Treadway Tire Company

The purpose of this reflective paper is to show my understanding along with what I have learned about HRM (human resources management) and the different way HRM impacts the success behind every business, along with the rules and regulations that go with it. Over the last five weeks I have learned quite a bit about HRM and will reflect on that throughout this paper. “Human resource management is the managing of human skills and talents to make sure they are used effectively and in alignment with an organizations goals.” (Youssef, 2012). I will be including the things I learned throughout the last five weeks in this

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

As the global business environment becomes increasingly competitive, more and more organisations are targeting human resources as a means of strategically gaining competitive advantage. Strategic human resource management (SHRM) is a constantly evolving process which is concerned with providing a strategic framework that supports an organisation’s long term business goals. The logic behind this is that organisations are using new innovative technologies to provide qualitative low- cost solutions, and are trying to manage their human assets more effectively (Wright,

Determine why change is so difficult for organizations. Propose ways that human resource (HR) specialists can assist in making change easier.

To fix the high turnover issues at the Treadway Tire Company Lima plant starts with fixing the problem not symptoms of the problem. The organizational culture and leadership behaviors toward group and people management is the problem at the Treadway Tire Company. Changing the organization culture requires the leaders at all levels to change their behaviors.

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

Tire City, Inc. is a rapidly growing retail distributor of automotive tires. Although they have 10 shops located throughout the Northeast region, the bulk of TCI’s inventory is managed at a central warehouse. During the last three years, sales have been growing at a compound annual rate in excess of 20%. With such a great reflection of their excellent service and customer satisfaction in their net income, TCI’s central warehouse is “bulging at the seams”. TCI has decided to expand its warehouse facilities to accommodate future growth, and has requested a five year loan. We, MidBank, previously financed a project for TCI in 1991, which is currently being repaid in equal annual installments. TCI plans to

Human Resource Management (HRM) is the terminology used to illustrate formal systems devised for the management of people within an organization. It is the method of managing an organization or company that is directly related to the employees of that particular organization. The success of a business often rely heavily on the performance of managing human resource. Maximizing the desires and benefits of an organization and helping a business grow by rewarding employees to help motivate and push them in their performance is one of the main aim of HRM. By doing this, it will have a positive impact on both the company and it’s entire organization.

In an era of increasing competitiveness, globalization, economic rationalization, deregulation, technological revolution and changing workforce there is an ever-increasing need for human resource management to be able to capitalize on the special challenges that this changing environment brings. For a company to be able to successfully keep ahead of the competition, human resource management is seen to be a significant contributor.

All of which will have a financial impact on the business, with reference to people management, reputation and future Budgeting. As facilitators HRM are pivotal in the achievement of continuous organisational improvements and personnel performance. Ulrich postulates a key role of HRM is that of change agents, delivering organizational transformation and culture change, the importance which has been emphasised by Johnson and

There were times, when management ignored questions as well as finding ways of problem solving techniques. This allowed associates, and other lower level management to become clueless on certain operations. At times there are some managers that sincerely cared about, the growth/development of others. The lack of training hurts the product of, which is displayed on quality leadership and lack of concern for consumers. In the grand scheme of things, it becomes equally importation educating associates about products, which are presented too customers. This should provide sources of adequate solutions for growth and

It can be described as "a structured approach to the conversion of the individuals, teams and organizations from a current state to a desired future state." The HR magazine suggests that it is the, "Benefits change methods and application of knowledge systems, tools and resources arising from the use of change management is to determine and adopt corporate strategy, structure, processes and technology to respond to internal and external changes conditions to produce. "

In 21st century, the significance of traditional sources of competitive success (e.x. Technology, economies of scale) decreases because they are easy to imitate. In contrast, “the significance of human resources as the greatest asset of a business enterprise has increased since human resources constitute an organisation’s intangible, irreplaceable and, un-imitable resources” (Pfeffer, 1994). In addition, the business environment changes rapidly. Competition, globalisation, changes in the economic, market and technology are adding the pressure on the old human resources management system. In order to cope with changes, there is a need for the transformation of human resources management.

A rapidly changing business environment due to technological changes and the impacts of globalization has resulted in shift of human resources paradigms (Khan, 1997). In every organization

In Sri Lanka 's Garment Industry, the manager introduced process controllers into the three production lines from January to April 2002; line employees underwent a series of training programs. The training focused on the company 's customers and products, the production process and techniques related to increasing quality and problem-solving. The sessions were conducted by the plant manager, the quality assurance manager and the work study manager. Each session was followed by a discussion with production line members. The training programs lasted for two hours after work, with all line employees paid for their participation. At production meetings, held once a week, line employees were given feedback on their performance, in particular in relation to line efficiency and end-line rejects.