From Policy to Practice: Implementing High-Performance HRM at Gaotek Inc

The practical application of high-performance human resource management (HPHRM) techniques at the multinational technology business GAOTek Inc. is examined in this study. Based on Jeffrey Pfeffer’s seven fundamental HRM principles, the study explores the ways in which strategic HRM practices impact long-term organisational success, employee satisfaction, and productivity. The study critically examines important HRM domains, such as employment security, selective hiring, self-managed teams, performance-based compensation, training, status differences, and information sharing, using insights from an internship experience and a thorough review of secondary literature. The results show that although while GAOTek has put in place formal HR frameworks, problems with their implementation still exist, including uneven performance reviews, unequal access to training, and little employee autonomy. These weaknesses are identified in the study, and practical suggestions are made for improving communication, lowering hierarchical obstacles, bolstering HR operations, and cultivating a creative and inclusive corporate culture. Ultimately, the study offers insightful information about how multinational corporations like as GAOTek may create high-commitment work environments that are in line with strategic objectives by bridging the gap between policy and practice.