Streamlined model (training)
Streamlined model (training)
Marquez J. Workforce Management (USA), 17 July 2006, Vol. 85 No. 13, Start page: 1 (7 pages)
Purpose – Describes the human resource management practices at Global Engine Manufacturing Alliance (USA), suggesting that it could provide a workforce model for the US automobile industry. Design/methodology/approach– Sets out the approach taken at the Global Engineering Manufacturing Alliance to training, flexible working and industrial relations, quoting from Bruce Coventry, the Alliance’s president, and Bruce Baumbach, the plant manager, about the changes made to the organization’s human resource management practices (notably, the introduction of high levels of training, job rotation and alternate shiftworking, plus the replacement of foremen with team leaders). Describes the impact on the culture and performance within the plant. Underlines that this has been achieved with the agreement of the union, the UAW. Describes the other human resource practices that have supported the changes,including the approach taken to recruitment, performance management and recognition. An inset describes how Nissan encourages the development of innovative solutions to organizational problems and ideas for new ways of working. Findings - Concludes that there are still a number of issues that may mean that the approach developed at Global Engine Manufacturing Alliance may fail, but cites the adoption of the model at DaimlerChrysler plants as an indication of the confidence that people have in it.Originality/value– Profiles an innovative approach to workforce management developed in the US automobile manufacturing industry.Reference: 35AW741
Keywords: Automotive industry, Flexible working hours, Human resource managment, Industrial relations, Organizational change, Training, United States of America
