Human resource management (HRM) at IBM

Extract

[...] The employees at IBM commit themselves to its three principles: win in the market, work more quickly and promote the work of the team. The famous system of "grading house”, which involves warnings and dismissal if the employees do not achieve their targets, adds on to the stress levels. In 2007, IBM announced that its objectives were becoming semi-annual, and that trade quotas would be increased by 40%. The PBC was also revised early in 2007 as per the direction of IBM. [...]

[...] There has to be a more human side to work that is to say, a deeper understanding of colleagues, a friendly relationship and foremost to give the team the desire to get up in the morning and have the desire to excel. A participatory management where everyone can give their opinions on various topics and express the depth of their thoughts sounds like a good approach. The manager is the one responsible for much of the atmosphere and the way in which a team is made. [...]

[...] Some people get their money; they feed, resign and go to the competition to exploit the method of their former employer. There are some benefits of personal and professional development as well. Conclusion Working conditions at IBM generate stress, but each branch of professional activity generates stress. It may not be the same as the line worker or minor, but stress is a common sense to anyone with work. With the various complaints, death, trial, the company's management is now thinking twice before applying a scoring method. The [...]

[...] The CFGT (first union of IBM) wants to compel IBM to change its methods of management and to remove constraints to its employees. On July the Court of Cassation ruled that the company recognizes the authority to assess the activity of the employees and not the employees. This case was tried in their just cause, because it is a very subjective matter that requires delicate and precise detailed thinking on employment law and human right. The judges were able to see through the working method that involved bullying the employees. [...]

[...] If the manager applies the recommendations of the management to the rule and adheres to the policy of human resources, especially by logging and pressurizing, the team will be under pressure and it will not facilitate the development and required outcome. The manager must support his team in achieving the objectives. Managers must listen to the employees, understand and reassure them, and above all meet human and material resources to achieve the objectives. Evaluation is an act of management. Good managers know that it is impossible to have a fair evaluation without extensive exchange with everyone. [...]