Article Abstract:
Multi-skilling at GKN Hardy Spicer is a phased program that exhibits many principles of socio-technical job design theory. This leading supplier of joint and driver shafts for front-wheel drive vehicles is introducing new technology to reduce costs, improve quality, and reduce working capital. The strategy for implementation of the new technology is a blend of new and old styles in which first-level decisions are made by the operator with specialist assistance available for more complex problems. The goal of self-motivation is central to the retraining of technical operatives, although it also requires changes in human resource management. The changes occur in supervision, production management, salary, over-education, and skill interfaces.
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Article Abstract:
The impact of business changes on human resource management is examined, using the Trustee Savings Bank (TSB) Scotland as an example. Since 1973 TSB Scotland has evolved from a collection of savings banks to a financial services corporation in direct competition with other retail banking organizations. The group has had to cope with two mergers, and to improve skills and performance levels. Personnel management at the company became more strategically oriented, preserved morale through the positive use of transfers and early retirement, established a systematic career development program, and balanced recruitment with training and development.
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Article Abstract:
A personnel management study focusing on 20 firms from 1979 to 1986-1987 by the University of Warwick reveals that recent changes in personnel management have often been made because of external competitive pressures, including: decentralization and internationalization, as well as internal pressures to increase productivity and performance. The external and internal pressures have resulted in changes in personnel activity in such areas as skill supply, training, and rewards management.
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