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4. Herman Miller Inc., (HMI) was founded in 1905 as star furniture company and is one of the world’s largest manufacturers of office furniture. It has a net income in excess of $74 million on sales of $1.495 million and domestically the company has held sales growth consistently higher than the industry norms. The downturn for the company occurred from late 1980s to1992 during downsizing era in which the management of the company changed three times but now it has a stable management once again. , employing approximately 7500 employee owners worldwide out of which3500 are in West Michigan. The company is ranked as one of the best places to work in America. MI is a values driven company with a history of family ownership and a reputation for innovation in its relationship with employees as well as in its products. Its culture focuses on: the obligation of management to be a recipient of ideas from all employees, the importance of design and its principles in the development of products, employee participation and employee ownership. . To promote this culture, HMI has adopted measures such as ‘open book management’ approach and Silver parachute Plan. In recent years, the HR became somewhat disconnected from the needs and strategic direction of the business but soon transformed itself to work in harmony with the corporate strategy, thus adding value to the organization and its business goals.HR function of the firm was previously not aligned with business strategy but is now doing so and in the efforts, it has adopted a worldwide shared services approach and has moved significant resources from corporate HR to line or business unit roles., HMI is in a state of constant reorganization which has resulted in the three primary goals of the human resources strategy:
•To build employee capabilities
•To build employee commitment
•To improve the professional capabilities of

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