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Human Resource Management of Electric Boat

Discuss Human Resource Management of Electric Boat within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; The Electric Boat Corporation[1] (EB) is a division of General Dynamics Corporation. It has been the primary builder of submarines ...

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Netra Shetty
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Human Resource Management of Electric Boat - January 25th, 2011

The Electric Boat Corporation[1] (EB) is a division of General Dynamics Corporation. It has been the primary builder of submarines for the United States Navy for well over 100 years.

The company's main facilities are a shipyard in Groton, Connecticut and a hull-fabrication and outfitting facility in Quonset Point, Rhode Island.


A structure of interaction is formulated that discourages free exchange of information. Rules and procedures are established prohibiting intergroup communication. All information is screened by group leadership before dissemination. This kind of situation is not new in TVN. As mentioned, Dancer is an authoritative leader which dictates everything to his group while Cottingham has a different style, in this manner, as Cottingham tries to rule the group of Dancer, the members did not follow his management style which resulted into conflicts between the groups of the two leaders. The reasons that have been mentioned above are clearly seen in the case of TVN, and because of these disputes, individual differenced and others, conflict is present within the company.

The management of agency human resources is an integral part of how an agency is going to
achieve its mission goals. Without people, there is no one to do the work. Therefore, integrating
HRM into the agency strategic plan is the first step in aligning it with the mission.

Even though GAO and OMB are pushing for improvement of HRM alignment discussions in
strategic and annual plans, GPRA’s primary focus is still on agency programs, rather than
corporate functions. Therefore, we assumed at the beginning of this study that not many agency
strategic plans would have addressed HRM’s role in mission accomplishment. We were
pleasantly surprised. Out of the 31 strategic plans reviewed, 87 percent had addressed HRM in
some way. Below is a breakdown of how integration between HRM and the agency plan is
achieved, a count of how many strategic plans have integrated HRM in a particular way, and
some examples of actual agency approaches.

Defining practical, meaningful measures that assess the effectiveness of agency human resources
management and its support of mission accomplishment is a topic that agencies have been
struggling with. It is easy to measure a process -- how long does it take to complete an action? It
is easy to measure productivity -- how many actions were completed in any given time frame?
But how do you measure the outcome of human resources management? How does an agency
know if it has the right people, with the right skills, in the right positions to carry out the agency
mission? Have any agencies found a way to do this? To help answer these questions, we looked
to see if agencies are including HRM measures in their strategic plans, and what types of
measures they have identified.

Not surprisingly, 71 percent of the plans did not identify any HRM measures. Moreover, the
meaningfulness and practicality of the 29 percent of agency identified measures could be stronger.
About one-third of the 29 percent contain measures that are not really measures. They are lists of
activities or projects that, when completed, will help to reach the goal. In other words, they are
strategies labeled as measures. The other two-thirds of that 29 percent have fairly good measures
that are tied to specific mission or support goals and provide seemingly relevant information.
However, even these fairly good measures tend to focus on HR processes (outputs) rather than
intended outcomes. For example, some agencies measure the average number of employee
training hours to measure workforce skill levels, rather than what skills are actually gained
through the training or what skills the workforce actually possesses.

Facilities provided by the company
Training
Education and library
Accommodation
ATM facility
Safety Measures
Canteen and Mess facilities
Other Facilities – Sports, skating facility, cultural activities, yoga , meditation and outstation picnics.
About the Personnel Manager
Mr Babu completed his B.Com from a government college in Tamil Nadu.
Initially Mr Babu was appointed as an accountant in KPR mills. The management identified his managing skills and in a span of 5 years was given the post of Personnel Officer.
He has been associated with KPR Mills for the past 18 years
HR department size and composition
The HR department consists of 30 member team.
He has two assistant who take care of the remaining 27 members.
The main job of the HR executives is to keep track of every employee: their profile, attendance, job analysis, deciding the incentive plan, deciding their shift timing, giving ear to their grievances and complaints, celebrating occasions and making sure the work culture is always maintained.
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Re: Human Resource Management of Electric Boat
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James Cord
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Re: Human Resource Management of Electric Boat - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
The Electric Boat Corporation[1] (EB) is a division of General Dynamics Corporation. It has been the primary builder of submarines for the United States Navy for well over 100 years.

The company's main facilities are a shipyard in Groton, Connecticut and a hull-fabrication and outfitting facility in Quonset Point, Rhode Island.


A structure of interaction is formulated that discourages free exchange of information. Rules and procedures are established prohibiting intergroup communication. All information is screened by group leadership before dissemination. This kind of situation is not new in TVN. As mentioned, Dancer is an authoritative leader which dictates everything to his group while Cottingham has a different style, in this manner, as Cottingham tries to rule the group of Dancer, the members did not follow his management style which resulted into conflicts between the groups of the two leaders. The reasons that have been mentioned above are clearly seen in the case of TVN, and because of these disputes, individual differenced and others, conflict is present within the company.

The management of agency human resources is an integral part of how an agency is going to
achieve its mission goals. Without people, there is no one to do the work. Therefore, integrating
HRM into the agency strategic plan is the first step in aligning it with the mission.

Even though GAO and OMB are pushing for improvement of HRM alignment discussions in
strategic and annual plans, GPRAs primary focus is still on agency programs, rather than
corporate functions. Therefore, we assumed at the beginning of this study that not many agency
strategic plans would have addressed HRMs role in mission accomplishment. We were
pleasantly surprised. Out of the 31 strategic plans reviewed, 87 percent had addressed HRM in
some way. Below is a breakdown of how integration between HRM and the agency plan is
achieved, a count of how many strategic plans have integrated HRM in a particular way, and
some examples of actual agency approaches.

Defining practical, meaningful measures that assess the effectiveness of agency human resources
management and its support of mission accomplishment is a topic that agencies have been
struggling with. It is easy to measure a process -- how long does it take to complete an action? It
is easy to measure productivity -- how many actions were completed in any given time frame?
But how do you measure the outcome of human resources management? How does an agency
know if it has the right people, with the right skills, in the right positions to carry out the agency
mission? Have any agencies found a way to do this? To help answer these questions, we looked
to see if agencies are including HRM measures in their strategic plans, and what types of
measures they have identified.

Not surprisingly, 71 percent of the plans did not identify any HRM measures. Moreover, the
meaningfulness and practicality of the 29 percent of agency identified measures could be stronger.
About one-third of the 29 percent contain measures that are not really measures. They are lists of
activities or projects that, when completed, will help to reach the goal. In other words, they are
strategies labeled as measures. The other two-thirds of that 29 percent have fairly good measures
that are tied to specific mission or support goals and provide seemingly relevant information.
However, even these fairly good measures tend to focus on HR processes (outputs) rather than
intended outcomes. For example, some agencies measure the average number of employee
training hours to measure workforce skill levels, rather than what skills are actually gained
through the training or what skills the workforce actually possesses.

Facilities provided by the company
Training
Education and library
Accommodation
ATM facility
Safety Measures
Canteen and Mess facilities
Other Facilities Sports, skating facility, cultural activities, yoga , meditation and outstation picnics.
About the Personnel Manager
Mr Babu completed his B.Com from a government college in Tamil Nadu.
Initially Mr Babu was appointed as an accountant in KPR mills. The management identified his managing skills and in a span of 5 years was given the post of Personnel Officer.
He has been associated with KPR Mills for the past 18 years
HR department size and composition
The HR department consists of 30 member team.
He has two assistant who take care of the remaining 27 members.
The main job of the HR executives is to keep track of every employee: their profile, attendance, job analysis, deciding the incentive plan, deciding their shift timing, giving ear to their grievances and complaints, celebrating occasions and making sure the work culture is always maintained.
Hi netra,

It was really appreciable and i am sure it would help many people. Well, i found Case Study on Solar-Electric Boat and wanna share it with you and other's. So please download and check it.
Attached Files
File Type: pdf Case Study on Solar-Electric Boat.pdf (680.2 KB, 0 views)
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