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    People Management Fiasco in Honda Motors and Scooters India: Presented by

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    aparnaiyer88
    The document discusses the goals and strategies of Honda Motors and Scooters India (HMSI). HMSI's long-term goals were to change how people work and live by producing high-quality, affordable vehicles. Its short-term goal was to triple production capacity by 2008. HMSI's corporate strategy was aggressive growth, while its business unit strategy was cost leadership through quality products at reasonable prices. However, its human resources strategy of minimizing labor costs by hiring contract workers caused management issues.

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    People Management Fiasco in Honda Motors and Scooters India: Presented by

    Uploaded by

    aparnaiyer88
    71 views6 pages
    The document discusses the goals and strategies of Honda Motors and Scooters India (HMSI). HMSI's long-term goals were to change how people work and live by producing high-quality, affordable vehicles. Its short-term goal was to triple production capacity by 2008. HMSI's corporate strategy was aggressive growth, while its business unit strategy was cost leadership through quality products at reasonable prices. However, its human resources strategy of minimizing labor costs by hiring contract workers caused management issues.

    Original Description:

    Honda Labour Issues in India analyzed as per SHRM models

    Original Title

    SHRM Honda IR Issues

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    The document discusses the goals and strategies of Honda Motors and Scooters India (HMSI). HMSI's long-term goals were to change how people work and live by producing high-quality, affordable vehicles. Its short-term goal was to triple production capacity by 2008. HMSI's corporate strategy was aggressive growth, while its business unit strategy was cost leadership through quality products at reasonable prices. However, its human resources strategy of minimizing labor costs by hiring contract workers caused management issues.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    71 views6 pages

    People Management Fiasco in Honda Motors and Scooters India: Presented by

    Uploaded by

    aparnaiyer88
    The document discusses the goals and strategies of Honda Motors and Scooters India (HMSI). HMSI's long-term goals were to change how people work and live by producing high-quality, affordable vehicles. Its short-term goal was to triple production capacity by 2008. HMSI's corporate strategy was aggressive growth, while its business unit strategy was cost leadership through quality products at reasonable prices. However, its human resources strategy of minimizing labor costs by hiring contract workers caused management issues.

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    You are on page 1of 6

    PEOPLE

    MANAGEMENT
    FIASCO IN HONDA
    MOTORS AND
    SCOOTERS INDIA
    Presented by:

    Supriya Sawant 48

    Aparna Iyer 126

    Sananda Sengupta 151

    PROCESS OF STRATEGIC
    MANAGEMENT

    GOALS OF HMSI
    LONG TERM GOAL: Products were
    intended to be vehicles for change: To
    change the way people worked, travelled
    and lived.
    Develop a strategy for long term cooperation with its employees and rebuild
    the brand image of Honda.
    SHORT TERM GOAL: To triple the
    Gurgaon plants production capacity to
    0.6 million motorcycles and 1.2 million
    two-wheelers by end of fiscal 2007-2008.

    CORPORATE STRATEGY

    Growth
    Company had
    aggressive growth
    and expansion plans
    and wanted to triple
    productivity

    BUSINESS UNIT
    STRATEGY

    Cost Leadership
    To supply products
    of highest quality,
    yet at reasonable
    price to ensure
    complete customer
    satisfaction

    HR STRATEGY

    Retention and
    Minimizing Labour
    Cost
    Company paid
    above average
    wages and to reduce
    labour cost it hired
    contract labourers
    who formed 33% of
    its workforce.

    HR PRACTICES -STRATEGIC ALIGNMENT (STRENGTH)

    Focuses on candidate
    potential
    Introduced
    Standardized tests and
    realistic job preview
    Employed director of
    assessment for
    evaluation
    Formal socialization
    process to combat
    quick quits
    Meeting with HR
    Expectation meeting
    with manager for
    Career as well as
    Personal Development

    Recruitme
    nt
    &
    Selection

    Compensatio
    n & Benefits

    GROWTH

    Employee
    Welfare

    PMS
    Training &
    Devpt

    New hire orientation


    Special customer
    service training (FOCUS
    training)
    Employees paid for
    attending training

    Group Incentive scheme


    Gain sharing program
    based on %
    improvement in service
    If quarterly customer
    satisfaction goal was
    met then payout upto
    $200 is paid
    Goal setting method
    used
    Promotion based on
    assessment tests
    Customer service
    metrics forms an
    important measure of
    performance

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