netrashetty
Netra Shetty
General Dynamics Corporation (NYSE: GD) is a U.S. defense conglomerate formed by mergers and divestitures, and as of 2008 it is the fifth largest defense contractor in the world.[3] The company has changed markedly in the post-Cold War era of defense consolidation. The company has four main business segments: Marine Systems, Combat Systems, Information Systems and Technology, and Aerospace. The company's former Fort Worth Division manufactured the F-16 Fighting Falcon, the most-produced Western jet fighter, but that subsidiary was sold to Lockheed in 1993. GD reentered the airframe business in 1999 with their purchase of Gulfstream Aerospace.
RECRUITMENT, SELECTION, AND ORIENTATION
•
Implement sourcing strategies that attract applications from a diverse range of high-performing
candidates
•
•
Implement a transparent selection process that ensures objective selection using relevant criteria
Implement orientation processes that ensure that new staff are aware of Center values, key policies,
and procedures
PERFORMANCE MANAGEMENT
•
Implement a cyclical performance management system in which performance targets are agreed
between staff and supervisors and evaluated and reset at least annually
•
Align research staff performance appraisal criteria with agreed research success factors
STAFF DEVELOPMENT
•
•
Establish an overall framework for staff development
Link staff development with performance management processes and track this through
development plans
CODES OF CONDUCT
•
•
Implement a framework to guide staff on expected personal and business conduct in the workplace
Publish guidelines on various aspects of personal and business conduct
REMUNERATION AND REWARDS
•
•
Implement a professional job evaluation system to determine job levels and compensation
Clearly define, communicate, and apply in selection processes the knowledge, skills, attitudes, and
performance levels required for career progression
ADMINISTRATION OF BENEFITS
•
•
Implement systems to streamline the management of benefit transactions
Maintain effective filing systems to support administration of benefits
JOB ORGANIZATION STRUCTURE
The former Classification Plan consisted of approximately 1,650
individual job classifications, which were functionally organized into 580 class
series within 8 broad occupational groups. Included were a number of agency
specific and central agency job classes.
In contrast, the Compensation Management System has consolidated the
job organizational structure into approximately 300 broad Roles,
approximately 60 Career Groups and 7 Occupational Families. All agency
2
and central agency specific job classifications have been consolidated into the
new job organization structure.
Each new Occupational Family includes a number of Career Groups.
Each Career Group identifies progressively higher Roles within a recognized
occupational field. The concept of Role is central to the new job structure.
Roles describe a broad array of similar positions reflective of different levels of
work within an occupational field. The consolidation of the former job classes
into the new broader Roles helps provide greater consistency in salaries
assigned to the same or similar work across the Commonwealth.
HRM assumes that managers must reshape organizational forms in order to develop individualized, high trust relations with subordinates. Leadership training and development initiatives are part of a larger human resource management system that includes development planning, reward systems, succession planning, and personnel tracking processes. These components need to align with and support efforts to develop executive leadership capabilities within the organization (Klimoski & Zaccaro 2001). Increasing numbers of organizations are recognizing that effectively managing their human resources also necessitates recognition and incorporation of the global context. It is almost impossible in an age of internationalization to conceive of any business as being purely domestic in its focus. Though some small businesses may never sell their products internationally or establish subsidiaries in other nations, they are affected by global trends, fluctuations in stock markets and swings in economic conditions. Businesses will also increasingly find that some, if not most of, the products or services they buy and sell, or the components from which they make their products, are produced overseas (Beaver & Stewart 2004). The increasing international mobility and cultural diversity of workforces will mean that thinking globally will be essential to business survival, and there is much that businesses may learn from the disciplines of international human resource management and cross-cultural management Beaver & Stewart 2004). HRM helped in showing the way for businesses to be creative and adaptive to the changes in the environment. HRM helped business in to provide excellent services. This prompted businesses to have such an enthusiastic uptake on HRM and its principles. Businesses wanted to acquire HRM knowledge because they believe that such principles will make them better companies and it will help them achieve the goals and objectives they have set. The popularity of HRM is still evident due to it adding new and better ways for businesses to manage people.
RECRUITMENT, SELECTION, AND ORIENTATION
•
Implement sourcing strategies that attract applications from a diverse range of high-performing
candidates
•
•
Implement a transparent selection process that ensures objective selection using relevant criteria
Implement orientation processes that ensure that new staff are aware of Center values, key policies,
and procedures
PERFORMANCE MANAGEMENT
•
Implement a cyclical performance management system in which performance targets are agreed
between staff and supervisors and evaluated and reset at least annually
•
Align research staff performance appraisal criteria with agreed research success factors
STAFF DEVELOPMENT
•
•
Establish an overall framework for staff development
Link staff development with performance management processes and track this through
development plans
CODES OF CONDUCT
•
•
Implement a framework to guide staff on expected personal and business conduct in the workplace
Publish guidelines on various aspects of personal and business conduct
REMUNERATION AND REWARDS
•
•
Implement a professional job evaluation system to determine job levels and compensation
Clearly define, communicate, and apply in selection processes the knowledge, skills, attitudes, and
performance levels required for career progression
ADMINISTRATION OF BENEFITS
•
•
Implement systems to streamline the management of benefit transactions
Maintain effective filing systems to support administration of benefits
JOB ORGANIZATION STRUCTURE
The former Classification Plan consisted of approximately 1,650
individual job classifications, which were functionally organized into 580 class
series within 8 broad occupational groups. Included were a number of agency
specific and central agency job classes.
In contrast, the Compensation Management System has consolidated the
job organizational structure into approximately 300 broad Roles,
approximately 60 Career Groups and 7 Occupational Families. All agency
2
and central agency specific job classifications have been consolidated into the
new job organization structure.
Each new Occupational Family includes a number of Career Groups.
Each Career Group identifies progressively higher Roles within a recognized
occupational field. The concept of Role is central to the new job structure.
Roles describe a broad array of similar positions reflective of different levels of
work within an occupational field. The consolidation of the former job classes
into the new broader Roles helps provide greater consistency in salaries
assigned to the same or similar work across the Commonwealth.
HRM assumes that managers must reshape organizational forms in order to develop individualized, high trust relations with subordinates. Leadership training and development initiatives are part of a larger human resource management system that includes development planning, reward systems, succession planning, and personnel tracking processes. These components need to align with and support efforts to develop executive leadership capabilities within the organization (Klimoski & Zaccaro 2001). Increasing numbers of organizations are recognizing that effectively managing their human resources also necessitates recognition and incorporation of the global context. It is almost impossible in an age of internationalization to conceive of any business as being purely domestic in its focus. Though some small businesses may never sell their products internationally or establish subsidiaries in other nations, they are affected by global trends, fluctuations in stock markets and swings in economic conditions. Businesses will also increasingly find that some, if not most of, the products or services they buy and sell, or the components from which they make their products, are produced overseas (Beaver & Stewart 2004). The increasing international mobility and cultural diversity of workforces will mean that thinking globally will be essential to business survival, and there is much that businesses may learn from the disciplines of international human resource management and cross-cultural management Beaver & Stewart 2004). HRM helped in showing the way for businesses to be creative and adaptive to the changes in the environment. HRM helped business in to provide excellent services. This prompted businesses to have such an enthusiastic uptake on HRM and its principles. Businesses wanted to acquire HRM knowledge because they believe that such principles will make them better companies and it will help them achieve the goals and objectives they have set. The popularity of HRM is still evident due to it adding new and better ways for businesses to manage people.
Last edited: