General Motors Corporation

By Author: Henry Ford
Total Articles: 189
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The General Motors Company is an international company which specializes in production of automobiles. The company was established in the year 1908, with its headquarters in US, in which it developed by establishing other branches in other parts of the world. The General Motors Corporation is one of the world’s car producers, with more than 280,000 employees from various parts of the world. Being a multi-brand company, the products of the General Motors Corporation have been quite successful in the market since the employees have been well managed by an efficient human resource management for efficient products. Some of the main brands for products from the General Motors Corporation include Cadillac, GM Daewoo and Saab among others, which make the company to maintain the demand for its products. As it has been revealed, the General Motors Corporation HRM has employed a number of strategies in order to have an effective employee body (Taylor 2010).
By having a highly reliable human resource body, the General Motors Corporation has been very successful in acquiring quite efficient employee body to facilitate the maintenance ...
... of its quality production. However, the company has lately been faced with a number of problems which caused a significant decline in its productivity. More specifically, the onset of the year 2007 saw the company under turmoil, where its productivity declined sharply, as a result of the onset of the recently experienced depression. The company has been found to have experienced a very huge amount of losses, which entirely affected the efficiency of the GMC’s Human Resource Management. Generally, the trend of Human Resource Management of the General Motors Corporation efficiency has been observed to rise lately, as a result of its strategic alignment of the company’s overall objectives. More specifically, the company has been establishing new strategies of maintaining a highly reliable and innovative employee body, which is anticipated to see the company in higher corporation performance (General Motors Website 2010).
The Challenges Facing Human Resource Management of GMC
Being an international based-company, the General Motors Corporation’s HRM performance has been greatly affected by the economic situations prevailing in US. Considering the recently ended great depression in US, the company had a lot of expectations on its overall sales volume increase, with regard to its expanded state. Due to liquidity and credit limitations among various economies in the western region and other various parts of the world, the anticipated sales where not realized. This failure of realizing its planned targets, with a lot of resources including employee salaries invested in the general production of the company affected its performance greatly. As reported by Taylor (2010), the company incurred a loss of $44,000 in the year 2007. As a result, most employees were shed-off, due to internal imitations, as result of reduced productivity of the company. Considering the stiff competition in the global markets for automobiles, the General Motors Corporation faced lots of challenges of maintaining its ultimate sales volume, with the constricted world economies as a result of the depression.
On this basis, the company’s human resources productivity seemed to have been faced a lot of challenges in pursuit of enhancing the productivity of the company. In addition, the higher prices of oil as result of the world economic crisis resulted into sharp decline in the demand for vehicles across the world. More so, most people abandoned high-fuel-consuming vehicles for smaller less-fuel-consuming ones. As a result, the previously planned production for the General Motors Corporation was greatly affected since the crisis chimed in unexpectedly. Considering all these challenges, a very large number of employees in the General Motors Corporation were deployed. As reported by Walsh (2008), the Human Resource Management of the General Motors Corporation recorded the highest number of deployed employees in the year 2009, when the company’s ultimate performance quite pathetic. As a result, various strategic plans have been worked on, in pursuit of reinstating the productivity of the company, despite the recently experienced challenges. It is quite important to note that, the human resources body of the General Motors Corporation has been one of the most affected by the crisis since all the cut-off plans were mainly geared and focusing on the human resources.
Strategic Human Resource Management Plan for GMC
In order to enhance efficient and stable human resources in the General Motors Corporation, various issues have been raised with an aim of ensuring stability of its E-HMR. The has been established on the basis of enhancing the achievement of the general company’s goals and objectives, in which all the involved parts have been reviewed and restructured. Certainly, the overall, company’s management practices have been reinstated with an aim of ensuring high performance of the company, regardless of the economic situations. As a result, various management theories have been employed in all the management practices, especially the human resources management in order to facilitate for a prospective business performance of the company (Abuhamdeh 2009).
The use of Balance Score Card and Benchmarking in GMC
Certainly, the balance score card has been one of the main management theories which have been employed in the company, with an aim of stabilizing its financial and non-financial situation. On the financial perspective, this theory has been effectively employed in order to establish stable financial bases for the maintenance of the human resource body, which would be less affected by the external economic conditions. As evidenced in Dynamic Econometric Consulting Services (DECS), the use of the balance score board has bee quite useful in the process of a company recovering from the state of depression. Certainly, the benchmarking company for GMC is the Dynamic Econometric Consulting Services (DECS), in which it has actively motivated GMC in its strategic planning for a cost effective production system (Murali 2008).
Through the use of e-controlled-HRM, financial performance of GMC has been improving significantly, resulting into efficiency. This has been facilitated by the availability of indicators for every step made by the organization in pursuit of establishing better performance. More specifically, the theory of balance score theory has established a common basis for balancing all the departments in the company through e-monitoring of the apparent processes within the company. As a result, the human resources would not be at risk of having the company’s employee body be affected severely in case of any unexpected crisis.
Further, the company has established internal business perspective plans in pursuit of ensuring a stable employee body within the company. According to Taylor (2010), balance score card facilitates for indicators for any step made within the organization as various strategies are being established within the company. In this case, the internal business perspective has been significant in the company’s ultimate strategic course since the company’s employees would be assessed regularly in terms of the productivity. More specifically, the HRM of the General Motors Corporation has been conducting internal trails for productivity of the current employees with regard to various indicators for such performances. Quite for a while, the company’s overall productivity has been established on the basis of the employees’ productivity, as per the indicators set to affirm such performances (Aghazadeh 2009).

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