Google: To TVC or Not to TVC - Case Study - Management Assignment Help

Assignment Task

Learning Objectives
1. When designing a company-wide talent strategy, how should a CEO balance the best interests of the organization against those of regulators and their own workers?
2. What are the macroeconomic and strategic factors that drive large organizations, such as Google, to create more positions using alternative work arrangements?
3. How can managers decide which roles are best suited for alternative work arrangements (e.g., independent contractors), and which are not? What are common challenges for managing such workers?
4. What are the social responsibilities of businesses to their workers, and what are relevant ethical questions to consider when designing roles that use alternative work arrangements?
5. In the future of work, will a greater percentage of people in the labor force be members of the “gig economy?” Or will the job market look similar to today?

Questions
1. Examine the forces that led to the growth of TVC’s. Debate on the ethics of using TVC’s.
2. Discuss on the roles and functions most appropriate for TVC work. Debate on how to respond to senators’ letter

The EMA requires you to prepare a report that includes two questions:
Question 1 - relates to Unit 1 to 5 in understanding the ethical aspects of managing people and how organisational strategies, including human resource management strategies raise some questions for both SHRM practitioners and employees. These units debate on the scope for ethical choices that managers and organisations should possess to rank itself in the top positions in modern business as well as to consolidate learning about the role of SHRM within a globalising business environment.

Question 2 - examines Unit 5 to 7 in assessing how to take an informed and critical view of different methods and criteria for evaluating SHRM policies and practices and their relevance to the organisation.  It discusses various SHRM practices that are bound up with hard and soft aspects.
These units give insights into certain aspects of comparative international practice which can affect the way human resources are strategically managed. Unit 7 helps in understanding the range of roles that you/HR practitioners can perform and the kind of contributions they can make and advise not only on various job roles and how the HR function can create value within an organisation, but also analyse the ways in which volatility, uncertainty, complexity and ambiguity might shape the future of SHRM. The task specifically asks you to consider your own practice as a manager or as an employee, so it is expected that you draw from your own experience either as a manager attempting to get others to do what you want them to do – or as employee been managed by others.

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