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Human Resource Management of Harley-Davidson

Human Resource Management of Harley-Davidson

Discuss Human Resource Management of Harley-Davidson within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Harley-Davidson (NYSE: HOG, formerly HDI[3]), often abbreviated H-D or Harley, is an American motorcycle manufacturer. Founded in Milwaukee, Wisconsin, during ...

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Human Resource Management of Harley-Davidson
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Netra Shetty
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netrashetty
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Human Resource Management of Harley-Davidson - January 27th, 2011

Harley-Davidson (NYSE: HOG, formerly HDI[3]), often abbreviated H-D or Harley, is an American motorcycle manufacturer. Founded in Milwaukee, Wisconsin, during the first decade of the 20th century, it was one of two major American motorcycle manufacturers to survive the Great Depression.[4] Harley-Davidson also survived a period of poor quality control and competition from Japanese manufacturers.[5]

The company sells heavyweight (over 750 cc) motorcycles designed for cruising on the highway. Harley-Davidson motorcycles (popularly known as "Harleys") have a distinctive design and exhaust note. They are especially noted for the tradition of heavy customization that gave rise to the chopper style of motorcycle.[6] Except for the modern VRSC model family, current Harley-Davidson motorcycles reflect the styles of classic Harley designs. Harley-Davidson's attempts to establish itself in the light motorcycle market have met with limited success and have largely been abandoned since the 1978 sale of its Italian Aermacchi subsidiary.

Harley-Davidson sustains a loyal brand community which keeps active through clubs, events, and a museum. Licensing of the Harley-Davidson logo accounts for almost 5% of the company's net revenue.

By means of effectively managing HRM, organizations can gain a competitive advantage over their competitors. Competitive advantage, in brief, is the superior marketplace position relative to its competition through cost leadership and product differentiation (Porter, 1985). Cost leadership is achieved when organizations provides same service or product as its competitors at a lower cost perhaps through the use of technology, more efficient methods and cut overhead costs. When this service or product is preferred by the consumers to bur, then occurs product differentiation. HRM practices can be an important source of competitive advantage by means of the creation of both cost leadership and product differentiation. There are two paths into which HRM is linked with competitive advantage. On the one hand, the direct path wherein HRM-related costs comprise a significant portion of organizational expenses and doing best in this area provides financial advantage.

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.


Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.
It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicant’s chance of being appointed as firms are required to employ a percentage of disabled people).
Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training costs.
Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for:
 Aptitudes (particularly useful for school leavers)
 Attainments
 General intelligence
(All of these need skilled testing and assessment.) In more senior posts other techniques are:
 Leaderless groups
 Command exercises
 Group problem solving
(These are some common techniques - professional selection organizations often use other techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly essential to good recruitment. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to xratex the candidates. For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the needs of the post). Application of the normal curve of distribution to scoring eliminates freak judgments
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