Managersare usually accountable for optimizing all the resources madeavailable to them, which include capital, human, and material. Themain opportunity that face managers in Delphi Automotive Plc, amanufacturer of global vehicle components as well as providingelectronic and electrical, thermal and active safety technologysolutions to all commercial and global automotive vehicle markets, isthe availability of well-trained staffs thus managing themeffectively can enable the company to achieve all its targeted goals.The discourse seeks to elucidate in depth the prospects facing DelphiAutomotive Plc managers and the appropriate solutions to engage.
Theindustry faces complex challenges especially in relation to wageinequalities and persistent gaps among employees. Differences inwages continue to affect the organization thus, inhibits managers’ability to oversee the continuity of performances and productivityamong employees. In this regards, Cascio (2010) asserts that whenmanaging all the human resources available in the company, managersshould strictly follow critical activities such as staffing,retention, change management, development, and adjustment so thatthey can successfully manage the opportunity of having qualifiedstaffs. Additionally, Bergene, Boluk, & Buckley (2014) contendthat the department of human resource and manager’s office isusually intertwined because the core objective of HRM is to assistmanagers to supervise company’s resources effectively andefficiently.
Thecores activities that greatly assist managers in effectively managinga company’s resources comprise staffing and examination ofprofessionals and skills necessary to ensure attainment of objectives(Cascio, 2010). Managers should also reward employees who engage inpositive activities within set processes and ensure the presence ofextremely harmonious working environment between the managers andemployees. Managers should also engage in development activities toenhance and preserve the competence of employees in their poststhrough improving their skills, knowledge, and abilities. Inaddition, they should seek to sustain the set compliance concerningorganization’s policies and business strategies. Bergene et al.(2014) assert that managing change within and outside the companyactivities relates to a company’s ongoing processes thus, capacityto improve the organization’s ability to respond and predictdevelopments in internal and external environment.
Lee& Berente (2012) assert that increased innovations andcomplicated labor relations especially with increased unionizationhave complicated the opportunities available to managers thus,managers should work to enticing and involving staffs when makingrules and regulations. This is effective because staff membersusually work extra hard when they feel that their presence isappreciated through being involved in decision-making processes. Additionally, involvement increases commitment in employees workposts and responsibility.
Increasedinnovation and engagements have allowed managers in the organizationto manage external competitive environment within the labor pool. Assuch, Lee & Berente (2012) contend that managers need tounderstand the four features of business environment such astechnology, globalization, demographic changes, and e-commerce thatgreatly requires the management of skills. For instance, a managershould have updated information concerning globalization because itenables companies to access plentiful resources and cheap labor aswell as reliable skills in technology that enable the manager toimplement the necessary resources as well as employ professionals whowill enable the organization to achieve set goals.
Theskills involved in managing human resources are usually veryimportant among managers because they enable managers to come up withdecisions when employing staffs who will greatly support informulation of achievable goals. As such, managers should follow thecore activities and critically examine external environment asaforementioned.
Bergene,A. C., Boluk, K., & Buckley, E. (2014). Examining theopportunities and challenges of union organisation within thehospitality industry. AHospitable World?: Organising Work and Workers in Hotels and TouristResorts,195.
Cascio,W. (2010). Managinghuman resources: Productivity, quality of work life, profits.New Delhi: Tata McGraw Hill Private Ltd
Lee,J., & Berente, N. (2012). Digital innovation and the division ofinnovative labor: digital controls in the automotiveindustry. OrganizationScience, 23(5),1428-1447.