Human Resources Environment at Dell
INTRODUCTION
In recent years, human resource management (HRM) has been integrated into the process of strategic management through the creation of strategic HRM. Linking HRM to organizations’ strategies for success has been buoyed by the realization that HRM greatly influences an organization’s human and organizational resources (Jackson and Schuler). Accordingly, HRM practices can be used to gain competitive advantage over rival organizations. The extent to which HRM can be used to gain a competitive advantage and the means of achieving this are influenced by the climate in which the business operates. The impact of HRM strategy and practice on organizational performance is an important facet of any business strategy and is essential in creating a source of sustained competitive advantage.
The aim of this work is to explore the HRM practices at Dell Computer Corporation and their contribution to the success of this company.
A SHORT HISTORY OF DELL COMPUTER CORPORATION
Dell is a leading computer maker that offers a broad range of product categories, including PCs, desktop computers, software and peripherals, servers and networking services and storage. The company headquarters is located in Round Rock, Texas and was founded in 1984 by Michael Dell on a simple concept: by selling computer systems directly to customers, the company could best understand their needs and efficiently provide the most effective computing solutions to meet those needs. Direct selling to consumers is what sets Dell apart from its competitors as it is only the company which cuts out the “middle-men” and operates without the obstruction of in-store inventories. Over the years, Dell has expanded its business model to reach even more end-users around the world. To optimize the company’s global supply chain manufacturing locations around the world were established.
Dell also had to embrace the online PC retailing, making the company a leader in providing customers’ requirements using
In recent years, human resource management (HRM) has been integrated into the process of strategic management through the creation of strategic HRM. Linking HRM to organizations’ strategies for success has been buoyed by the realization that HRM greatly influences an organization’s human and organizational resources (Jackson and Schuler). Accordingly, HRM practices can be used to gain competitive advantage over rival organizations. The extent to which HRM can be used to gain a competitive advantage and the means of achieving this are influenced by the climate in which the business operates. The impact of HRM strategy and practice on organizational performance is an important facet of any business strategy and is essential in creating a source of sustained competitive advantage.
The aim of this work is to explore the HRM practices at Dell Computer Corporation and their contribution to the success of this company.
A SHORT HISTORY OF DELL COMPUTER CORPORATION
Dell is a leading computer maker that offers a broad range of product categories, including PCs, desktop computers, software and peripherals, servers and networking services and storage. The company headquarters is located in Round Rock, Texas and was founded in 1984 by Michael Dell on a simple concept: by selling computer systems directly to customers, the company could best understand their needs and efficiently provide the most effective computing solutions to meet those needs. Direct selling to consumers is what sets Dell apart from its competitors as it is only the company which cuts out the “middle-men” and operates without the obstruction of in-store inventories. Over the years, Dell has expanded its business model to reach even more end-users around the world. To optimize the company’s global supply chain manufacturing locations around the world were established.
Dell also had to embrace the online PC retailing, making the company a leader in providing customers’ requirements using
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