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Human Resource Management of Honeywell

Human Resource Management of Honeywell

Discuss Human Resource Management of Honeywell within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Honeywell International, Inc. (NYSE: HON) is a major conglomerate company that produces a variety of consumer products, engineering services, and ...

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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
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Human Resource Management of Honeywell - January 27th, 2011

Honeywell International, Inc. (NYSE: HON) is a major conglomerate company that produces a variety of consumer products, engineering services, and aerospace systems for a wide variety of customers, from private consumers to major corporations and governments.

Honeywell is a Fortune 100 company with a workforce of approximately 128,000, of which approximately 58,000 are employed in the United States.[1] The company is headquartered in Morristown, New Jersey. Its current chief executive officer is David M. Cote. The company and its corporate predecessors were part of the Dow Jones Industrial Average Index from December 7, 1925 until February 9, 2008.

The current "Honeywell International Inc." is the product of a merger in which Honeywell Inc. was acquired by the much larger AlliedSignal in 1999. The company headquarters were consolidated to AlliedSignal's headquarters in Morristown, New Jersey; however the combined company chose the name "Honeywell" because of its superior brand recognition.

Honeywell has many brands that consumers may recognize. Some of the most recognizable products are its line of home thermostats (particularly the iconic round type), Garrett turbochargers, and automotive products sold under the names of Prestone, Fram, and Autolite.

he knowledge economy suggests that a new lens is needed for the HRM function in most organizations. People are at the heart of value creation in the knowledge economy, but the conventional ways in which many HRM professionals have viewed people is not focused on the types of contributions that will be crucial in this context. Many of the practices and perspectives traditionally found in HRM units are well suited to matching people to jobs and jobs to strategies, to motivating people to make a variety of contributions to value creation expertly and efficiently, and to responding to a firm's strategic intent. But, the knowledge economy requires a different kind of human resource management in which human resource (HR) professionals take the initiative in designing value creation options for their organizations. The focus of HRM in the knowledge economy should emphasize making it possible for people to leverage other types of resources to create capabilities, and to nurture core competencies within a context that rewards both consistency and innovation and values both persistence and flexibility. The knowledge economy will have two important effects on HRM. First, HRM should not remain confined to its conventional activities of staffing, training and development, performance management, and so on (



Human resource management has its own limitations also. Though personnel management has been in practice for quite sometime now, human resource management is of recent origin. Some companies have already has their personnel management departments while some have taken initiative to appoint human resource managers to look after their personnel function. Such superficial actions may not bear much fruit. What is actually needed is the fundamental change in attitudes, approaches and the very management philosophy. Without such a change, particularly at the top management level renaming of personnel department or predestinating the personnel officer may not serve the people.
At least some HRD people hold the view that HRM people hold the view that HRM is something very distinct from personnel management and neglect the importance of personnel management. This is very dangerous approach. It must be understood that a balanced and integrated approach is necessary. Actually speaking the philosophy outlook, attitude, and approach to the company own people may undergo a change not only of top management but other levels of management. Then an integrated approach is to HRM is necessary that is it becomes the part of the personnel management, while the whole personnel function must be viewed through the human resource angle.
HRM Philosophy and thrust must come from the top and accepted by people at all levels. But unfortunately in many organization top bosses remains passive leaving the HRD functions to be carried out by the personal manager waiting for the result to come. If good result emerges the credit will go to the magnanimity of the boss and all the discredit remains with the personal manager. Hence the personnel manager may look at the HRD programme with suspicion. This is very serious limitation.
Management must be not satisfied with the few training programme at it happens in some organization now. HRM functions must constantly strive to determine the actual needs and an aspiration of the companies own people and plans to satisfy them, develop their potentiality and use them. But unfortunately management’s productivity and profitability approach still remains undisturbed in many organizations.
HRM is of recent origin as it lacks universally approved academic base. Different professionals tent to decline the term in different ways. Until a general definition is accepted and operational frame work is universally approved, the approach of the practitioner may continue this is another draw back. However, a generally accepted approach is expected to emerge in near future because of the strenuous efforts of HRM professionals and thinkers.
Most of the HRD programmers are limited to the classroom training in many organizations. This is another drawback of HRD. On the job training developmental programmers, carrier planning and counseling are used to develop people. Actually, speaking, unless a proper learning atmosphere is created no training programmed would be able to produce expected results.
In many organizations adequate information and data base may be lacking. This is serious threat to accuracy of information without which HRM practice is difficult. Collection storing and retrieval of information must therefore be given first priority which many manager neglect.
In many organizations even the personal professionals misunderstand HRM as synonymous to HRD. Some classroom training programmers are generally arranged which are called HRD programmers. These programmers are understood as Human Resource Management. Such cursory classrooms are not the actual HRD programmers even a well-planned and executed HRD programmed is not HRM. HRD is the only part of HRM, which is integrated approach to management. Human Resource Management suffers from such limitation. However, the impact, it has made on the managerial effectiveness has been spectacular wherever it was introduce. Actually speaking a real need exists in every Indian Organization for an HRM approach
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