ELECTRONIC ASSIGNMENT COVER SHEET

Course/Unit Information

Course Girne American University MBA Program

Unit Name Human Resource Management and Leadership

Unit Code HR7041

Unite Type Mandatory Module

Instructor Information

Name John Flores

Email [email protected]

Assignment Information

Full/ Part Assignment Full

Assignment Issued 11TH OF April 2021

Assignment Due 01st of May 2021

Student Information
(To be filled by the student prior submitting the assignment)

Name Grace Olamide Adeyemo

Student ID ONL4132101A01

Email [email protected]
 STUDENT DECLARATION

I Grace Olamide Adeyemo hereby confirm that this assignment is my

own work and not copied or plagiarized. It has not previously been submitted as part of any
assessment for this qualification. All the sources, from which information has been obtained for this
assignment, have been referenced as per Harvard Referencing format. I further confirm that I have
read and understood the Westford rules and regulations about plagiarism and copying and agree to
be bound by them.

Declaration Date of Submission


01/05/2021
Tick the box to agree
 GENERAL GUIDELINES

(Please read the instructions carefully)

1. All assignments must be submitted as an electronic document in MS Word to the LMS.

2. Use Font Tahoma 10 with line spacing 1.5 and justified alignment.

3. Assignment submissions are subject to the University Policy. Only one REDO attempt
is allowed. Non submissions are subject to fines.

4. A mandatory attendance requirement of 75% and/or a minimum of 50% under

extenuating circumstances approved and ratified by the Academic Director.

5. The assignment should not contain any contents including references cited from
websites like www.ukessays.com, www.studymode.com, www.slideshare.net ,
www.scribd.com.

6. Learners can refer Wikipedia as a source of information, but the references cited in
Wikipedia has to be mentioned.

7. Submit the assignment in a MS Word document with the file name being:
First Name Abbreviation of the module_First Name Second Name
Example: MP_Charles Smith
 QUICK CHECKLIST BEFORE SUBMISSION

 Cover page duly filled.

 Adherence to the deadline of submission date.

 Original cover sheet and format retained.

 Student information and signature intact.

 Font style and size used as instructed.

 Harvard Referencing Style is strictly followed.

The following grading criteria will be applicable for the course.

Marks Grade

70 to 100 A - Distinction

60 to 69 B - Merit

50 to 59 C- Pass

40 to 49 Fail with Resubmit

0 to 39 Fail with Retake

 ASSESSMENT CRITERIA

HR7041
Module Code Master’s
Human Resource Management &
& Title Level
Leadership

Learning Outcomes

LO 01- Appraise human workplace performance by analyzing different HRM

practices, functions that help in meeting the strategic goals of the organization
 AC 1.1: Critically discus & evaluate the purpose of HR functions and their
LO 01 implications in achieving business goals. Discuss impact of HRM practices in the overall
performance of the organization.
 AC 1.2: Assess and evaluate how the functions of HR can provide the right talent
and skills to meet organizations objectives
LO 02- Evaluate the scope of HR and leadership to better define future
implications for organizations in context to the changing business landscape.
 AC 2.1: Critically evaluate the scope of different HRM practices within an
LO 02 organization and its advantages for both the employee and employers. As well as
implication of HR practices in terms of organizational productivity and profitability
 AC 2.2: Evaluate Leadership styles and critically discuss its advantages and
disadvantages of these styles in your organization

Assessment Type

Portfolios Marks Marks Achieved

Task 01- Report (A&B) 80
Task 02- Presentation 20
Overall Marks 100
Overall Grade Pass/Merit/Distinction

Summative Feedback
Overall Feedback on current work with emphasis on how the student can further improve in future.

Task 01- Report

Task 02- PPT

 ASSIGNMENT BRIEF

Assignment Task 1: [80 marks]-Word Limit 3500 words

Part A [40 marks]

Discuss HRM practices in your organization or any organization that you worked or familiar with.
Critically evaluate if the HRM practices are align to your overall business objectives and discuss its
impact on overall organizational performance. Critically review and evaluate the HR process in your
organization and how it can be improved to meet specific business challenges and overcome them.

How workforce planning, Recruitment & Selection practices or method in your organization can
provide the right talent and skills to meet organizations objectives? Identify any HRM practices and
their impact on organizational productivity and profitability in your chosen organization. Critically
analyze the outcomes of the specific practices and evaluate its effects to employee and employer.

Part B [40 marks]

Critically discuss and analyze any two leadership styles its advantages and disadvantages in the
context of your chosen organization. Select and justify the most conducive leadership style that can
influence a positive work performance in your company with discussion and critical reflection on
why you think it is so.

Assignment Task 2: [20 marks]

Prepare a power point presentation (limit to10-12 slides total) on any one function of HRM in your
chosen organization and present it in the class with relevant examples. The presentation will be of
the duration of 15 minutes (10 minutes for the presentation and 5 minutes for the Q&A). You will be
evaluated on the content, delivery, and interaction.

PRESENTATION GUIDELINES AND TIPS:

● Do not include video(s) and animation in your ppt.

● Try to use bullet points and keep it short.
● Photos can also be used to tell a story or help explain a point.

GRADING AND RULES

7-10 slides on PPT

10 minutes to present.
5 minutes for a Q and A session
 You will be scored out of 15 with the marks distributed as follows:

PPT Presentation Skills

Content
Quality of (Confidence,
(Is the information Interaction/Q&A Total
design, layout, communication Skills,
relevant and
images, overall Posture, Voice
sufficient)
appeal) Modulation)

5 Marks 5 Marks 5 Marks 5 Marks 20 Marks

An important Caveat: If your slides include extensive content then you are likely to go over
your time. It is recommended to stay with bullet points and give an overview of them.
Sometimes it might not be required to detail everything line by line, but to give an overview
and speak around the data. This requires practice but the approach will help you in
delivering future presentations.

Important note: The Presentation should be submitted on LMS along with the assignment.
TABLE OF CONTENTS
EXECUTIVE SUMMARY...................................................................................................................9

1. INTRODUCTION...................................................................................................................10

2. HUMAN RESOURCES MANAGEMENT PRACTICES IN GOOGLE..................................................11

I. HR PLANNING, JOB ANALYSIS & DESIGN...........................................................................11

II. RECRUITMENT, SELECTION, RETENTION.......................................................................12

III. TRAINING, PERFORMANCE MANAGEMENT.....................................................................13

IV. COMPENSATION, CAREER DEVELOPMENT......................................................................13

2.1 THE ALIGNMENT OF GOOGLE HRM PRACTICES & ITS BUSINESS OBJECTIVES.................14

2.2 THE IMPACT OF GOOGLE HRM PRACTICES ON ORGANIZATIONAL PERFORMANCE..........14

2.3 HR PROCEES IN GOOGLE & WAYS TO IMPROVE GOOGLE HR PROCESS...........................15

2.4 HOW HR IMPROVED PROCESS CAN SOLVE BUSINESS CHALLENGES AT GOOGLE.............15

2.5 HRM PRACTICES & THEIR IMPACT ON GOOGLE’S PRODUCTIVITY (EMPLOYEES) &
PROFITABILITY (EMPLOYER)....................................................................................................16

3. LEADERSHIP AT GOOGLE.....................................................................................................17

3.1 DEMOCRATIC LEADERSHIP STYLE, ADVANTAGES & DISADVANTAGES............................17

3.2 TRANSFORMATIONAL LEADERSHIP STYLE, ADVANTAGES & DISADVANTAGES................18

3.3 MOST CONDUCIVE LEADERSHIP STYLE FOR POSITIVE WORK PERFORMANCE.................19

4. RECOMMENDATIONS & CONCLUSION...................................................................................20

REFERENCES...............................................................................................................................20

APPENDICES...............................................................................................................................22

A. KIRKPATRICK TRAINING MODEL.......................................................................................22

B. GOOGLE’S BUSINESS OBJECTIVES....................................................................................23

C. HRM PESTLE ANALYSIS....................................................................................................24

D. TRANSFORMATIONAL LEADERSHIP THEORY.....................................................................25

EXECUTIVE SUMMARY

HRM is concerned with the human beings in an organization. “The management of man” is an
especially important and challenging job because of the dynamic nature of the people. No two people
are similar in mental abilities, tacticians, sentiments, and behaviors; they differ widely also as a group
and are subject to many varied influences. People are responsive, they feel, think and act therefore
they cannot be operated like a machine or shifted and altered like template in a room layout. They
therefore need a tactful handing by management personnel.” (Dr.S.Ganesan, 2014) The principal
component of an organization is its human resource or ‘people at work’ therefore practices need to be
put in place to ensure that the people are guided.

This research will focus on the human resource practices at Google highlighting how the practices
aligns with the business objectives and contributes to the organizational performance of the
employees at Google. Also, this research will point out the leadership style at Google and
comprehensively evaluates how the leadership style has helped the organization to reach its peak.

The combination of Google’s HR management approaches for forecasting, identifying issues with
surplus and shortage of employees, and balancing of human resource supply and demand effectively
supports the human resource needs of the firm. Google uses conventional methods and techniques
together with advanced information systems to analyze human resource data to support human
resource management decisions. Also, there is an extraordinarily strong link between the HRM
practices at Google and the leadership style which has helped both the employer and the employees
at Google. The employer is sure of profitability due to the practices and styles put in place to help the
employees maximize their productivity level. The HR planning, recruitment, training, compensation,
and career development have a strong impact on the employee’s performance which directly impacts
the organization’s performance, and now, Google is ranked as one of the best organizations to work
worldwide.
1. INTRODUCTION
Overview of Google

Google LLC is an American multinational technology company that specializes in Internet-related

services and products, which include online advertising technologies, a search engine, cloud
computing, software, and hardware. It is considered one of the five Big Tech companies along
with Amazon, Facebook, Apple, and Microsoft.

Google was founded in September 1998 by Larry Page and Sergey Brin while they were Ph.D.
students at Stanford University in California. Together they own about 14% of its shares and control
56% of the stockholder voting power through super-voting stock. Google was incorporated in
California on September 4, 1998. Google was then reincorporated in Delaware on October 22, 2002.
In July 2003, Google moved to its headquarters in Mountain View, California, nicknamed
the Googleplex. The company became a public company via an initial public offering (IPO) on August
19, 2004. (contributors, 2021)

Mission: Our mission is to organize the world’s information and make it universally

accessible and useful. (Google, 2021)

Commitment: Committed to significantly improving the lives of as many people as possible. (Google,
2021)

Workplace Culture

On Fortune magazine's list of the best companies to work for, Google ranked first in 2007, 2008 and
2012, and fourth in 2009 and 2010. Google was also nominated in 2010 to be the world's most
attractive employer to graduating students in the Universum Communications talent attraction index.
Google's corporate philosophy includes principles such as "you can make money without doing evil,"
"you can be serious without a suit," and "work should be challenging and the challenge should be
fun."

Google's employees are hired based on a hierarchical system. Employees are split into six hierarchies
based on experience and can range "from entry-level data centre workers at level one to managers
and experienced engineers at level six." As a motivation technique, Google uses a policy known
as Innovation Time Off, where Google engineers are encouraged to spend 20% of their work time on
projects that interest them. Some of Google's services, such as Gmail, Google News, Orkut,
and AdSense originated from these independent endeavours. In a talk at Stanford University, Marissa
Mayer, Google's Vice-President of Search Products and User Experience until July 2012, showed that
 half of all new product launches in the second half of 2005 had originated from the Innovation Time
Off. (contributors, 2021)

2. HUMAN RESOURCES MANAGEMENT PRACTICES IN GOOGLE

HR practices involve the strategic operations of HR. They form the foundation and guidance for
managing the company’s employees and should coordinate with the executive business plan.
(Perucci, 2018)

Google is not just known for its innovative breakthroughs in the technology front but is also known
for its unique culture and innovative human resources (HR) policies. In a survey conducted by
BusinessWeek magazine, Google was the most sought-after company by college students, MBAs,
women, engineers, and diverse individuals. Google ranked 1st on the 10th annual '100 Best
Companies to Work For' list of Fortune, a well-known international business magazine. HR practices
at Google is named 'People Operations', which is designed to underline the fact that it is not a mere
administrative function but ensures the building of a strong employee-employer relationship. Google's
HR practices clearly reveal the impressive results of the company's approach, which help in increasing
employee productivity. The case facilitates discussion on whether the 'Best Place to Work For' culture
at Google is to really attract and motivate the employees or if it is with a business motive. (John, et
al., 2008)

Google’s human resource management involves different strategies to address the workforce needs
of this diversified business organization. This diversification imposes significant challenges to human
resource managers of the company. Nonetheless, there are certain HRM approaches that are
generally applied to different areas of Google. 

I. HR Planning, Job Analysis & Design

II. Recruitment, Selection, Retention
III. Training, Performance Management
IV. Compensation, Career Development

I. HR PLANNING, JOB ANALYSIS & DESIGN

Google’s Human Resource Planning

 Human resource managers at Google use trend analysis and scenario analysis for forecasting.
Trend analysis is a quantitative technique that allows the company to predict possible HR
demand based on current conditions and changes in the business. Scenario analysis is
Google’s qualitative technique for forecasting HR demand.
  Google’s human resource management identifies possible surpluses and shortages through
forecasting techniques. Thus, the company’s human resource planning includes forecasted
surpluses and shortages of human resources for recruitment and scheduling.
 Google’s human resource management faces minimal problems when it comes to balancing
HR supply and demand. Google uses a flexible strategy where new employees are hired
based on forecasts of human resource needs.

Google’s Job Analysis & Design

 Google’s organizational design enables the company to flexibly address human resource
needs. The interconnections in the firm’s matrix organizational structure allow human
resource managers to easily identify cross-linkages among different parts of the organization
and use this information for the processes of job analysis and design. 
 Google uses a combination of worker-oriented job analysis methods and work-oriented job
analysis methods. However, the company emphasizes the use of work-oriented job analysis
methods in jobs like those in research and development, as well as jobs in product design
and manufacturing. 
 Google has highly varied job descriptions and specifications because of the large size of the
organization.
(LOMBARDO, 2017)

II. RECRUITMENT, SELECTION, RETENTION

Google’s Recruitment Practices

 Google uses a mixture of internal and external recruitment sources to maintain the adequacy
of its human resources. The company uses promotions, transfers, and trainees/interns as the
main internal recruitment sources for HR needs. The external recruitment sources at Google
include educational institutions and respondents to job advertisements. 
 Google uses indirect methods and direct methods of recruitment. These indirect methods
include advertisements on the company’s website. However, Google’s uses direct methods in
the form of contacts with potential interns and future employees through academic
institutions. 

Google’s Selection Process

 The most significant criteria used in Google’s for the selection of applicants are smartness,
creativity, drive for excellence, and alignment with the organization.
  The company’s selection process involves background checks, preliminary screening, on-the-
job tests, and interviews. 

Google’s Employee Retention Programs

 Google’s compensation packages are the main HRM tool that the company uses for retaining
high-quality human resources.
 The typical design of the company’s offices emphasizes fun and creativity, which attract and
retain creative and innovative workers.
 Use of coaching and mentoring to retain and develop employees with leadership potential.
(LOMBARDO, 2017)

III. TRAINING, PERFORMANCE MANAGEMENT

Google’s Employee Training

Google’s human resource management practices cover effective employee training programs. The
company uses appropriate needs analysis to design training programs aimed at supporting an
innovative workforce. The training programs and their results are regularly evaluated to ensure that
they meet Google’s human resource needs.

Kirkpatrick’s model assesses the effectiveness of training programs at four levels:

(1) response of the trainee to the training experience (including training experience).

(2) the learner’s learning outcomes and increases in knowledge, skill, and attitude towards the
attendance experience (how much attendees learned the content after training).

(3) the students’ change in behavior and improvement (whether the learning transferred into practice
in the workplace); and

(4) results (the ultimate impact of training)

Google’s Performance Management Practices

 Google’s performance planning efforts address different dimensions of its human resource
management, including customer service, communication, support for diversity, and problem-
solving abilities.
 Google’s HR management uses different sets of measurements and standards for its
performance management practices in different areas of human resources. 
 Google’s human resource management conducts performance interviews that address
concerns about individual performance and team performance. 
 Google’s human resource management is usually concerned about performance problems in
the areas of quality of work and work behaviors. 
 (LOMBARDO, 2017)

IV. COMPENSATION, CAREER DEVELOPMENT

Career Development at Google

 Google matches individual and organizational needs by filling positions based on a

combination of performance appraisals and interviews. These appraisals and interviews
provide information for human resource managers to ensure proper fit between employees
and the job, organization, and team. 
 Google’s HR management identifies career opportunities and requirements through a
combination of job analysis and coaching.
 Regular implementation of career development initiatives is based on the company’s career
development programs. Google conducts annual appraisals, which are also used as basis for
career development. 

Google’s Compensation Strategy

 Compensation plan is based on data and research. This is achieved by conducting surveys
and talking to its employees.
 Commitment to pay its employees as competitively as possible. Assessment of competitors is
regularly conducted. Recently, the company increased staff salary by 10%.
 The company provides high salaries, together with comprehensive incentives and
nonconventional benefits. Financial and moral incentives are provided.
(LOMBARDO, 2017)

2.1 THE ALIGNMENT OF GOOGLE HRM PRACTICES & ITS BUSINESS OBJECTIVES
The HRM practices at google are structured to ensure that the organizational goals are met.

 The criteria used in Google’s for the selection of applicants are smartness, creativity, drive for
excellence, and alignment with the organization.
 Google’s performance management practices are linked to corporate objectives for human
resource management because they ensure that employees remain capable of supporting the
firm’s business activities.
 Google’s HRM has succeeded about the compensation strategy because it effectively attracts
highly qualified smart and excellent employees.
 Google’s HRM assesses employee potential through interviews, appraisals, and coaching to
ensure that employees stay motivated to achieve the business objectives.
 Google’s HRM practices cover effective employee training programs, as well as performance
management to maximize human resource capabilities.
2.2 THE IMPACT OF GOOGLE HRM PRACTICES ON ORGANIZATIONAL PERFORMANCE
 Google adopts various HRM practices to enhance employee skills. Efforts are focused on
improving the quality of the individuals hired or on raising the skills and abilities of current
employees or on both.
 Google improves the quality of current employees by providing comprehensive training and
development activities to produce beneficial organizational outcomes.
 Google implement merit pay and good incentive compensation systems that provide rewards to
employees for meeting specific goals.
 Internal labor markets for employee promotions and the provision of employment security are
also forms of work structure that have been held to positively influence the organization’s
performance.

(Huselid, 1996)

2.3 HR PROCEES IN GOOGLE & WAYS TO IMPROVE GOOGLE HR PROCESS

The entire HR process of Google is based around:

 hiring the best talent.

 make them work hard and long.
 manage to keep them at Google for a long time. 
 carrying out various people programs to support the growing expansion of
the Google workforce across different countries in the world.

Ways to Improve Google HR Process

 A new kind of people management: “New path” firms dominate by producing continuous
innovation. And executives are beginning to learn that continuous innovation cannot occur
until a firm makes a strategic shift toward a focus on great people management. A strategic
focus on people management is necessary because innovations come from people, and you
simply cannot maximize innovations unless you are capable of recruiting and retaining
innovative workers. 
 Data-based people management decisions: “If you want serial innovation, you will need to
reinvent traditional HR and the processes that drive innovation”. People costs often approach
60 per cent of corporate variable costs, so it makes sense to manage such a large cost item
analytically. 
 Reinventing HR with people analytics: Google is replacing the 20th century subjective
decision-making approach in HR. Although it calls its approach “people analytics”, it can
 alternatively be called “data-based decision-making”, “algorithm-based decision-making” or
“fact or evidence-based decision-making”.
(Sullivan, 2013)

2.4 HOW HR IMPROVED PROCESS CAN SOLVE BUSINESS CHALLENGES AT GOOGLE

   The PiLab. The PiLab is a unique subgroup that no other firm has. It conducts applied
experiments within Google to determine the most effective approaches for managing people
and maintaining a productive environment (including the type of reward that makes
employees the happiest).
 A retention algorithm. It developed a mathematical algorithm to predict which employees
proactively and successfully are most likely to become a retention problem. This approach
allows management to act before it is too late, and it further allows retention solutions to be
personalized.
 Improving diversity. Unlike most firms, analytics are used to solve diversity problems. As a
result, the people analytics team conducted analysis to identify the root causes of weak
diversity recruiting, retention and promotions (especially among female engineers). The
results that it produced in hiring, retention and promotion were dramatic and measurable.
 Workplace design drives collaboration.  Google has an extraordinary focus on increasing
collaboration between employees from different functions. It has found that increased
innovation comes from a combination of three factors: discovery, collaboration, and fun.
 It does not dictate; it convinces with data. The final key to Google’s people analytics team’s
success occurs not during the analysis phase but instead when it presents its final proposals
to executives and managers. Rather than demanding or forcing managers to accept its
approach, it instead acts as internal consultants and influences people to change based on
the powerful data and the action recommendations presented. 
(Sullivan, 2013)

2.5 HRM PRACTICES & THEIR IMPACT ON GOOGLE’S PRODUCTIVITY (EMPLOYEES) &
PROFITABILITY (EMPLOYER)
 Recruiting the best hands based on creativity and excellence has helped Google stay highly
productive and profitable.
 Some organizations reduce spending on their employees in a bid to save their profits but that
indirectly reduces the productivity of employees and affects profitability. Google’s HRM covers
this area well because their employees are well compensated.
 The work environment and work culture at Google gives room to build the creativity and
productivity of Google’s employees which expands innovation of products and directly boosts
profitability.
  Continuous training of employees gives them more room to be the best at what they do and
this contributes largely to the organization’s profitability.

3. LEADERSHIP AT GOOGLE
What is Leadership?

According to Keith Davis, “Leadership is the ability to persuade others to seek defined objectives
enthusiastically. It is the human factor which binds a group together and motivates it towards goals.”

All leaders do not possess same attitude or same perspective. Few leaders adopt the carrot approach,
and a few adopt the stick approach. Thus, all the leaders do not get the things done in the same
manner. The leadership style varies with the kind of people the leader interacts and deals with. A
perfect/standard leadership style is one which assists a leader in getting the best out of the people
who follow him.

Eric Schmidt’s Best Leadership Practices

Eric Emerson Schmidt is an American technology businessman and software engineer. He is known
for being the CEO of Google from 2001 to 2011.

Google Analysts are of the view that, though Eric Schmidt came from a corporate background, his
leadership style had many things in common with the culture already created and put in place by the
founders of Google.

Schmidt’s leadership practices could be summarized in the following five precepts:

 1. Get to know your employees.

2. Create new ways to reward and promote your high-performing employees.

3. Let your employees own the problems you want them to solve.

4. Allow employees to function outside the company hierarchy.

5. Have your employees’ performance reviewed by someone they respect for their objectivity and
impartiality. 

(Mathew J. Manimala, 2013)

3.1 DEMOCRATIC LEADERSHIP STYLE, ADVANTAGES & DISADVANTAGES.
The democratic leadership style, which is also referred to as shared leadership or participative
leadership, encourages members of a team to take on responsibilities in decision-making. It is a
leadership style that can be used by any leader in any industry, from corporations to educational
facilities to government positions.

At Google, the leaders invite and encourage the team members to play an important role in decision-
making process, though the ultimate decision-making power rests with the leader. The leader guides
the employees on what to perform and how to perform, while the employees communicate to the
leader their experience and the suggestions if any.

Advantages

 It leads to satisfied, motivated, and more skilled employees.

 It leads to an optimistic work environment and encourages creativity. (Juneja, n.d.)
 It works well when trying to solve a complex concern. By allowing everyone to work
on a solution using their own education and experience, innovation is encouraged, making it
possible to address complex and critical concerns.
 The democratic leadership style is more of a hands-off approach. Instead of micro-
managing the situation, leaders use this style to encourage individualized creativity.
 People who work with a leader that practices the democratic leadership style tend to form
closer, more supportive bonds with one another compared to leaders using other leadership
styles. (Gaille, 2018)

Disadvantages

 This leadership style has the only drawback that it is time-consuming. (Juneja, n.d.)
 Leaders that use this style of leadership can fall into a dangerous trap. Instead of deciding,
they defer to their team for ideas. 
 Democratic leadership styles can create feelings of uncertainty within a team because of the
need to make fast decisions sometimes.
 Diversified opinions and feedback make it likely that the best possible solution will be found,
but that is not a guarantee. (Gaille, 2018)

3.2 TRANSFORMATIONAL LEADERSHIP STYLE, ADVANTAGES & DISADVANTAGES.

The transformational leadership started with James V. Downton in 1973 and was expanded by James
Burns in 1978. In 1985, researcher Bernard M. Bass further expanded the concept to include ways for
measuring the success of transformational leadership. This style encourages leaders to demonstrate
authentic, strong leadership with the idea that employees will be inspired to follow suit. This is
applicable to the leadership at Google. (White, 2018)
At Google, the leadership theory adopted is the transformational leadership. Creating high-
performance workforce has become increasingly important and to do the leaders have seen the need
to inspire organizational members to go beyond their task requirements.

Advantages

 It is much easier to optimize performance when everyone is pulling in the same direction,
as all people can see the big picture and feel united in a common cause.
 People who match the culture and behaviors of the business tend to stick around, which
decreases turnover.
 This style of leadership focuses on the positive impact of the change "for the greater good"
and tells people how they can contribute to it. This makes it much easier for employees to
embrace the change and even enjoy it.
 They tend to be values-driven and ethics-focused, which encourages the company's
employees to stick to the straight and narrow and act in the best interest of the company
and its wider communities.
 Workers are valued for their skills and experience and are trusted to perform tasks to the
best of their ability.

Disadvantages

 One of the main weaknesses of transformational leadership is that it is too conceptual and
is missing the task focus that some employees need to guide them as they go about their
duties.
 This constant push to achieve the grand vision and to continually take pride in the
company's achievements can lead to demotivation and burnout in some employees.
 If the leader fails to objectively assess whether this change currently and
for this organization is the appropriate response, it is more likely to produce negative
outcomes.
 What if the transformational leader's version of "doing things the right way" is the wrong
way for the organization and the people within it? Experts often cite Adolf Hitler and Osama
bin Laden as examples of transformational leaders, so there can be a dark side to this style
of leadership.
 A transformational leader's power is his influence. If someone disagrees with the leader's
vision for the organization, then he loses the ability to influence them, and he loses all his
power.

(Thompson, 2019)
3.3 MOST CONDUCIVE LEADERSHIP STYLE FOR POSITIVE WORK PERFORMANCE
The most conducive leadership style that influences positive work performance at Google is the
transformational leadership. This has helped the employees become the best of themselves and
Google has been ranked one of the best organizations to work worldwide.

The leadership style has provided the employees with the freedom which has helped to feed their
creativity and helped to meet the organization’s objectives. If any work culture and leadership style
should be embraced, then the transformational leadership style at Google is encouraged.

4. RECOMMENDATIONS & CONCLUSION

Recommendations

 Against the rapid growth and expansion at Google, the HRM should ensure that candidates
are not just seeking for their employment just for personal gains which is the compensation
and other exciting perks that comes with the job but that the really have what to contribute
to the organization’s success.
 The HRM should ensure to connect with the new recruits on various levels because it will be
easy to mix with the crowd and just go with the flow rather than employees focusing on their
self-discovery which will influence the organization.
 The transformational leadership style which Google uses should be put in check from time to
time to ensure that the advantages always outweigh the disadvantages.

Conclusion

 When all comes together from the point of recruitment all the way to its benefits and to
Google’s dynamic culture, is what individuals are attracted to, one of the top five
organizations to work for.
 Due to Google’s HRM practices and leadership, they have enjoyed more success than their
competitors, managing their collegiate atmosphere together with rapid growth. Their culture
drives and supports successful careers which is evident by their low staff turnover.
 Some organizations will see benefits as just expenditure or an effective pull function. It all
means business to Google because they have to pay the highest to attract the best and with
their extensive benefits including work-life balance to retain the employee to have a good
return on investment, which they have rightly enjoyed.
 It is hoped that management students and indeed entrepreneurs can emulate and learn from
the Google experience, to make businesses more savvier and people friendly, for purposes of
success and necessary emulation.
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APPENDICES

A. KIRKPATRICK TRAINING MODEL

The Kirk Patrick’s Model can be used to evaluate the results of training and learning programs at
Google.
  Reaction - With rich communications, training programs also benefit through maximum
feedback from the trainees. The company uses simulations to facilitate creative responses
from learners. This helps to know the reaction of learning.
 Learning - Google’s human resource management delivers training programs in various ways,
such as discussions, simulations, and on-the-job training. Discussions enable Google to
maintain rich communications involving employees. 
 Impact -. Google has summative and descriptive purposes in evaluating training programs.
The summative purpose is to determine the effectiveness of the program in developing
human resources. The descriptive purpose of evaluation is to understand the effects of the
training on employees. 
 Results - Google’s human resource management uses evaluation variables like trainees’
learning and reactions, and the results of training programs in terms of changes in human
resource knowledge, skills, and abilities.
(LOMBARDO, 2017)

B. GOOGLE’S BUSINESS OBJECTIVES

As a company, Google’s mission is “To organize the world’s information and make it universally
accessible and useful.” Google dominates 75% of the U.S. online search market. Every month
millions of unique users perform billions of searches. As users, we know what our goals are when
typing something in Google. But what are Google’s goals before and after we click to search?

 Goal of Google: Provide the Best Search Results

Google’s goal is to provide the best results possible to your query. Google is universally known as a
place to go to find information. Answers, facts, directions, products, services; seemingly infinite
information at the tip of our fingertips. The word “Google” was even categorized as a verb by the
Oxford English Dictionary in 2006. To the best of its ability, Google shows us what we ask for when
we ask for it.

 Google Goal #2: Maximize UX

Google does not rely solely on incomprehensible algorithms. Much of the daily activity each of us
engages in online plays a significant role in how the search engine determines rankings. It recognizes
how we interact, what we click, what we share and most importantly, what we DON’T need.

 Google Goal #3: Eliminate Low-Quality Content from SERP’s

Google is constantly updating its algorithm to meet ever-evolving user needs as well as snuff out
black hat SEO. Over the past five years, we have seen the most significant Google algorithm
changes. The changes are aimed to improve search results so the best, most relevant content gets
 the exposure it deserves. With these updates, Google also intends to eliminate low-quality content
from search results. 

(Dearth, 2016)

C. HRM PESTLE ANALYSIS

FACTORS
POLITICAL 1. More people are feeling replaceable by organizations. In their eyes,
companies don’t care about loyalty.
2. Companies are shifting management styles: instead of performance-
based, HR are implementing talent-based management.
3. Individual employees can have different salaries, benefits, and other
perks — even if they have the same title and experience as another
worker. This is individualism. 
4. The changing economy and political landscape has led to a change in
how employees are paid. Some get performance-based pay rather
than results-based pay. 
ECONOMIC 1. Globalization has changed how we work, who we hire, and how we
hire them. Labor markets change depending on who and how we hire
too.
2. HR may have a difficult time training these new workers. It is much
easier to keep everyone on the same page when they work in the
same office, clock in at the same time, and are available for weekly
face-to-face meetings, as necessary. 
SOCIAL 1. Companies do not need to hire employees based on location anymore.
With the hundreds of productivity tools and instant messaging
services, it is possible to hire and work from anywhere in the world.
2. Employee rights differ by location. HR must ensure the company is not
infringing on employee rights, while also ensuring employees are
following all regulations while working for the company.
TECHNOLOGICAL 1. Fast, simple communication.
 2. It is just as simple to recruit talent as it is to communicate with them.
3. Information overload.
LEGAL 1. HR must abide by many legalities, but the most important to
confidentiality.
2. HR verifies new employees, which often means conducting a
background check.
ENVIRONMENTAL 1. Thanks to the internet, HR does not need so much paperwork. Rather
than printing out handbooks, contracts, and other documentation,
much (if not all) of this paperwork is digitally managed.
2. Working with worldwide talent less driving back and forth to the job
site and home.
(Frue, 2019)

D. TRANSFORMATIONAL LEADERSHIP THEORY

The below explains the transformational leadership theory embraced at Google.

 Inspirational Motivation: Transformational leaders guide followers by providing them with

a sense of meaning and challenge. They work enthusiastically and optimistically to foster the
spirit of teamwork and commitment.
 Intellectual Stimulation: The leaders
focus on the “what” in problems and do
not focus on the blaming part of it. They
have no hesitation in discarding an old
practice set by them if it is found
ineffective.
 Idealized Influence: The leaders act
as role models that followers seek to
emulate. They typically place their
followers needs over their own, sacrifice
their personal gains for them, ad
demonstrate high standards of ethical
conduct. The use of power by such
leaders is aimed at influencing them to
strive for the common goals of the organization.
 Individualized Consideration: Leaders act as mentors to their followers and reward them
for creativity and innovation. The followers are treated differently according to their talents
 and knowledge. They are empowered to make decisions and are always provided with the
needed support to implement their decisions.
(Juneja, n.d.)

Practical examples of the leadership behavior at Google:

 Schmidt used to make a list of his best employees, as identified by multiple levels of peer-
references, and interact with them personally to encourage them to implement their
innovative ideas and to insulate them from unwanted interferences by others.
 For rewarding high performers, there were a few systems already in place, such as financial
incentives, stock option plans, dinner with the CEO, and so on. In addition, Schmidt created a
five-hour long video called The Factory Tour, where the protagonists themselves would
explain the idea and its working.
 To make the employees the owners of their work, Schmidt used to provide a very broad
definition of the company goal and leave the implementation entirely to the employees. In
defining the goal, care was taken to highlight the benefits to the customers and society at
large rather than to the company.  For example, Schmidt has defined Google’s goal as:
“Organizing the world’s information and making it universally accessible and useful.” This is
something that every employee can easily relate to, compared to a statement of company
targets like increasing turnover by 200 percent.
 As corporate hierarchies can often obstruct employees’ work, Schmidt reinforced the existing
system of allowing employees a certain degree of freedom to create their own projects and
choose their own teams.
 In reviewing employees’ performance, Schmidt made it a point to identify reviewers from
among professionals whom the concerned employee respects for their objectivity and
impartiality. (Mathew J. Manimala, 2013)