Human Resource Management of Ford Motor Company -
January 25th, 2011
The Ford Motor Company (NYSE: F) is an American multinational automaker based in Dearborn, Michigan, a suburb of Detroit. The automaker was founded by Henry Ford and incorporated on June 16, 1903. In addition to the Ford and Lincoln brands, Ford also owns a small stake in Mazda in Japan and Aston Martin in the UK. Ford's former UK subsidiaries Jaguar and Land Rover were sold to Tata Motors of India in March 2008. In 2010 Ford sold Volvo to Geely Automobile. Ford discontinued the Mercury brand at the end of 2010.
Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce using elaborately engineered manufacturing sequences typified by moving assembly lines. Henry Ford's methods came to be known around the world as Fordism by 1914.
One successful approach to providing benefits to employees of a small business is to allocate a
certain amount of money per employee for benefits. Each employee then chooses the package of
benefits that suits his or her current needs. This approach is called cafeteria planning because it is
similar to going down a cafeteria line, where each customer chooses what he or she wants to eat. It
has been suggested that employees perceive this approach as highly equitable because it (1) allows
freedom of choice and (2) does not impose a single package of benefits on all employees.
For example, a young employee with several small children may be interested in dental insurance for
his family. He is not really interested in or motivated by a pension plan at this time in his life.
Another employee in this same company is in her late forties, has no dependent children and is
planning for retirement. To force the same benefit on these two employees is not an effective use of
benefit money. To allow some choice on the part of participants is a major advantage of the cafeteria
approach to benefit planning.
Small businesses face difficult challenges when they try to match benefits with big firms.
Nevertheless, the small firm can enjoy the benefits of greater flexibility and innovativeness by
offering a cafeteria plan.
EMPLOYEE TRAINING AND DEVELOPMENT
An Effective Training Program
The quality of employees and their development through training and education are major factors in
determining long-term profitability of a small business. Hiring and keeping good employees is the
key to the first factor. (Hiring has been discussed in the first section and retaining employees will be
discussed in the third section.) If you hire and keep good employees, it is good policy to invest in the
development of their skills, so they can increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing training for
current employees helps them adjust to rapidly changing job requirements.
Role of HR
• Alignment of HR vision with corporate vision.
• Shift from support group to strategic partner in business operations.
• HR as a change agent.
• Enhance productivity and performance by developing employee competency and potential.
• Developing professional attitude and approach.
• Developing ‘Global Managers ‘ for tomorrow to ensure the role of global players.
Measuring HR Performance
HR Parameters have been incorporated in the MOU by since 1994-95 to systematically and scientifically evaluate effectiveness of HR Systems, which enables and facilitates time bounds initiatives
HR Parameters of MOU for 2008-2009
• Transformation of –HR as facilitator and change Agent .
• Training and development.
• Action Plan and Implementaion for achieving HR mission and objectives.
• HR audit.
• HR for enhancing efficiency and productivity.
• Introducing the concepts of mentoring and knowledge management.
• Conducing a Climate Survey to identify areas for Organizational development
Last edited by netrashetty; January 25th, 2011 at 05:02 PM..