Abstract

Contents
Abstract 2
Table of Content 2
List of Figures and Tables 2

1. Introduction 2
   1.1 Research Question 3
   1.2 Research Purpose 3
   1.3 Research Rationale 3
2. Literature Review 4
   2.1 Strategic HR Management 4
   Common Global Practices, SHRM at IBM: A Case Study 4
   2.2 Theory to Praxis 4
   SHRM Theories, Implementation at IBM 4
   2.3 Current Issues 4
   Recruitment, Training & Motivation, and Retention 4
3. Methodology 4
   3.1 Research Philosophy 4
   3.2 Qualitative and Quantitative Approaches 4
4. Selected Research Methodology 4
   4.1 Research Approach 4
   4.2 Sampling 4
   4.3 Data Collection 4
5. Findings and Analysis 4
   5.1 SHRM Approaches at IBM 4
   5.2 Recruitment and Training at IBM 4
   5.3 Motivation and Retention 4
   5.4 Analytical Overview 4
6. Conclusion and Recommendations 4
   References 8
   Appendices 9

Table of Content

List of Figures and Tables

1. Introduction

According to the Annual Report 2015 of IBM, the current strategic imperative revenue mix
of the company, against the market get noted as follows –
Figure 1 IBM: Strategic Imperative Growth

Source: IBM (2015)

It has been clearly marked in the current competitive market scenario, IBM has considered its
strategic imperatives as significant elements to its management process. Its expansion in the
fields of analytics, cloud, mobile, security, and social context remains successful in gaining
27% of its total revenue of $25 billion in the year 2014. With the establishment of 3,000
patents in 2014, the company acknowledges that it is the capacity and efficiency of its human
resource (HR) that integrated technology in accordance to the business proceedings the
clients, and adding success to the company on a worldwide basis.
Considering developmental approaches of IBM as the core subject, this research is offering a
research on the ways the Human Resources are recruited, generated, maintained, and further
retained in IBM. The approach is in gaining information about the strategic management
formulations as considered by IBM in being able remain competitive in the global market.

For this purpose the official declarations of IBM, like Annual reports and news articles will
be considered. Further analytical overview will include various theories, peer-reviewed
journal articles, and literary sources for the understanding of Strategic Human Resource
Management, with close study of the practices in IBM.

1.1 Research Question
In the domain of HRM, why IBM can be idealised by a company, to gain knowledge about
sustainability and growth in the current global market?

1.2 Research Purpose
The core purpose of this report is to analyse the SHRM of IBM, in order to gain necessary
knowledge about the implementation of strategic theories and practices in the HR domain for
organisational success. As under the intensive pressure of globalisation, the companies are
facing enormous hurdles in recruiting the right employees, training and motivating them, and
get most strenuous in retaining valued employees; this research aims to offer the tips and
tricks of IBM in resolving these issues in particular.

1.3 Research Rationale
As against many competitive software companies, like Accenture, Hewlett-Packard, Apple,
etc., IBM with 379,592 employees, excels itself in the process of recruiting, training &
motivating, and retaining employees for organisational growth and long term sustainability in
the market (IBM, 2014). Its achievements and growth makes it one of the most best place for
generating a good career for an employee (IBM, 2015 a). This is the reason that IBM has
been selected here, as an ideal company to understand its HR strategic management for the
upliftment of those companies that still strive to gain more potentiality in global market.

1. Literature Review
   2.1 Strategic HR Management

Common Global Practices, SHRM at IBM: A Case Study
2.2 Theory to Praxis
SHRM Theories, Implementation at IBM
2.3 Current Issues
Recruitment, Training & Motivation, and Retention

1. Methodology
   3.1 Research Philosophy
   3.2 Qualitative and Quantitative Approaches
2. Selected Research Methodology
   4.1 Research Approach
   4.2 Sampling
   4.3 Data Collection
3. Findings and Analysis
   5.1 SHRM Approaches at IBM
   5.2 Recruitment and Training at IBM
   5.3 Motivation and Retention
   5.4 Analytical Overview
4. Conclusion and Recommendations

Appendices

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