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Human Resource Management And Pirelli General

2433 words - 10 pages

Adopting an appropriate PM or HRM model is probably one of the most important thing that management has to do for proper running of the business. In this discussion we will talk about and try to evaluate the personnel strategy adopted by the by that Pirelli General for their new computer- integrated manufacturing unit in south Wales. While writing this assignment different and multiple models of HRM have been used for explaining the policies undertaken by the company which may not fit exactly to their new personnel policies undertaken, while developing their new plant in south Wales but the models used for analysis and evaluation are those of the closest match found, even multiple models ...view middle of the document...

Even before the construction of their new unit in July 1986, they established a small project team to manage the change and the team was actively encourage by the senior management of the Pirelli group to adopt an innovative approach to all aspects of units operation. Here we can see Tyson's Business Manager Model of PM, where personnel specialist integrate their activities with top management and ensures that it is serving a long term strategic purpose. The team was given a guideline to work and the guideline said "analyze in a critical questioning manner each and very aspect of the business, establish new and innovative methods or reconfirm the old to provide a profitable business at low cost. this informal required to familiarize itself in detail with technical and production of the new (CIM) system, aground which the new personnel strategy would have to be devised, simultaneously the group also decided to seek information from number of other organizations as well. As a result of this intensive research and discussion a new personnel strategy emerged, the basic philosophy of the philosophy were actually centered toward employee commitment, to be consistent with the operational requirements of the unit, and to employ progressive personnel practices and to develop a sprit of unity across all groups of employees. These new personnel philosophy's adopted shows a flow of management type which can be described as soft approach of HRM. [as Storey said, the term HRM is to signal a more business-oriented and business-integrated approach to the management of labor. The lever of HRM {selection, rewards, etc.} are pulled in integration with one another so that the system is in line with the business strategy. Storey also brought forward the argument by Richard Walton, which argues that HRM is a unique and distinctive approach to employee commitment via policies of mutuality [as in mutual goals, rewards, responsibility, etc.] (Pennington A, Edwards T, 2000).The personnel policies derived from the overall philosophy and management style cover these main areas:1. Work structure based on the acquisition of flexibility with in and across the traditional function of production, management and administration.2. Appropriate and clear recruitment criteria.3. Comprehensive and continuous training for all staffs.4. Single staff status, reflected both in common conditions of employment and an integrated salary structure for all non-management staff.ANALYSIS OF POLICES UNDERTAKENFunctional flexibility helps employees with appropriate training or retraining, can be redeployed quickly to different activities and crafts. Examples include multi skilled crafts man or career changes among management and professional staffs. [ims/manpower ltd, 1984]. In functional flexibility employees will initially either posses or quickly acquire skills specific to their type of work , but they will also be required as a matter of course to acquire and use other additional skills from...

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