of employment laws against Netflix’s core HRM practices have also been depicted thereafter.
Regarding this matter, in the case of hiring talent and talent management in Netflix from global perspectives, it has been seen that the company has tolerated only skilled and knowledgeable adults, which also helps a lot to resolve a range of HR issues and challenges further. Besides, through proper incorporation of work performance and delivery by its workers, Netflix has also been able to improve individual performance of workers with a 360-degree feedback system.
Apart from that prominent leadership and managerial aspects must contribute a lot to develop productive work teams with measurements, whereas the diversified corporate culture of Netflix has also been highly and equally supported (Carnevale and Hatak, 2020). In the end, Netflix’s most talent managers have depended a lot upon advanced technology and innovation, which must help a lot to shape good HR and talent management practices accordingly.
On the other hand, in the case of performance appraisal and reward with recognition practices and system of Netflix, it has been observed that the company has mainly enacted a Transparent pay Policy, which has also incorporated an equal practice of reward and recognition of its existing employees.
This is because; to induce the key practice of fair compensation and wage, this policy has been highly justified (Peccei and Van De Voorde, 2019). Apart from that, it has also been seen that with the help derived from this good and well-organized policy, Netflix has also been able to become the highest-paying employer in the global market scenario since 2016.
In addition to this, it has also earned USD 150,000 to USD 400,000 revenues per year. In one word, it is important to say that its exquisite and different reward and talent management practices have delivered a diverse range of positive outcomes and benefits altogether (Csaszar and Ostler, 2020).
Now, with the successful application related to the AMO (Ability, Motivation, and Opportunity) Model, it becomes also possible to evaluate Netflix’s talent management as well as reward strategies and system respectively below –
This theory has mainly suggested three (3) independent work system elements, which have shaped employee characteristics contributing towards the success of a company. As opined by Kellner et. al. (2019), this theory has also denoted a system, which attended an employee of a company across ability, motivation, and opportunity (AMO) thereafter. Those elements on behalf of Netflix derived from High-Performance Work System (HPWS) scales have been described as follows:
- Ability: In this case, it has been seen that some employees’ key skills regarding formal and informal training and development measures, seniority, education, and other valued aspects have been highly prioritized (Chams and García-Blandón, 2019).
- Motivation: In this specific context, some key incentives of Netflix’s existing employees have been highly prioritized. Those valued aspects have consisted of employment security, competitive edge, shared information, promotion opportunities and benefits, work-family benefits, fair or equal pay, performance pay, and others (Kellner al. 2019).
- Opportunity: In this field, some of Netflix’s participative opportunities have been highly emphasized. Those like high autonomy in decision-making aspects, self-directed team leadership, and management, offline and online team membership facilities, as well as extensive and effective communication have been highlighted the most (Dasí al. 2021).
In final words, it is important to say that Netflix has not given any kind of bonuses to its employees (Cooke, 2018). Without any formal reviews of performance and staff training, this organization has induced its core HR practices filled with scrutinized employees’ skills and capabilities in a chilled manner.
Question 3
In this particular field of current study, here has mainly been evaluated in terms of the plausible ways, through which Netflix can maintain its high-performance-based business operations (Rataul et. al. 2018). In addition to this, such a proactive business approach has also demonstrated how to develop productive and collaborative work in the same company based on sustainable as well as ethical HRM infrastructure at the same time.
Now, it has also been seen that in the case of its performance management field, the business organization has eliminated the practice of formal reviews or feedback systems, as those were becoming too ritualistic and infrequent. As indicated by Charidimou and Gouloudis (2020), its key managers and employees have also conversed in terms of their actual work performances.
Additionally, this company has detested Performance Improvement Plans (PIPs), as they have not approved those after all. It has also been seen that Netflix has mainly believed employees’ adequate skills and shared knowledge embodied with a range of technological advancements.
Apiary from that it has also been found that the company has also induced a continuous performance review system, which has also equipped a 360-Degree review infrastructure. In this way, most of its employees have also been able to regulate and improve their tasks cum work performances consistently (Naidu et. al. 2021).
Concerning this fact, it has also been found that Netflix has also enacted an HR policy, which has mainly denoted that ‘only highly effective people’ can procure enriched corporate culture at the workplace. Besides, it has also helped a lot to develop a collaborative and participative work environment embodied with high levels of employee engagement, satisfaction, and other valued aspects altogether (Prottas and Nummelin, 2018).
In this field, extensive communication has also played a pivotal role to ensure an adequate level of success, growth, and development of the company in the future (Ramachandran and Flint, 2018). In simple words, it has also been said that with the help derived from such an effective performance management framework, the company becomes also able to ensure the best work performances equipped with enriched culture, benefits, and success after all.
Now, through successful application of the theory/model related to Contingency Theory, it has been able to evaluate as well as enact some plausible ways with the key purpose of organizing a business entity.
As advocated by Lengnick-Hall et. al. (2018), it has also helped a lot to lead a company with the support availed from enhanced levels of decision-making and problem-solving potentials. Apart from that, there must also be a need for an optimized course of action in both external and internal situations. Moreover, as per maintaining this theory, the company has become able to centralize its existing means of workforce platform with a diverse range of positive outcomes and benefits altogether.
In this situation, it has also been seen that Netflix’s product development strategy has played pivotal role in boosting its existing employees’ work performance and other facilities at the same time. It has also been expected that with the help of its promising HR policy, the company can build a workplace environment filled with an enriched level of homogeneous culture (Daneshfard and Rad, 2020).
Such a positive business aspect can also deliver a business advantage of freeing up key HR practices equipped with better and well-organized talent management practices and other valued aspects at one place. However, in contrast to this matter, it has also been seen that Netflix’s ‘hiring and firing’ practices might hamper the whole work condition and environment accordingly (Kellner et. al. 2019).
That is why, as of 2016, Netflix has announced ‘Aim Flow’ business approach, which must help to establish a centralized workforce in a diversified work culture along with positive impact and responsiveness with a diverse range of positive outcomes and benefits altogether.
Conclusion
From that upper in-detailed discussion, it can be concluded that a productive meaning of successful human resource management (HRM) practices have played pivotal roles in a business organization. This is because; for ensuring the same organization’s future growth, success, and development, these successive HRM practices has been highly prioritized equipped with a diverse range of positive outcomes and benefits altogether.
Concerning this fact, it is important to say that in Netflix also, productive as well as profitable HRM strategies have played major roles to determine its substantial success, growth, and development of its key business operations with emerging benefits. However, it has also been forecasted that its core ‘hiring and firing’ HR policy might stagger its key business operations across the international market segments with a lot of employee dissatisfaction, lack of engagement, and motivation, with other kinds of negative aspects at the same time.
On the other hand, it has also been found that Netflix’s core HR philosophical aspects in the global market scenario have helped a lot to ensure high levels of employee attraction, retention, as well as firing policy and practices. Apart from that, its talent management and reward with recognition principles have also played substantial roles to ensure future growth, success, and development of the whole business entity at the same time.
Furthermore, it must also be denoted that for maintaining a high-performance based workplace in Netflix, its core HRM policies and practices have played significant roles to manage global talents with emerging benefits and facilities.
Recommendations
Here, it has mainly been demonstrated two (2) key and feasible recommended actions, which have played major roles in developing Netflix’s effective and efficient HRM policies and procedures. Moreover, these have also highly supported to manage its global talent as follows:
- First of all, it has been recommended to develop a strategic framework within internal business operations of Netflix embodied with extensive communication and cooperation with enhanced levels of trust among employees. In this way, its core HR managers have also been able to hire skilled and knowledgeable employees within its workforce, who have also acquired the key ability to deliver the best work performances with a diverse range of positive outcomes and benefits altogether.
- On the other hand, it has also been suggested to incur the best approaches in terms of arranging effective and efficient training and development programs for its all core employees in one place. Regarding this sense, it has been seen that Netflix does not embrace employee training and development ever. In this way, new employees of that same company have also been able to acquire sustainable knowledge of business with regular feedback from employees. In this case, a 360-Degree feedback system and an enriched cultural vision have been highly accepted.
References
Agnihotri, A. and Bhattacharya, S. (2021), ‘Netflix: The Firing Machine’. Strategic Human Resource Management. Available at: http://www.doi.org/10.4135/9781529757088 [Accessed on 15th December 2021].
Boon, C., Den Hartog, D.N. and Lepak, D.P., (2019). A systematic review of human resource management systems and their measurement. Journal of management, 45(6), pp.2498-2537.
Carnevale, J.B. and Hatak, I., (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research, 116, pp.183-187.
Chams, N. and García-Blandón, J., (2019). On the importance of sustainable human resource management for the adoption of sustainable development goals. Resources, Conservation and Recycling, 141, pp.109-122.
Charidimou, D.S. and Gouloudis, S.E., (2020). Media and Human Resource Management. In Advanced Technologies and Standards for Interactive Educational Television: Emerging Research and Opportunities (pp. 13-52). IGI Global.
Cooke, F.L., (2018). Concepts, contexts, and mindsets: Putting human resource management research in perspectives. Human Resource Management Journal, 28(1), pp.1-13.
Csaszar, F.A. and Ostler, J., (2020). A contingency theory of representational complexity in organizations. Organization Science, 31(5), pp.1198-1219.
Daneshfard, K. and Rad, S.S., (2020). Philosophical analysis of theory x and y. Journal of Management and Accounting Studies, 8(2).
Dasí, À., Pedersen, T., Barakat, L.L. and Alves, T.R., (2021). Teams and project performance: An ability, motivation, and opportunity approach. Project Management Journal, 52(1), pp.75-89.
Hbr.org, (2016), How Netflix Reinvented HR, Available at: https://hbr.org/2014/01/how-netflix-reinvented-hr [Accessed on 15th December 2021].
Kellner, A., Cafferkey, K. and Townsend, K., (2019). Ability, Motivation and Opportunity theory: a formula for employee performance?. In Elgar introduction to theories of human resources and employment relations. Edward Elgar Publishing.
Lengnick-Hall, M.L., Neely, A.R. and Stone, C.B., (2018). Human resource management in the digital age: Big data, HR analytics and artificial intelligence. In Management and technological challenges in the digital age (pp. 1-30). CRC Press.
Macke, J. and Genari, D., (2019). Systematic literature review on sustainable human resource management. Journal of cleaner production, 208, pp.806-815.
Medium. (2021). McGregor’s Theory X and Theory Y of Motivation. [online] Available at: <https://medium.com/the-enterprise-diary/mcgregors-theory-x-and-theory-y-of-motivation-2a12b53731fb> [Accessed 15 December 2021].
Michael, A., (2019). A handbook of human resource management practice. Sage,
Naidu, S., Singh, G. and Narayan, J., (2021). Revisiting the contingency theory: dissection of entrepreneurial orientation elements in retail franchisee performance. International Journal of Emerging Markets.
Peccei, R. and Van De Voorde, K., (2019). Human resource management–well‐being–performance research revisited: Past, present, and future. Human Resource Management Journal, 29(4), pp.539-563.
Prottas, D.J. and Nummelin, M.R., (2018). Theory X/Y in the health care setting: Employee perceptions, attitudes, and behaviors. The health care manager, 37(2), pp.109-117.
Ramachandran, S. and Flint, J., (2018). At Netflix, radical transparency and blunt firings unsettle the ranks. The Wall Street Journal, 25.
Rataul, P., Tisch, D.G. and Zámborský, P., (2018). Netflix: Dynamic capabilities for global success. SAGE Publications: SAGE Business Cases Originals.
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