Volvo's HRM - Essay Example

Secondly, the cost of production in Uddevalla was high compared to the Torslada costs of production. Both reasons for the premature closure of the plant were not correct according to level at which Uddevalla was operating and the rate at which it was assembling cars (Branch & Smith, 1996). During its period of operation Uddevalla plant; attained an excellent efficiency in production in flexibility, quality and productivity, succeeded in attaining professional dignity identity and better conditions of work for its employees, the technical equipment were readily available and in good state a factor which enhanced high competence of workers, the employees were of diverse ages encompassing both sex, the employees always were motivated to give the plant their best and there was a minimum rate of absenteeism reported and always there were trainings of new approaches which were applied in the assembling work, new holistic and organic explanations of handling materials and practical tactics in various places of work were implemented (Gunasekaran, 2001). The success showed that the soft model had a remarkable future not only to the Uddevalla plant but also to Volvo Company if it were not its unexpected termination. Nonetheless, at the time of closure Uddevala was facing some challenges in implementing some of its assembly and production policies and strategies. It had realized fully its complete concept. For instance, it had achieved a close relation with its consumers who would have remarkably minimized costs and resulted to creation of qualitative new relationships to its market. But this could have resulted to its abrupt closure (Gunasekaran, 2001). Any industry requires time for it to demonstrate its ability and create good relations between the management, employees and its market. Uddevalla had a bright future with its soft model of human resource management (Branch & Smith, 1996). According to what was exhibited in Volvo’s Uddevala plant, the soft model of human resource management greatly motivates the employees and psyches them up to work better and demonstrate high prowess ability in executing the duties, roles and responsibilities in the plant. The Human resources management recognized everybody who is related to Uddevala ranging for the side of management, production and consumption of their products and services (Torbjorn, Netland, & Arild Aspelund, 2013). All the involved stakeholders were highly regarded by the plant and cherished as integral people in its development. The recognition attracted more people to the plant who invested in it a factor which enabled it to prosper and attain and go beyond the level of production of other plants such as the plant of Torslada (Gunasekaran, 2001). The management of the plant enhanced work ethics, responsibility and commitment of the employees who provided quality services in production of cars (Ellega?Rd, Engstro?M & Nilsson, 1999). New assembling and productions techniques were introduced which were accompanied by thorough and frequent trainings on the new approaches and due to the fact that the plant employed highly qualified people, they easily understood and effectively implemented the new changes in production (Hunter, Mabon, 1995). Therefore, with this model new changes would not impact production efficiency and effectiveness (Denys, European Centre for the Development Read More