Abstract
We all know that human resources management implies a lot of fundamentals for an organization. Human resources must understand the implications of globalization, technology changes, workforce diversity, changing skills requirements, the contingent workforce, decentralized worksites and also employee involvement. All of these factors have to be taken into consideration because of the continuous improvement initiatives.
The global economy evolution has brought us to a more difficult system which tends to influence the way we manage people inside a company, a firm or an organization. Nowadays, pressure, tension and conflicts have to be well managed to keep employees and workers motivated, implied and invested. Satisfying each organization's members in good and bad times is not as easy as we think, especially in bad times. Besides, the subject of this report turns on that specific issue that we will try to deepen with the help of this case: Engstrom Auto Mirror Plant: Motivating in good and bad times, by Michael Beer and Elizabeth Collins. In this case, we will see that the Engstrom Auto Mirror Plant has known some difficulties to maintain a constant and appropriate long term strategy to keep employees focussed on productivity. In the first part, we will try to know why it did not succeed in developing an efficient and motivating strategy among its staff by explaining its management process.
Second, we will suggest what solutions can be undertaken to resolve these problems, that is to say, create a new productivity system based on individual performance. In order to make the report more affluent in information, we will lean on certain tools and elements.
Let's first define how important human resources management is. In fact, it is essential inside an organization. Today, we have to know that HRM requires a new level of sophistication when compared to the past few years. Federal and state employment legislation has placed new requirements on employers; jobs have become more technical and skilled; traditional job boundaries have become blurred with the advent of such things as project teams and telecommuting; and global competition has increased demands for productivity. (Fundamentals of Human Resource Management, by DeCenzo and Robbins, chapter two).
