After reflecting on this week’s lecture and materials, I chose three companies that reflect both the HR concepts discussed and the type of manager I would like to be. The first company I looked at was Camden Property Trust. I chose this company because employees shared that they feel valued and are encouraged to make career changes within the organization. This stood out to me because I would like to be a manager who promotes growth within my team. I know how difficult it can be to advance in a company if you are not always at the forefront, so creating opportunities for internal growth is something I value.
The second company I chose was Nationwide. One of the main reasons Nationwide was listed as a great place to work is because employees feel heard and believe their input matters. I find this especially important because listening to employees helps build trust and engagement. This aligns with the lecture discussion on how HR practices influence employee behavior and motivation. When employees feel their voices matter, they are more likely to be committed and productive.
The last company I looked at was Deloitte, where employees mentioned the matrix organizational model as a positive aspect of working there. After learning more about the matrix model, I realized it may not be the best fit for me as a manager. While the model allows flexibility and collaboration, it can also create unclear direction and shared authority, which could lead to confusion, and I personally prefer clearer structure.
Overall, these companies align with the lecture because their HR practices directly impact employee behavior, retention, and development. If organizations believe they are hiring quality employees, it makes sense to invest in internal promotion and development. One of the biggest challenges I see in being a manager is balancing employee voice with decision making. It is important for employees to feel heard, while also understanding that not every idea can be implemented and that leadership sometimes requires choosing a different direction.