2 改后Report on 3M HR management.docx

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