Johnson & Johnson Company Human Resource Management Model

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Table of Contents

Introduction
Strategic Human Resource
Model human resource strategic planning
Conclusion
References

Introduction

Human resource management is the function within a business organization that focuses solely on its people. It can be said to be the strategic approach to the supervision of a business organizations most valuable entity, its people.

Human resource management is therefore the management arm that is concerned with the concept of enabling the workforce, developing of the employee talents and abilities with the focus being on developing a mutual and fulfilling relationship between the management and staff (Triant Flouris, 2010).

Corporate governance determines that the relationship between the different stakeholders is maintained. To ensure this every department runs smoothly alongside each other (NERAM, 2009).

This paper analyses the Human resource management model employed by Johnson & Johnson. At Johnson & Johnson the company’s mission and goals are expressed through the company’s credo. This document has been developed throughout the sixty years the company has been in existence.

The document is a simple, single page document that has provided guidance to the fulfillment of the company’s responsibility to its employees, customers, its stakeholders and society at large.

The mission for its human resource component is contained in the credo and it states in part:

“The company is responsible to its employees; these are the men and women who work with the company throughout the globe. Every employee must be considered and treated as an individual. We must respect their decorum as well as recognize their value. Employees must have a sense of security on the job they do. Reward must be proper as well as adequate, and the working environment clean, in proper order as well as safe.

The company must be must be considerate of means to assist its employees fulfill their responsibilities. The company will encourage creativity, employees are free to make suggestions as well as lay complaints. There must be fair prospect for employment, improvement and progression for those competent. The company must provide capable management, and the company’s actions must be fair as well as ethical.”

This value summarizes the company’s human resource management approach, where the employee is recognized as playing a major role in the execution of the organization’s goals.

The company recognizes that it is responsible to its employees, to respect their dignity as well as recognize their merit on the achievements made. It recognizes the responsibilities their employees have to their families and to the society in general. It recognizes that employees must have a sense of security in their jobs. It allows the employees to be creative and make suggestions as well as complaints.

The company’s management approached is summarized as entrepreneurial in nature, highly decentralized that anticipates the needs of the customer and is conscious of delivering good quality solutions to challenges. The company is broadly based in different parts of the world.

This provides the company with a local impact on the different customer segments. The management approach encompasses satisfaction of customer needs, the need for development of scientific knowledge and application of new technologies over time.

The decision approach at Johnson & Johnson is highly decentralized with each of its subsidiaries operating independently. Although each unit operates in a different setting it has unlimited access to technical know-how as well as resources of a large organization. The subsidiaries operate as strategic partners and are in constant communication with one another.

This paper focuses on the function of human resource management to an organization. It seeks to establish the relationship between the management of the workforce and an organizations goals and objectives. It reviews the probability of success or failure to of such a measure and the risks associated with it.

Strategic Human Resource

Strategic human resource has been described as the strategic alignment of the human resource function with the goals and objectives of the organization (Embrey, 2000). This demands that the human resource component be aligned the organizations goals and objective. This paper reviews the strategic human resource component employed by the company, Johnson and Johnson.

Johnson & Johnson have as part of their credo values people and values segment. The company recognizes that its people and values are indeed its greatest assets. It recognizes that every invention, scientific invention, and products are brought forth by people. It’s the values established in the credo that help to attract as well as retain talent.

To manage people effectively there is need for a management framework in place to guide the implementation of strategically managing the human workforce. This can be summarized in a number of broad objectives such as the application of financial guidelines, assessing the organizations needs, planning for it, allocating resources for each and finally reviewing performance of each component.

Strategic management begins by first analyzing the needs of the organization. In identifying the particular needs of each department of the organization then it is possible to determine the course of action. This demands proper documentation and distribution of resources.

In applying the economic guidelines upholds the principle of living within ones means. Planning for anything in the corporate world demands that one should budget for each activity. Strategic human resource management starts off with the identification of areas that strategic management can be applied (NERAM, 2009).

Planning and resource management is important in implementing policies for human resource. Planning is important in determining the method of execution for human resource management. This is important in improving efficiency of any business organization. At Johnson and Jonson the organization recognizes the need for inclusion of different cultures in their human resource component.

This is exemplified in the company’s credo values that encompass the company’s value system and objectives. The company in planning for its human resource component recognizes that there is a wide difference in the age, gender, or race and other diverse backgrounds. The company recognizes that such differences are important and help to instill the company values.

Model human resource strategic planning

Shows the relationship between different components of human resource and how strategic planning can be implemented

Figure 1. Shows the relationship between different components of human resource and how strategic planning can be implemented.

The above chart shows how different components of human resource can be classified and how each plays a role in ensuring the goals of the organization are realized. In areas such as recruitment can be classified into appointment and selection procedures.

These two are the major areas that can be used to implement strategies of human resource development. Human resource management planning can be implemented through training and development of an organizations staff. In training employees can be made aware of the company’s goals and objectives.

Performance management as a component of human resource management can be used to motivate the workforce. Performance appraisal is also a means of implementing strategic human resource strategies. This is important in providing guidance for the employees as well as the organization.

Employee relations are an important component of any business organization (KPMG, 2000). To ensure that the goals of an organization are realized it is important to put into account the welfare of its employees. Effective human resource depends on employee job satisfaction as well commitment to the realization of the organizations goals and objectives. At Johnson & Johnson the company incorporates employee relations in its core values.

Conclusion

This paper has reviewed the impact of strategic management and its impact in the overall realization of an organizations objectives and goals. The case study is based in the economic model of the company, Johnson and Johnson. This company summarizes its goals and objectives in a single document titled the credo.

The company’s mission for its human resource component is contained in the credo and it states in part:

This paper recommends that more empirical research findings on the implementation and findings of the impact of strategic human resource on the achievement of an organizations goals and objectives. The importance of human resource cannot be over emphasized.

The examination of the relationship between human resource management and other functions of an organization such as finance and legal department is vital. A further examination and research to the area is recommended.

References

Embrey, D. (2000). Perfomance Influencing Factors (PIFs). Introduction to PIF’s, Human Reliability Associates Ltd. Web.

KPMG. (2000). Understanding ERM-An emerging model for building shareholder value. Web.

NERAM. (2009). Basic frameworks for risk management. Web.

Triant Flouris, A. K. (2010). The Risk Management Framework to Strategic Human Resource Management. International Research Journal of Finances and Economics , 13.

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