The limitations of this report would be the non-availability of the minute details of Google’s HR policies on account of sensitivity of the information. Our research, thus, would purely be based on available information. Let us begin by gathering a basic understanding about Human Resource Management (HRM).
“The field of HRM is not one that exists in isolation. Rather, its part of a larger field of management. Reinforcing many new philosophies like that of work force diversity, downsizing, reengineering, total quality management (TQM), outsourcing and supporting this effort has made HRM an even more vital component of the management team. Similarly, the strategic nature of HRM continues to gain acceptance as more organizations look to ensure that they have the right number of the right people at the right time and in the right place.” (Sadarrudin, 2001)
“The review of the HRM models emphasizes a number of differences between the ‘new’ HRM and traditional personnel management. These include: strategic planning, focus on the psychological contract, importance of learning in the workplace, focus on the individual (unitarism), importance of leadership and proactiveness, a focus on line managers and an attention to measuring HR performance outcomes.” (Bratton and Gold, 2003)
“Co-founders Larry Page, president of Products, and Sergey Brin, president of Technology, brought Google to life in September 1998. Since then, the company has grown to more than 10,000 employees worldwide, with a management team that represents some of the most experienced technology professionals in the industry. Eric Schmidt joined Google as chairman and chief executive officer in 2001.” (Google, 2009)
Founders Larry Page and Sergey Brin named the search engine they built "Google," a play on the word "googol," the mathematical term for a 1 followed by 100 zeros. (Page and Brin, 1998). The name reflects the immense volume of