Hrm at General Motors
Background to HRM at General Motors Corporation
General Motors Corporation (NYE: GM) is the leading American automaker in the world with its operations spanning in 157 countries. The car manufacturer was established in 1908 in Michigan and today it is headquartered in Detroit, the United States of America. Besides the domestic industry of the United States of America, General Motors manufactures cars and trucks in other 30 countries around the world. Among its brand products are Cadillac, Buick, Chevrolet, GMC, GM Daewoo, Hummer, Holden, Opel, Saab, Pontiac, Vauxhall, and Saturn. Besides these brands that are owned by the automaker, GMC also operates joint ventures in China and Japan. That is, Shanghai GM and SAIC-GM-Wuling Automobile respectively. From its Website, General Motors Corporation is among the leading American employer with 204 000 employees distributed throughout its global markets. The employees include production engineers, financial auditors, marketers, and researchers among others. Before restructuring and retrenching that took place in 2008 following a harsh global financial crisis that resulted into a loss of $37.3billion by the automaker, General motors corporation was the leading American employer with 284 000 employees (GMC, 2008).
Because of its large network of global presence in 31 countries, General Motors human resource management practices entail international practices that are designed in accordance to the international operation requirements and the organizational culture designed to reduce operational costs. Majority employees of the corporation’s subsidiaries in the 31 countries are drawn from the domestic pool of local labour markets and only a few expatriates are drawn from USA as back office managers due to their wide knowledge of its organization culture (Cappelli, 1999). The Board of directors which draws from the organization’s international market presence is charged with the responsibilities of making
General Motors Corporation (NYE: GM) is the leading American automaker in the world with its operations spanning in 157 countries. The car manufacturer was established in 1908 in Michigan and today it is headquartered in Detroit, the United States of America. Besides the domestic industry of the United States of America, General Motors manufactures cars and trucks in other 30 countries around the world. Among its brand products are Cadillac, Buick, Chevrolet, GMC, GM Daewoo, Hummer, Holden, Opel, Saab, Pontiac, Vauxhall, and Saturn. Besides these brands that are owned by the automaker, GMC also operates joint ventures in China and Japan. That is, Shanghai GM and SAIC-GM-Wuling Automobile respectively. From its Website, General Motors Corporation is among the leading American employer with 204 000 employees distributed throughout its global markets. The employees include production engineers, financial auditors, marketers, and researchers among others. Before restructuring and retrenching that took place in 2008 following a harsh global financial crisis that resulted into a loss of $37.3billion by the automaker, General motors corporation was the leading American employer with 284 000 employees (GMC, 2008).
Because of its large network of global presence in 31 countries, General Motors human resource management practices entail international practices that are designed in accordance to the international operation requirements and the organizational culture designed to reduce operational costs. Majority employees of the corporation’s subsidiaries in the 31 countries are drawn from the domestic pool of local labour markets and only a few expatriates are drawn from USA as back office managers due to their wide knowledge of its organization culture (Cappelli, 1999). The Board of directors which draws from the organization’s international market presence is charged with the responsibilities of making
References: Azrul, A. (2010). Human Resource Management & General Motors. Monash University Publication, p.1-13.From: http://www.scribd.com/doc/14812855/Human-Resource-Management-General-Motors Main, B.G.,Jackson, C., Pymm, J.,& Wright, V. (2007). GMC:The Remuneration Committee and Strategic Human Resource Management. University of Edinburgh publications, p.1-49. Cappelli, P. (1999). Employment Practices and Business Strategy. Oxfford, ew York : Oxford University Press. General Motors Corporation. (2008). Restructuring Plan for Long-Term Viability: Submitted to Senate Banking Committee & House of Representatives Financial Services Committee. Detroit: General Motors Corporation. Rouse ,D. (2000). Manufacturing Sdvantage:Why High Performance Work Systems Pay off. Journal of Team Performance Management, vol 96(5) , p.1420. Dreher, G., & Dougherty,T. (2002). Human resource strategy: A behavioral perspective for the general manager. Boston: McGraw-Hill/Irwin. Gustin, L. R. (2008). Billy Durant: Creator of General Motors. Ann Arbor. Michigan: University of Michigan Press. Konrad, A. M. (2006). Engaging Employees Through High-Involvement Work Practices. IVEY Business Journal , n.p.From: http://www.iveybusinessjournal.com/topics/the-workplace/engaging-employees-through-high-involvement-work-practices