Throughout the 1980s to the current period, the concepts of downsizing and reward management have gained prominence especially in the automobile industry. Various researches have been conducted in this area and the main objective of this paper is to examine the automobile…
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be followed by giving a brief outline of downsizing and reward management, rationale and outcomes of implementing the two concepts in the automobile industry today. A detailed explanation of these basic concepts will also be outlined in an attempt to give a definition for easier understanding of these two concepts. This section attempts to outline the rationale of implementing such strategies supported by empirical evidence from the automobile sector based on researches conducted before on the sector. Different researches will be analysed in order to ascertain the rationale of embarking on such practices. This section will then be followed by comments on the relation between HRM and performance, productivity as well as the importance of combining such practices to achieve greater outcomes in the operations of human resources management in the automobile industry. A critical analysis of the application of both concepts to the automobile industry will be drawn in conclusion to sum up the effectiveness of implementing such kind of strategies in the automobile industry during the contemporary period.
From the beginning of the year 2008, the automotive industry witnessed some major changes that affected the whole sector. Whilst South American as well as Asian countries witnessed a major increase in the sales of automotives, the markets in Japan and North America were stagnant (simplyglobal n.d). Research has also shown that the transport system based on the use of cars is highly unsustainable in the face of government bodies advocating the minimisation of the harmful effects of the increasing automobiles which emit dangerous greenhouse gasses that are detrimental to the environment.
The year 2008 also witnessed a global downturn of the economy which saw a rapid increase in the prices of oil. This saw a shift in consumer buying behaviour where they in fact preferred to use public transport (Simplyglobal n.d). America was hard hit as the large trucks such as SUV
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However the company runs by four people in the management level and other sixteen people working as staff members was facing the heat of human resource turmoil in recent times. The main problem that was attributed for causing a decline in the motivation of the staffs was problem regarding their service allocations.
An example of this case is the GS Plumbing, a firm operating in the plumbing industry. Despite its rapid growth, the firm has to address a series of critical issues including the low employee performance and the fact that employees leave the firm for competitors.
Conclusion 9 References 10 Appendix 12 Executive Summary The success of organizational practices is usually related to their effects on the organizational performance. However, the content of these practices cannot be ignored even if their contribution in business growth is important.
The most important steps include hiring more people with specialized training and education in the fields of HR, marketing, etc. This can only be done if there is a structured recruitment and selection process. They will have to set down a proper procedure that will be followed every time new employees will have to be hired.
One of the most important reasons why HR department is becoming so important is because of their imperative role in improving the productivity, efficiency and performance level of the organisation. Almost all of the functions performed by the HR department play a crucial role in motivating employees.
Indigenous employment program is a combination of on the job work experience which can be accomplished by wage affiliates or brokered assignments together with proper support for native employees (Dockery and Milsom 2007). Rio Tinto, one of the leading global mining organisations has also been focused on Indigenous employment programs for provincial growth as well as for local employment.
Intellectual capital is the main source of competitive advantage and therefore the management should incorporate the needs of its human resource throughout its objectives and plans. Jeffrey Mello, a renowned management writer defined strategic human resource management as “consistent development of practices, policies, and programs to enhance the ability of an organization in achieving its strategic objectives.” Despite the visible disparities in concepts and definitions, the people are vital aspects of strategic HRM.
For instance, the businesses of today face challenges like having to work in a global timing, incorporation of latest business technologies and coping up with increased global competition (Jamieson, 2007).
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