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Human Resource Management of Georgia Pacific

Discuss Human Resource Management of Georgia Pacific within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Georgia-Pacific LLC is an American pulp and paper company based in Atlanta, Georgia, and is one of the world's leading ...

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Netra Shetty
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Human Resource Management of Georgia Pacific - January 25th, 2011

Georgia-Pacific LLC is an American pulp and paper company based in Atlanta, Georgia, and is one of the world's leading manufacturers and distributors of tissue, pulp, paper, packaging, building products and related chemicals. As of Fall 2008, the company employed approximately 50,000 people at more than 300 locations in North America, South America and Europe. It is a division of the private US conglomerate, Koch Industries.

Change management is a significant subdiscipline. That this note does not intended to address all its
aspects. However, some well-recognized critical success factors of change initiatives, which should be
incorporated in planned change projects, are






staff preparation or training (communications, retooling)

change management leadership (commitment)

monitoring and adjustment mechanisms during the change effort

sequence management (e.g., information systems or system upgrades needed to support change are
implemented at the right time)



managing the change burden on staff (so staff are not overwhelmed with multiple changes)


Riches notes that any large-scale change requires the large issue of culture to be confronted, and that this
can be a daunting task–even identifying culture, that invisible and often complex system of beliefs and
practices that determines how people act in organizations, is fraught with difficulty. Her organization
change and leadership development website reproduces 10 cultural components that one writer (Timothy
Galpin HR Magazine March 1996) says must be considered when implementing change:

1. Rules and policies - eliminate rules and policies that hinder the change and create new ones that
reinforce the desired way of operating. Develop and document new Standard operating
procedures.
2. Goals and measurement - develop goals and measurements that reinforce the desired changes.
3. Customs and norms - replace old ways of doing things that reinforce the old ways with new
customs and norms e.g., replace written reports with face-to-face meetings.
4. Training - again replace training that reinforces the old way of doing things with new training.
Develop experiential training that provides real time and hands-on experiences with new
processes and procedures.
5. Ceremonies and events - put in place ceremonies and events that reinforce the new ways.
Recognize individual and team contributions to making the changes work.
6. Management behaviors - publicly recognize and reward managers who change by linking
promotion and pay to the desired behaviors. Do not promote or pay increases to managers who
do not come on board.
7. Rewards and recognition - make rewards specific to the change goals that have been set. Ensure
that the performance management system recognizes and rewards the desired ways of operating
and does not simply reinforce the old ways. For example, a performance management system
that measures only individual behavior will undermine any attempts to inculcate a culture of
teamwork.
8. Communications - deliver communications in new ways to show commitment to change. Use
multiple channels to deliver consistent messages at all stages during the transition, before, during
and after the change.
9. Physical environment - make sure that the physical environment reflects the change. If
knowledge and information sharing is the goal, get people out of offices and into open, shared
areas. If you want them to talk to their customers, create ‘virtual’ offices so that people are
encouraged to work outside the office with customers.
10. Organizational structure - make sure that the structure reinforces the operational changes.
Combine overlapping divisions; reorganize around customers as opposed to functions.


On the other, the indirect path (Figure 1) wherein in between HRM practices and competitive advantage there is employee- and organization-centered outcomes. HRM practices are centered on achieving high levels of competence, motivation and work-related attitudes resulting to output, employee retention, legal compliance and company reputation or image. The premise is that HRM practices are less susceptible to imitation and thus the competitive advantage gained through this is more sustainable. To wit, organizations are very particularly and are increasingly aware of the importance of protecting knowledge and intelligence. Even if such practices have been pirated, the impact would not be very acceptable.

HRM places greater emphasis on a number of responsibilities and functions such as relocation, orientation and translation services to help employees adapt to a new and different environment outside their own country.
• Selection of employees requires careful evaluation of the personal characteristics of the candidate and his/her spouse.
• Training and development extends beyond information and orientation training to include sensitivity training and field experiences that will enable the manager to understand cultural differences better. Managers need to be protected from career development risks, re-entry problems and culture shock.
• To balance the pros and cons of home country and host country evaluations, performance evaluations should combine the two sources of appraisal information.
• Compensation systems should support the overall strategic intent of the organization but should be customized for local conditions.
• In many European countries - Germany for one, law establishes representation. Organizations typically negotiate the agreement with the unions at a national level. In Europe it is more likely for salaried employees and managers to be unionized.
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Last edited by netrashetty; January 25th, 2011 at 06:55 PM..
   
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Re: Human Resource Management of Georgia Pacific
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James Cord
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Re: Human Resource Management of Georgia Pacific - March 28th, 2016

Quote:
Originally Posted by netrashetty View Post
Georgia-Pacific LLC is an American pulp and paper company based in Atlanta, Georgia, and is one of the world's leading manufacturers and distributors of tissue, pulp, paper, packaging, building products and related chemicals. As of Fall 2008, the company employed approximately 50,000 people at more than 300 locations in North America, South America and Europe. It is a division of the private US conglomerate, Koch Industries.

Change management is a significant subdiscipline. That this note does not intended to address all its
aspects. However, some well-recognized critical success factors of change initiatives, which should be
incorporated in planned change projects, are






staff preparation or training (communications, retooling)

change management leadership (commitment)

monitoring and adjustment mechanisms during the change effort

sequence management (e.g., information systems or system upgrades needed to support change are
implemented at the right time)



managing the change burden on staff (so staff are not overwhelmed with multiple changes)


Riches notes that any large-scale change requires the large issue of culture to be confronted, and that this
can be a daunting taskeven identifying culture, that invisible and often complex system of beliefs and
practices that determines how people act in organizations, is fraught with difficulty. Her organization
change and leadership development website reproduces 10 cultural components that one writer (Timothy
Galpin HR Magazine March 1996) says must be considered when implementing change:

1. Rules and policies - eliminate rules and policies that hinder the change and create new ones that
reinforce the desired way of operating. Develop and document new Standard operating
procedures.
2. Goals and measurement - develop goals and measurements that reinforce the desired changes.
3. Customs and norms - replace old ways of doing things that reinforce the old ways with new
customs and norms e.g., replace written reports with face-to-face meetings.
4. Training - again replace training that reinforces the old way of doing things with new training.
Develop experiential training that provides real time and hands-on experiences with new
processes and procedures.
5. Ceremonies and events - put in place ceremonies and events that reinforce the new ways.
Recognize individual and team contributions to making the changes work.
6. Management behaviors - publicly recognize and reward managers who change by linking
promotion and pay to the desired behaviors. Do not promote or pay increases to managers who
do not come on board.
7. Rewards and recognition - make rewards specific to the change goals that have been set. Ensure
that the performance management system recognizes and rewards the desired ways of operating
and does not simply reinforce the old ways. For example, a performance management system
that measures only individual behavior will undermine any attempts to inculcate a culture of
teamwork.
8. Communications - deliver communications in new ways to show commitment to change. Use
multiple channels to deliver consistent messages at all stages during the transition, before, during
and after the change.
9. Physical environment - make sure that the physical environment reflects the change. If
knowledge and information sharing is the goal, get people out of offices and into open, shared
areas. If you want them to talk to their customers, create virtual offices so that people are
encouraged to work outside the office with customers.
10. Organizational structure - make sure that the structure reinforces the operational changes.
Combine overlapping divisions; reorganize around customers as opposed to functions.


On the other, the indirect path (Figure 1) wherein in between HRM practices and competitive advantage there is employee- and organization-centered outcomes. HRM practices are centered on achieving high levels of competence, motivation and work-related attitudes resulting to output, employee retention, legal compliance and company reputation or image. The premise is that HRM practices are less susceptible to imitation and thus the competitive advantage gained through this is more sustainable. To wit, organizations are very particularly and are increasingly aware of the importance of protecting knowledge and intelligence. Even if such practices have been pirated, the impact would not be very acceptable.

HRM places greater emphasis on a number of responsibilities and functions such as relocation, orientation and translation services to help employees adapt to a new and different environment outside their own country.
Selection of employees requires careful evaluation of the personal characteristics of the candidate and his/her spouse.
Training and development extends beyond information and orientation training to include sensitivity training and field experiences that will enable the manager to understand cultural differences better. Managers need to be protected from career development risks, re-entry problems and culture shock.
To balance the pros and cons of home country and host country evaluations, performance evaluations should combine the two sources of appraisal information.
Compensation systems should support the overall strategic intent of the organization but should be customized for local conditions.
In many European countries - Germany for one, law establishes representation. Organizations typically negotiate the agreement with the unions at a national level. In Europe it is more likely for salaried employees and managers to be unionized.
Hello dear,

I also got some information on Study on Growth and innovation at Georgia-Pacific and would like to share it with you and other student's. So please download and check it.
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File Type: pdf Study on Growth and innovation at Georgia-Pacific.pdf (3.12 MB, 0 views)
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