ANALYSIS OF HUMAN RESOURCES POLICIES AT APPLE INC

UNIVERSITY OF BEDFORDSHIRE SCHOOL OF BUSINESS FOREIGN TRADE UNIVERSITY HO CHI MINH CITY CAMPUS *** *** END-MODULE ASSIGNMENT Module: Human Resources Management Code: BSS005-1 ANALYSIS OF HUMAN RESOURCES POLICIES AT APPLE INC Student: Nguyễn Thị Ngọc Mai Student ID: 1945515245 Cohort: K58BF Class: A Semester: I Academic year: 2020-2021 Lecturer: Pham Hung Cuong Examiner Examiner Student (Signature & handwritten Fullname) (Signature & handwritten Fullname) (Signature & handwritten Fullname) Ho Chi Minh City, Dec 2020 PREFACE Given that mobile phones are now more affordable and provide a wide range of benefits, they have become an important device that can not be replaced in people’s daily lives nowadays The most popular and favorite smartphones that consumers choose are from Apple iPhone Hence, the purpose of this assignment is to analyze Apple Inc for the Human Resources Management module To be more specific, this assignment is to present the Apple Inc policies to manage and develop its human resources Thenceforth, it will lay out a strong foundation for us to analyze the strength and weaknesses of the Apple Inc policies Finally, we can obtain the lessons that give the right and valuable ways to manage and improve the company’s human resources It is also important to mention that all the information gathered in the assignment was obtained from the curriculum of University of Bedfordshire This task was carried out by an individual Hence, if there are any mistakes, I will take full responsibility Last but not least, I would like to give a special thanks to everyone who contributed to the product of this assignment TABLE OF CONTENT Introduction of Apple Inc 1.1 A brief history of Apple Inc 1.2 Organization structure of the company 1.3 What does Apple Inc provide for customers? Human Resources policies of Apple Inc 10 2.1 Recruitment and Selection of Apple Inc 10 2.1.1 Recruitment and selection policies of Apple Inc 10 2.1.2 Internship, Support College Program and campus leader policies of Apple Inc 11 2.2 Training and Development of Apple Inc 12 2.2.1 Selection of Analysis to Employ for Apple Inc 12 2.2.2 Determining the Size of the Training Audience 13 2.2.3 Selecting the Appropriate Assessment Methods 13 2.2.4 Identification of Training Needs based on Data Analysis 16 2.2.5 Training and Intervention Strategies 17 2.2.6 Cost-Benefit Analysis for the Training and Development Program 19 2.2.7 Training and Development Program Evaluation 20 2.3 Why working at Apple is a dream job for employees? 22 What can be learnt from those policies of Apple Inc? 23 3.1 The weaknesses of Human Resources policies of Apple Inc that need to improve 23 3.2 The strengths can be learnt from Human Resources policies of Apple Inc 25 Conclusion 25 References 26 ANALYSIS OF HUMAN RESOURCES POLICIES AT APPLE INC Introduction of Apple Inc 1.1 A brief history of Apple Inc As we may know, Apple Inc is an American multinational corporation that designs and manufactures consumer electronics, computer software, and personal computers There is also a retail chain called Apple Stores The core product lines of Apple include smartphones, iPad tablets, iPod mobile media players and computer line Macintosh On April 1976 Founders Steve Jobs and Steve Wozniak established and incorporated Apple Computer at Cupertino, California, on January 1977 Apple Computer has been primarily a maker of personal computers, including Apple II, Macintosh and the Power Mac lines, for more than thirty years, but during the 1990s it had rocky sales and no market share Work, which was expelled in 1985, went back to Apple in 1997 after Apple bought his NeXT company The next year he was appointed provisional CEO of the company and later permanent Jobs have then brought a new philosophy into being, beginning with the original iMac in 1998, of recognizable products and simple design Apple has become a leader in the consumer electronics and media markets with the introduction of the successful iPod music player in 2001 and the iTunes Music Store in 2003, which has led Apple to drop the name of the company in 2007 The company's iOS range of smartphones, media players, and computer tablets, which started with iPhones, the iPod Touch, and then the iPad is now also known Apple was with an estimated value of trillion USD as of August 2nd 2018, the largest publicly traded corporation in the world by market capitalization Apple's global annual revenues totalled 65 billion dollars in 2010 and increased to 127.8 million dollars in 2011 and 156 billion dollars in 2012 There are some brief information about Apple Inc, its mission, vision and value statements as the following: Type Public (NASDAQ: AAPL, LSE: ACP, FWB: APC Founded Headquarters April 1, 1976 at California Cupertino, California, USA Steve Jobs, CEO and co-founder Steve Wozniak, Co-founder Timothy D Cook, COO Peter Oppenheimer, CFO Philip W Schiller, SVP Marketing Jonathan Ive, SVP Industrial Design Tony Fadell, SVP iPod Division Ron Johnson, SVP Retail Sina Tamaddon, SVP Applications Bertrand Serlet, SVP Software Engineering Computer Hardware Computer Software Computer Electronics Key People Industry Employees Website 17,787 full-time; 2,399 temporary (As of September 30, 2006) Apple.com Mission of Apple Inc According to the Economist, Steve Jobs mission statement for Apple in 1980 was: “To make a contribution to the world by making tools for the mind that advance humankind” Vision of Apple Inc “Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and internet offerings.” Value statements of Apple Inc “Think Different” 1.2 Organization structure of the company Figure 1.2 Apple leadership Apple Inc has a hierarchical organizational structure, with notable divisional characteristics and a weak functional matrix The hierarchy is a traditional structural feature in business organizations The divisional characteristics refer to the product-based grouping within Apple, such as for iOS and macOS The weak functional matrix involves inter-divisional collaboration, while the hierarchy is preserved The following are the main characteristics of Apple’s corporate structure: Spoke-and-wheel hierarchy Product-based divisions Weak functional matrix Apple’s organizational structure is effective in supporting business performance to ensure leadership in the industry, especially with regard to competing against Google, Microsoft, IBM, Intel, Amazon.com, Sony, PayPal, and many other firms The Porter’s Five Forces analysis of Apple Inc determines that these competitors impose the strong force of competitive rivalry in the company’s external environment Still, through the effective use and evolution of its corporate structure, Apple continues to improve its capabilities and competitive advantages, especially in the area of rapid and creative innovation and product design for competitive products in the international market Spoke-and-Wheel Hierarchy A bird’s-eye view of Apple’s organizational structure shows considerable hierarchy In the past, everything went through Steve Jobs Jobs made all the major strategic management decisions However, under Tim Cook’s leadership, this hierarchy in Apple’s corporate structure has slightly changed The company now has more collaboration among different parts of the organization, such as software teams and hardware teams Apple’s vice presidents have more autonomy, which was limited and minimal under Jobs Thus, the company’s organizational structure is now less rigid, but still has a spoke-and-wheel hierarchy where Tim Cook is at the center The upper tier (innermost tier in the spoke-and-wheel circle) of the corporate structure has function-based grouping, which is an element derived from the functional type of organizational structure Senior vice presidents who report to Tim Cook handle business functions For example, Apple has a senior vice president for retail, and a senior vice president for worldwide marketing In this structural feature, the company’s top leaders address business needs in terms of business function areas Product-based Divisions The upper and lower tiers of Apple’s corporate structure has product-based divisions, which is an element derived from the divisional type of organizational structure There are senior vice presidents and vice presidents for different outputs or products For example, Apple has a Senior Vice President for Software Engineering (iOS and macOS), a Senior Vice President for Hardware Engineering (Mac, iPhone, iPad and iPod), and a Senior Vice President for Hardware Technologies (hardware components) Apple Inc.’s marketing mix or 4P is linked to this structural characteristic This aspect of the corporate structure is used to manage specific products or product components that the company delivers to its target customers Weak Functional Matrix Apple Inc.’s weak functional matrix refers to the collaborative interactions among various components of the business In a weak functional matrix, top management determines project direction, while project heads have limited authority and control For example, the corporate structure allows hardware teams to collaborate with software teams In this way, the company facilitates information dissemination that is necessary for innovation processes This structural feature contributes to effective and rapid innovation processes, which are a major business strength shown in the SWOT analysis of Apple Inc Through this characteristic of the organizational structure, the company maintains strong innovation processes that support brand development and the use of premiumpricing strategies Apple Inc.’s Corporate Structure – Advantages, Disadvantages, Recommendations Strong Corporate Control The hierarchy in Apple’s organizational structure supports strong management control in the organization Theoretically, hierarchy empowers top leaders like Tim Cook to control everything in the organization Through the hierarchy, business functions and product-based groups are effectively controlled through the decisions of the CEO and other top executives This advantage of Apple Inc.’s corporate structure facilitates rapid and effective strategic management implementation, and helps in establishing coherence throughout the entire organization Limited Organizational Flexibility Apple’s corporate structure has the downside of low flexibility Hierarchy typically prevents lower levels of the structure to flexibly respond to current business needs and market demands For example, the company’s product-based divisions must wait for directives from the CEO or other top executives to proceed in implementing changes that address trends in the market for consumer electronics However, Tim Cook has already made slight improvements by increasing collaboration among different parts of the firm Such collaboration improves organizational flexibility Still, Apple’s organizational structure does not support rapid changes because everything must go through Tim Cook and the top management 1.3 What does Apple Inc provide for customers? Apple Computer, Inc is an American IT company renowned for its innovative but closed and proprietary software It creates, designs, manufactures, sells and supports personal computers and associated personal computing solutions for use in education, creative, consumer and business by customers The Personal Computing products of Apple Inc are made up of desktop and notebook PCs, related devices and devices, networking & connectivity products, and various hardware products from third parties The operating systems, professional application software, consumer-oriented application software, educational appliance software, corporate application software, Internet products and technologies, wireless connectivity and networking products are listed as their software products and computer systems It also has retail stores that also supply hardware and software products from third parties in addition to its own product line Apple Inc is a new company name Apple Inc historically had been known for nearly 30 years as Apple computers Inc which previously only concentrated on personal computers, software and computer apps But in the advent of technology and the ever-changing consumer need, they could develop into the consumer electronics market, adding a shift in their business It began by launching the handheld music players, popular for the iPods, and finally launched digital camera systems for smartphones, iPhones and AppleTVs The length of the Apple brand has has allowed customers in at least 42 countries to buy their goods, including Australia, Brazil, Germany and Taiwan As of today, Apple Inc has over 170 distribution locations in the U.S., Canada, Japan, Australia and the U.K Many goods are intended for these wide markets and demonstrate a steady rise in revenue and turnover Apple Computer Inc has in the past also experienced substantial losses as a result of the arguments of difficult personal computers, but it has still been possible to reassert itself by innovating its architecture in the market It gave you the benefit of making more personalized personal computers and specialized consumer electronics Along with the marketing campaigns to fill the market with discount outlets, this feature is open for computers from Apple to meet greater sales Both these milestones have been grounded to the people behind its activities, from architects and programmers to the sellers Around 20,000 employees are hired by Apple Inc It includes permanent and temporary workers worldwide who all support Apple's idea of "Think Different" as shown by their organization Human Resources policies of Apple Inc 2.1 Recruitment and Selection of Apple Inc 2.1.1 Recruitment and selection policies of Apple Inc Apple Inc has dedicated itself to equality and sustainability and is an equal opportunities provider We take positive steps to ensure that all candidates have equal opportunities regardless of ethnicity, colour, sexuality, orientation, sex or gender identity, national origin, disability, status as a veteran or other lawful protected elements 10 introduced, must rely upon the training requirements established so the organisation's goals are correctly identified and prioritised Apple Inc.'s collection of analysis for use means only one of the three must be used; Organizational analysis, Personal analysis or task analysis Organizational analysis includes the assessment of the adequacy of instruction, considering the organizational policies, available training tools and encouragement for training programs from managers and peers Personal analysis consists of deciding whether the lack of experience, expertise or capacity (a training issue) or motivational or work-design concern is responsible for the output of the shortcomings and determining who needs training and determining the readiness of employee for training Task analysis defines the main roles and information, abilities and habits that are necessary for the training of workers to perform their duties 2.2.2 Determining the Size of the Training Audience Another significant aspect is the standard of training The size of the training package chosen for Apple Inc will decide the quality of the evaluation, so begin by deciding the size of the future training pool a Quite casual methods of appraisal such as interviews, impressions and job samples will work well for a few participants of a single department b You can need to use somewhat more formal approaches or questionnaires for a group of 10-20 or for a cross-functional group c Larger groups are also tested by screening - in lieu of everyone using a few members Overall, working out which research to perform with Apple Inc can be a difficult challenge because there are many relevant items that can be considered depending on the goals and everything has to be prioritized seems to be However, using methods of appraisal like the analysis of the company document, interviews, conclusions or the dissemination of information questionnaires will help 2.2.3 Selecting the Appropriate Assessment Methods 13 Observations are often considered the most straightforward way of gathering requires evaluation results, even though the analysis of observations also includes a considerable amount of inference The most easy approach to gather data is to consider interviews interviews Questionnaires and focus groups can also be very powerful and effective The outcomes of interviews with conclusions and record reviews are sometimes necessary to review A questionnaire focuses on seven key skills: job, communication, staff, leadership, customer attention, business, review The measurement of the training requirements is achieved through a questionnaire Assessment Questionnaires: Please score the importance of the following skills by using 1=not important and 9=very important WORK SKILLS RATE a Look for and use continuous and enhanced learning resources b Responds to organisations that change c Predicts unintended challenges or obstacles to a mission COMMUNICATION SKILLS a carefully approaches the sharing of ideas/understands b Provides essential presentations c Listens closely PEOPLE SKILLS a Shows confidence in the skills and abilities of others b Recognizes and honors people for doing their very best RATE RATE c Constructively, it attracts feedback and recommendations from others LEADERSHIP SKILLS a Motivates others to meet corporate targets b Encourages people to produce success and keep them responsible for acts c Provides transparent, positive and actionable feedback to those that can be used CUSTOMER FOCUS SKILLS a Considers customer's point of view when making choices b Is successful in meeting consumer needs c Pursue the right customer-focused answers that add value to the market 14 RATE RATE BUSINESS SKILLS RATE a Able to coordinate capital to suit the company's business needs b Understands the prices, revenues, markets and value-added of problems c Focuses on consumer demands ANALYTICAL SKILLS a Pick the necessary analytical techniques b Interprets financial data, accounts, balance sheets and cash flow analysis c Generate alternative solutions to problems and issues RATE Another successful approach to recognize preparation requirements is by a study of company records Which provides a more systematic framework for identifying the precise region that requires a solution or disciplinary intervention which can be used to define areas with low performance improvement needs Documentation analysis, e.g looking at staff reports, may offer valuable evidence on the evaluation of requirements Of instance, in certain cases, it might be difficult or impossible to access the requested information Examples of records that can be checked in the Apple Inc archives include: Reports on Unit Efficiency Customer Happiness Report Reports of correspondence survey Report on competition analysis At this point, Apple used the survey method to be able to gage the interests of most workers within the company The technique that can be used is sampling for all divisions of Apple, which means that the survey can be carried out by representative groups from each branch The form of the survey is as follows: TRAINING NEEDS SURVEY FORM Apple Inc 15 Department: _ Job Title: Seniority: What fields would you like for the training programs listed below? Choose the top three Conflict Supervisor Skills Affirmative Action Management Technology Stress Management Work Life Issues Recruitment Hiring and firing practices Customer Care Sexual bullying Strategic Planning Performance Management Awards and Appreciation Organizational Skills Others (Please specify.) How important are the following training topics? (Please check.) Training Topics Very Important So me wh at Not Im po rt an t Sure Grievance Procedure Employee Performance Management Customer Service Skills Workplace Ethics Conflict Management Strategic Planning Organizational Skills Hiring and Firing Procedures Presentation Skills Et al 2.2.4 Identification of Training Needs based on Data Analysis 16 Not Not N o wImportant Training criteria for Apple Inc were focused on the three assessments used, which included appraisal questionnaires for employees' various qualifications, the structured basis for record analyses of the business and employee data, and ultimately, the form of the Training and Improvement Survey for representative persons per department The next move will be to determine which preparation needs should be selected, assuming that the questionnaires and survey forms were already given to the target group The details should be collected against the results of the analysis of the paper Any action performed within the corporation can lead to the achievement of these targets However, whether or not such a strategy exists, you would also need to consult with line managers to determine the main and secondary strategic priorities being evaluated with the business organization The training standards for Apple Inc are more likely to concentrate more on general, technological and soft skills training that will allow them to fulfill the company's business goals It should be remembered that those that are critical and still have strong respect for personality are the character of the employee that the organization wants They can be as versatile as the prototypes they produce for their items 2.2.5 Training and Intervention Strategies Training may be described as having accessible to workers scheduled and organized training programs in educational, technological, or other areas that are or may be correlated with the job duties of the employee Training can be achieved through a range of methods that are educational or instructional in nature, such as classroom training, e-learning, and technical conferences Education, standardized on-the-job learning opportunities, and schooling are typically considered to involve growth Experiences like counseling, mentoring, or rotational tasks should be used in growth projects The basic purpose of training and growth activities is to help the agency accomplish its mission and priorities by enhancing the success of individuals and, eventually, organizations 17 It has been said that the purpose of the Preparation and Improvement Program's investigation section is to develop a development plan This is why the recognition of preparation needs does not always ensure that Apple Inc is now learning from this It will serve only as a warning to look at the weak points and come up with the right answer for the supervisors, and in this situation it is the actual selection of the preparation and improvement curriculum and the approach that can be used to produce the best performance In deciding what teaching approach to use, there are two ways that can help Next the commitment of the organization should be tested after the identification of the training needs and therefore with the workers as to how much they will go with the project Their budget, time and appreciation of the project as urgent and significant for them and for the business will be confirmed For both of these, management will now look for the most effective approaches based on their determined business role and there is obviously a lot to choose from depending on the management's reach, budget and time allowed It can be tailored to the needs of training and can be taken from the list below: TYPE OF METHOD Training Sessions Career Management Systems Organizational Development Intervention Activities System Redesign EXAMPLES Traditional Classroom Simulations Self-Managed Strategies Performance Opportunity Self-assessment Programs Mentoring Systems Action Planning Team Building Inter-group Activities Survey Feedback Activities Education and Training Activities Structural Activities Process Consultation Blake-Mouton Grid Activities Third Party Peacemaking Coaching and Counseling Career Planning Goal Setting Search Conferences 18 Confrontation Meetings Strategic Planning The next choice is to get the participants' general opinion It will be better to perform a survey among the participants based on the established training need for the case of Apple Inc training audience to be able to decide the best type of training to hire The table below shows a sample survey which can be used Instruction: Please rate the method of training you feel would be most effective to achieve your learning goals: (Please check) Not Very Effective Somewhat Effective Very Effective Classroom Video Online Workshops Computer-based Training Web Conferencing It will assist the management to match the reach, budget and time with the most relevant training approach preferred by the training audience from this survey which will also act as a test to assess which is the most efficient for the training audience In the very least, it will help minimize attempts to consider the preparation or prevention technique to be used In a way, as there are direct details to be used as a guide for the choice, it can cater to many benefits and it also offers flexibility since many choices have been provided It will be just to maximize the services depending on the needs of the training 2.2.6 Cost-Benefit Analysis for the Training and Development Program Since defining the training criteria for Apple Inc and deciding the best form of training, the most reasonable thing to next is to perform a cost-benefit study The idea here is to clearly add up and weigh all the costs involved in carrying out the evaluation of training requirements and the overall costs of the real training and growth of the training audience relative to the predicted performance A fair costbenefit analysis depends primarily on the correct detection before preparation and 19 implementation of the effects of the reforms or the proposal Examples include reduced rejection contributing to better productivity rates, quicker operations due to the deletion of the system's obsolete systems, substantial cost reductions due to new equipment purchases, among numerous more examples Only in this case may we confirm explicitly that there have been changes in the procedure, reduction of errors in the process, or clearly that there have been more gains than costs In the case of Apple Inc., the cost-benefit criterion means that the anticipated potential gains can outweigh the expected additional costs when a system is updated Many times, because of subjective factors such as human incentive for work, spiritual boosts and morale at work or even the likelihood of a team achieving a degree of improved decision-making, the gains are impossible to quantify Both of these examples are considered positive advantages, but there would be ambiguous assessments of their effect on real costs This is sometimes the explanation for reluctance to implement new proposals or vigorously endorse training and improvement projects because the apparent gains not outweigh the obvious costs of collecting and analyzing the data plus the actual training It is a serious decision that the management of Apple Inc should take before accepting the execution of the study of training requirements and standardized training In carrying out a needs evaluation, it is therefore easier to suggest a potential strategy that will include the prospect of the eventual consequence of the evaluation In such a situation, consistency should be sufficient in the different potential situations and possibilities for solutions only if improvements to the program are not asked for 2.2.7 Training and Development Program Evaluation Specific Outcomes Expected from the Training and Development Program This will usually inspire and enhance their efficiency and successfully enforce this programme These are the simple findings that can be expected, but details about how preparation and growth effort has helped to increase efficiency, minimize costs or strengthen ability to address current and new change problems is very hard to establish or to find Evaluations are also discussed in terms of stages of preparation 20 and growth systems One model is typically made up of five evaluation stages that calculate (1) the training program's pupil response, (2) adjustments in the skills, qualifications or abilities of employees; (3) on-the-job change in conduct; (4) the curriculum or organisation's consequences effect of preparation and (5) the investment yield Method of Evaluating the Effectiveness of the Training and Development Program If you have been able to accomplish the goals, your effectiveness in the Preparation and Growth program is immediately justified Logically when preparation was carried out to fulfill the training needs defined The immediate method of measuring the success of the curriculum is by offering a training assessment form shortly after the initial training It receives reviews An example of the following is shown: TRAINING EVALUATION FORM Apple Inc Course Title: Participant: Check the box which best describes each object on the basis of your assessment ITEMS DESCRIPTIONS RATING Excellent Good Fair ON TRAINORS / FACILITATORS Inter-personal skills Communication sills Knowledge of subject matter Ability to arouse interest and sustain participation ON THE SEMINAR 21 SUGGESTIONS FOR IMPROVEMENT Clarity of course objectives Effectiveness of Training Methodology Used Handouts quality and quantity Learning from the workshop activities Relevance of the workshop OTHER TRAINING FACTORS The venue and training facility Time allotment for each topic Accommodations Service Quality OVER-ALL RATING OF PROGRAM 2.3 Why working at Apple is a dream job for employees? Apple developed a comprehensive and affordable compensation program for its full-time workers by combining the four cultures and understanding the value of employee happiness Any of these include: wellness, dental care, eye insurance, life insurance, disability insurance, 401K package, purchasing plan of employee inventory, motherhood and paternity vacation, paid off, sick days, paid weekends, discounter for employees, gym members, transport service and training Apple offers diversity network associations (DNAs), where workers may link to build a sense of belonging and trust Examples include: American Employee Association, Apple Jewish Association, Amigos@Apple, Pride@Apple, Women@Apple Exemplar of the following DNAs include: Apple employees in the supply chain earn particular professional growth incentives, in addition to full-time employees who receive income and network groups The Supplier Education and Growth Workforce (SEED) software was created by Apple 22 Apple maintains workshops in provider buildings where staff attend free classes in topics as varied as programming skills, graphic design, English, and the management of human resources The work environment of Apple is assessed as a dream career for most people The second importance of Apple is education Apple claims it provides new possibilities for personal education by inserting Apple goods in a classroom, and it aims to encourage everybody to codite Apple joined the Related campaign of President Obama and promised $100 million to bring teaching and learning solutions to 114 colleges Every pupil, every teacher was donated an iPad, and Apple gave every class a Mac and iPad and an Apple TV Apple has now introduced a planning, continuing preparation and guidance curriculum so that any school can explore technical advantages Apple gives its teachers tips, lectures, stories and other resources through its website in addition to joining forces with Linked Apple feels that everyone must have coding skills and developed swift playgrounds and other learning resources that teach people how to code and make their ideas come true What can be learnt from those policies of Apple Inc? 3.1 The weaknesses of Human Resources policies of Apple Inc that need to improve 23 The downside to Apple's organizational structure is poor versatility Hierarchy usually prohibits lower levels of the hierarchy from responding flexibly to current company requirements and consumer demands For example, the product-based departments of the organization must wait for directives from the CEO or other senior management to introduce changes that resolve developments in the consumer electronics industry However, Tim Cook has also made small changes by growing cooperation between the various sections of the business This partnership increases corporate stability Currently, Apple's corporate system does not embrace quick transition, so everything needs to go through Tim Cook and top management It is shown in some reports that workers have had to look after their careers as an enterprise that does not have a proper talent monitoring scheme Management did not worry for the needs of other workers, recognizing their hard work The creative product innovations of workers have never been approved by the company Although the early stage workers were praised for their efforts, e.g those who worked for Mac had their name etched on the interior of the machine case But later, that wasn't the practice According to some reports, there was unfairness in the advancement and overall handling of workers in Apple Apple worked to the marrow of its staff, but did not honor their hard work and commitment Only the top leaders have been compensated In Apple, the evaluation is not based on the commitment to the team and the assistance of others, but rather on individual exemplary results Reward is not focused on team success and commitment, but rather on individual performance and individual initiative The top management appears to be satisfied with Apple's salary Lower-level workers not earn bonuses or salary raises And lower-level managers not get a stock option as they work 60 hours a week Pfeffer (1998) suggests that gains will also be made at higher wage rates if the correct pay format is used, such as earnings sharing, stock options and skills pay (Price, 2007) As workers believe they're reasonably compensated, they'll demonstrate more dedication The management of Apple must pay heed to this It is critical for every 24 HRM to match its payment agreements and broader incentive schemes with its business objectives Apple has been blamed for working excessive hours Employees are trying to reconcile jobs and home life, and Apple has been accused of showing little respect for family life Even the corporation was sued by its workers on the basis that it had broken California labor law 3.2 The strengths can be learnt from Human Resources policies of Apple Inc The power of Apple's workforce is behind its growth The key factor behind its sustained success and outstanding results in the industry is the human resources policy adopted by the organization Apple has some major talents and the team is fitted with the latest approaches to talent management This means that the organization recruits skilled employees and keeps them Apple has been a pioneer in the manufacturing of consumer goods, with brilliant skills and powerful management ability The aim of the HRM is to increase Apple's return on equity and reduce financial risk Both Apple Human Resource Managers are efficiently, reliably, lawfully and equally accountable Apple's HRM-related factors were listed as follows: Recruitment: by analyzing machine based expertise, Apple recruit staff Directorates employ the boss, whatever their background, who blends in perfectly with the atmosphere of the business Fair chance: the Corporation creates equal jobs for all workers and encourages equity within the organization Employee pay: the business gives its workers a full variety of incentives and offers extremely fair compensation Recognition: in 1995 the Organization developed the Fellowship program in order to reward the most effective and hard-working workers Conclusion It is clear that Apple has many positive ideas that are strength for the company, including solid management, leadership, professional and committed human 25 resources However, it is also clear that the company's general business ethos is out of date, marked by a lack of morality and a lack of cohesion of people with the operational strategy Changes in corporate culture are also critical and should be imminent for sustained long-term sustainability It can be shown that Apple needs to make several improvements that will bring the business from “one man show” to systematic practice in the near future The current staff of Apple is made up of 35.000 workers globally, but this figure is inevitable to rise in the future, and without a proper human resources plan and policies, it would be impossible to maintain a diverse and massive workforce Future leaders and administrators need to develop a standard HRM policy that is consistent with the corporate plan to resolve all emerging HRM problems References Anon (2002) “Transformational leadership; Organizational change; Management styles” Review of Transformational leadership in the context of organizational change by Eisenbach, R et al (1999) Anon (2008) “Leading personalities” Review of The trouble with Steve by Elkind, P (2008) Bovin, C & Roch, J (2006) “Dominant organizational logic as an impediment to collaboration” Likert, R (2009) Management Operations Harlow, England: Pearson Education Price, A (2007) Human Resource Management in a Business Context 3rd Edition, London, UK: Cengage Learning EMEA rdi (2010) “Managing the Human Resource Manual” Redman, T & Wilkinson, A (2009) Contemporary Human Resource Management Text and Cases Torrington, D et al (2008) Human Resource Management 7th edition Harlow, England: Pearson Education 26 Fedorova, A., Koropets, O., & Gatti, M (2019, May) Digitalization of human resource management practices and its impact on employees’ well-being Lordkipanidze, R (2019) Our Innovative Joys of Epoch: New York-Big Apple and iPhone-as well Apple Schaarschmidt, M., Homscheid, D., & Kilian, T (2019) Application developer engagement in open software platforms: An empirical study of Apple iOS and Google Android developers Sharma, Vaishali & Sharma, Jyotsana (2018) Organisational Innovation through HR Practices: A Review Based Analysis Voukaris.A (2019) Analyzing Employee Reviews: Google vs Amazon vs Apple vs Microsoft Vozz S (2017) Why employee at Google and Apple are more Productive 27 ... 26 ANALYSIS OF HUMAN RESOURCES POLICIES AT APPLE INC Introduction of Apple Inc 1.1 A brief history of Apple Inc As we may know, Apple Inc is an American multinational corporation that designs... come true What can be learnt from those policies of Apple Inc? 3.1 The weaknesses of Human Resources policies of Apple Inc that need to improve 23 The downside to Apple' s organizational structure... Evaluation 20 2.3 Why working at Apple is a dream job for employees? 22 What can be learnt from those policies of Apple Inc? 23 3.1 The weaknesses of Human Resources policies of Apple