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Human Resource Management of Whirlpool Corporation
Human Resource Management of Whirlpool Corporation - January 28th, 2011
Human Resource Management of Whirlpool Corporation : Whirlpool Corporation (NYSE: WHR) is a Fortune 500 company and a global manufacturer and marketer of major home appliances with its headquarters in Benton Charter Township, Michigan, United States, near Benton Harbor, Michigan. The company has annual revenue of approximately $18 billion, more than 70,000 employees, and more than 70 manufacturing and technology research centers around the world. The company markets Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana, Gladiator Garage Works, Inglis, Estate, Brastemp, Bauknecht, Consul, and other major brand names to consumers in nearly every country around the world.
After acquiring the Maytag Corporation on March 31, 2006, Whirlpool Corporation passed Electrolux to become "the largest home appliance maker in the world."
Founded in 1911, Whirlpool is celebrating its 100th Anniversary in 2011.
In the U.S., Whirlpool has manufacturing facilities in Fort Smith, Arkansas; Evansville, Indiana; Amana, Iowa; Tulsa, Oklahoma; Ohio (Clyde, Findlay, Greenville, Marion and Ottawa).
On-the-job Training (OJT)
OJT takes the form of one-on-one instruction wherein a supervisor or an experienced staff works directly with the trainee, explaining and demonstrating the job, allowing the trainee to practice, and checking and correcting the trainee’s work. The experienced employee’s major role is that of watching over the individual to provide guidance during practice or learning.
Proposed Training and Development Methods
New Employee Orientation
All employees, whether managerial or non-managerial, should be provided with systematic orientation when they first join the organization. Orientation introduces new employees to the organization and to their new tasks, managers, and co-workers so that they can quickly become effective contributors. Effective orientation can play a very important role in employee job satisfaction, performance, retention and similar areas (, 1998 cited in 2002).
Classroom lectures are used in many organizations to impart information to trainees. Classroom lectures are oral presentations covering particular topics and concepts. Discussions involve more interchange and less structure than other oral instructional methods. Discussions encourage participants and trainers to freely exchange knowledge, ideas, and opinions on a particular subject. Discussions give trainers feedback on how employees are using the knowledge or skills they have learned ( 1998).
Programmed or Self-Instructions
Self-instructions let trainees learn at their own pace. Topics can range from the simple to complex. Programmed instruction can be carried out by the use of computers or booklets, depending on the need. The method is to present a small amount of information, followed by a simple question the requires an answer on the part of the learner. There is immediate feedback for each response as the learner finds the answer on the next page or elsewhere. The learner knows whether he or she is right or wrong immediately. The main advantage of such an individualized program is that it is self-pacing. Relative to other training methods, self-instruction offers high mobility and flexibility. It can take place with or without instructors, in a wide variety of learning environments: learning centers, workstations, homes ( 2002).
The internet offers ways to increase learning, link resources, and share valuable knowledge within and outside an organization. People can use the Internet to deliver training in the following ways, either individually or in combination with other instruction methods:
* E-mail for accessing course material and sharing information
* Bulletin boards, forums, and news groups for posting comments and questions
* Interactive tutorials that let trainees take online courses
* Real-time conferencing placing all participants in the same virtual classroom
* Documents, tutorials, and software that trainees can download ( 2002)
Demonstrations, Behavior Modeling and Role Plays
Demonstrations are visual techniques where in the instructor performs the behavior or skills to be learned, and the trainees learn by watching. Modeling makes trainees learn by doing, not just by watching. First, the trainer demonstrates the desired performance, and then participants model the skill or behavior. The trainer provides feedback to trainees, with additional modeling and practices as needed. Role play is another instructional method. After the trainer models the desired skills or behaviors, trainees are asked not just to imitate the trainer’s performance, but also to apply these skills and behaviors to a sample situation in which different individuals play certain roles. All three techniques can be used in either one-on-one or group instruction. Each method can enhance training by illustrating how to apply instruction in practice. Demonstrations are ideal for basic skills training, while role-playing works well for building complex behaviors such as interpersonal or management skills. Of the three tools, demonstrations are least threatening to trainees, since they are not called on to perform themselves. Modeling and role plays, on the other hand, allow trainers to assess participants’ skill levels and to make sure that trainees can apply what they have seen
Importance of HRP
- Ensures optimum use of manpower. (Woman, too nowadays?)
- Forecast future requirements.
- Help determine recruitment/ induction level.
- To anticipate redundancies/ surpluses
- To determine training levels and works.
- Know the cost of manpower if there is a new project is being taken up.
HR planning and analysis activities have several facets. Through HR planning,managers attempt to anticipate forces that will influence the future supply of and demand for employees. Having adequate human resource information systems (HRIS) to provide accurate and timely information for HR planning is crucial.The importance of human resources in organizational competitiveness must be addressed as well. As part of maintaining organizational competitiveness, HR analysis and assessment of HR effectiveness must occur. The internationalization of organizations has resulted in greater emphasis on global HR management.
HR Planning Process
DEVELOPING THE HR PLAN
In planning for human resources, an organization must consider the allocation of people to jobs over long periods of time—not just for the next month or even the next year. This allocation requires knowledge of any foreseen expansions or reductions in operations and any technological changes that may affect the organization. On the basis of such analyses, plans can be made for shifting employees within the organization, laying off or otherwise cutting back the number of employees, or retraining present employees. Factors to consider include the current level of employee knowledge, skills, and abilities in an organization and the expected vacancies resulting from retirement, promotion, transfer, sick leave,
In summary, the HR plan provides a road map for the future, identifying
where employees are likely to be obtained, when employees will be needed, and what training and development employees must have.
Hence, In simple sence, the different HR activities must be aligned with the general business strategy, as well as the overall HR strategy, in order to support business goals.
EVALUATING HR PLANNING
If HR planning is done well, the following benefits
l Upper management has a better view of the human resource dimensions of
l HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive.
l More time is available to locate talent because needs are anticipated and identified before the actual staffing is required.
l Better opportunities exist to include women and minority groups in future
l Development of managers can be better planned.
Last edited by bhautik.kawa; July 20th, 2016 at 01:44 PM..
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