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Google's Oxygen Case Study

1517 Words7 Pages

Introduction
This paper encapsulates the responses to the questions regarding the case of Google’s Project Oxygen (Garvin, Wagonfeld, & Kind, 2013). Firstly, a brief introduction of Google’s culture, the people that work for Google, and their perception of their managers is stated. Secondly, a few proposals for the role of human resources and managers is recommended. Thirdly, three different aspects of the steps taken by PiLab are evaluated. The assessments of the Oxygen 8 attributes along with its value are enumerated. Additionally, suggestions for Shetty’s future priorities and plans are elaborated.

Google’s culture
The founders of Google, Page and Brin (2013, p. 2) constructed an informal culture since its inception: consenting …show more content…

They were efficient in conducting the double-blind qualitative interviews to both the high and low scoring managers. Uniformity of the question scripts was maintained in data collection. A good representation of managers from three major functions, multiple levels, and diverse geographic locations provided the universality for the Google company. The reviews gathered from the surveys, performance reviews, the Great Manager Award nominations, and its qualitative comments are questionable because of the possibility of biases. Was there as a process in which elimination of bias was considered? The probability of bias when the employees wish to nominate their own friends or one they favor as against their present manager. Individuals of different personality type would prefer managers with different personality type or different leadership style. Therefore, are the comments collected for the whole company having a good representation of all types of …show more content…

It impacted the behaviours of managers effectively and improved manager quality. The impressive and significant element was the smooth roll-out and implementation of Project Oxygen. The training was the final component in the implementation process based on the suggestions provided in the specialized reports. This model of a research project within Google organization sets a benchmark for other organizations to follow.

References
Cappelli, P., Singh, H., Singh, J. V., & Useem, M. (2010). Leadership lessons from India. How the best Indian companies drive performance by investing in people. ResearchGate. Retrieved from https://www.researchgate.net/publication/

Garvin, D. A., Wagonfeld, A. B., & Kind, L. (2013). Google’s Project Oxygen: Do Managers Matter? Harvard Business School, Case 313-110, 24. https://doi.org/Apr 2013

Kouzes, J. M., & Posner, B. Z. (2011). Credibility: How leaders gain and lose it, why people demand it (2nd ed.). San Francisco, Calif: Jossey-Bass.

Tremblay, M., Cloutier, J., Simard, G., Chenevert, D., & Vandenberghe, C. (2010). The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance. International Journal of Human Resource Management, 21(3), 405–433.

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